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I knew we needed a weapon to break through to the US market, and it had to be something different, something that nobody else was making.

Akio Morita

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Akio Morita
Age: 78 †
Born: 1921
Born: January 26
Died: 1999
Died: October 3
Businessman
Businessperson
Engineer
Physicist
Else
Weapon
Different
Market
Something
Weapons
Nobody
Needed
Knew
Break
Making

More quotes by Akio Morita

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Advertising and promotion alone will not sustain a bad product or a product that is not right for the times.
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I often say to my assistants, Never trust anybody, but what I mean is that you should never trust someone else to do a job exactly the way you would want it done.
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All you need is the best product in the world, the most efficient production in the world and global marketing.
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Executives of the company must have the necessary qualities to direct the personnel by showing them the way to do things.
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In the long run, no matter how good or successful you are or how clever or crafty, your business and its future are in the hands of the people you hire.
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Never break another man's rice bowl.
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The most important mission for a Japanese manager is to develop a healthy relationship with his employees, to create a familylike feeling within the corporation, a feeling that employees and managers share the same fate.
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You can be totally rational with a machine. But if you work with people, sometimes logic often has to take a backseat to understanding.
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Once you have a staff of prepared, intelligent, and energetic people, the next step is to motivate them to be creative.
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Japanese people tend to be much better adjusted to the notion of work, any kind of work, as honorable.
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The remarkable thing about management is that a manager can go on for years making mistakes that nobody is aware of, which means that management can be a kind of a con job.
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America looks 10 minutes ahead Japan looks 10 years.
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The patron saint of Japanese quality control, ironically, is an American named W. Edwards Deming, who was virtually unknown in his own country until his ideas of quality control began to make such a big impact on Japanese companies.
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There is no secret ingredient or hidden formula responsible for the success of the best Japanese companies.
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While the United States has been busy creating lawyers, we have been busier creating engineers.
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Our plan is to lead the public with new products rather than ask them what kind of products they want.
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Japanese attitudes toward work seem to be critically different from American attitudes.
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A company will get nowhere if all of the thinking is left to management.
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I established the rule that once we hire an employee, his school records are a matter of the past and are no longer used to evaluate his work or decide on his promotion.
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We want to keep the company healthy and its employees happy, and we want to keep them on the job and productive.
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