Saab

Strategic Concepts & Mechanics

Signature MoveWorld's Top Hair Stylist for a Virtual Avatar

Signature MoveEx-Gurkhas Guarding a Website Company

Competitive AdvantageMedia Buzz as Substitute for Product Readiness

Decision FrameworkInsider Empathy as Restructuring Poison

Identity & CultureAdversity Loyalty Mirage

Cornerstone MovePrestige Names as Fundraising Stampede

Risk DoctrineBurn Rate Denial Until the Doctor Arrives

Cornerstone MoveCut Cruel But Never Cruel Enough

Cornerstone MoveBuild Utopia in One Apollo Mission

Capital StrategyValuation Without Revenue is Pure Narrative

Cornerstone MoveZero-Valuation Last-Chance Triage

Signature MoveThirty Employees Memorizing a Philosophy Book With Zero Customers

Signature MovePrivate Jets as Money-Raising Machines

Relationship LeverageInvestor Prestige ≠ Investor Governance

Signature MoveCall Centre in London's Most Expensive Postcode

Signature MoveBamboo Root Growth Before Public Emergence

Identity & CultureSpark That Ignites the Prairie Fire

Identity & CultureEntrepreneur Not Businessman Identity

Signature MoveAbsorb Global Systems Not Just Assets

Signature MoveDecade-Long Transformation Cycles

Competitive AdvantagePrivate Insurgent vs State Monopoly

Cornerstone MoveAll Eggs in One Basket Then Outwork the State

Capital StrategyCrisis as Acquisition Window

Cornerstone MoveEight-Year Stalk Then Crisis Strike

Strategic PatternThree-Phase Brand Elevation Doctrine

Signature Move700-Invitation Confidence Before Proof

Strategic PatternFast Fashion Volume Over Margin Strategy

Operating PrincipleAssisted Self-Learning Development Method

Relationship LeverageElite Network Building Through Board Positions

Signature MoveCulture Adjustment Over Strategy Changes

Cornerstone MoveDesigner Collaboration Marketing Plays

Strategic PatternWorking Chairman Control Structure

Cornerstone MoveGeographic Expansion Through Test Markets

Capital StrategyTax Structure Engineering for Wealth Preservation

Signature MovePersonal Presence for Critical Negotiations

Signature MoveReverse Price Engineering from Customer Willingness

Competitive AdvantageSupermodel Marketing as Legitimacy Play

Signature MoveFlat Organization with Early Responsibility Push

Primary Evidence

"We had support and funding from all the Nordic governments, and were given an office in the Finnish consulate on Madison Avenue. They regarded our festival as just the sort of initiative they had been looking for to promote Scandinavia abroad. We took on a couple of staff and somehow our plans, which had started out quite modest, just grew and grew. Soon, we also had sponsorship from some of Scandinavia’s biggest companies — Ericsson, Saab, Ikea, Carlsberg, Absolut Vodka. We were never afraid or too embarrassed to ask for money. In New York we sent out flyers to all the literary associations and put up posters in universities, libraries, theatres. We called up writers, who introduced us to other writers, and soon we found that we had infiltrated New York’s literary set. We became the talk of the town, the crazy Swedes that everyone wanted to hang out with. Even Esquire wrote a piece on us. ‘All this wasn’t particularly difficult to pull together,’ I was quoted as saying. “Everyone was so friendly. Americans have so many friends — friends, very good friends, best friends.’ The tone of the article was one of amused astonishment that a poetry festival should have taken New York:by storm."

Source:Boo Hoo - A Dot-Com Story From Concept to Catastrophe

"The 2008 global financial crisis provided Chinese capital with the opportunity to acquire quality assets worldwide. In the automotive industry, there were numerous cross-border acquisitions, such as Nanjing Automobile Group acquiring the British Rover, Shanghai Automotive Group acquiring South Korea’s SsangYong, and BAIC acquiring Sweden’s Saab. The most famous of these was Geely’s acquisition of Volvo."

Source:The Era of New Manufacturing: Li Shufu and the super manufacturing of Geely and Volvo (translated)

"There are many meetings now. Stefan Persson has taken the time to commute between several boardrooms outside of H&M for a couple of years. He cannot say no when the Wallenberg family calls and gives him a seat on the board of the appliance company Electrolux, where Jacob Wallenberg, among others, sits. Wallenberg has been a leading industrial family for a long time, and there is a lot to learn from that experience. The family controls a dozen Swedish large corporations the size of H&M, such as Ericsson, Electrolux, and Saab, but without serving as CEOs. Typically, they govern as board members instead."

Source:The Big Boss (translated)

Appears In Volumes

Boo Hoo - A Dot-Com Story From Concept to Catastrophe The Era of New Manufacturing: Li Shufu and the super manufacturing of Geely and Volvo (translated)The Big Boss (translated)