Konosuke Matsushita: The Embodiment Of Japanese Business Spirit

Konosuke Matsushita was probably the first Japanese entrepreneur to get attention in Chinese society.

The initial interest was caused by the VCR and color TV, the ubiquitous "National" in the market since 1980s.

Later, the brand unified selection of "Panasonic", most of the time almost can not adapt.

Indeed, Panasonic is the first multinational company to enter the Chinese market after reform and opening up.

In October, Deng Xiaoping, vice premier of the State Council, visited Japan, during which he visited two Japanese companies, one was Nissan and the other was Panasonic.

It is said that Deng Xiaoping, 74, is very speculative with Konosuke Matsushita, 83.

In the following two years, the old Panasonic visited China for two times, and Panasonic Corp's direct investment in China started one after another.

His business philosophy and his way of employing became a model of Eastern businessmen in China in the 1980s.

In fact, as one of the best leaders in the twentieth Century, Konosuke Matsushita has been recognized by many different cultures: in Japan, he is regarded as the "God of management"; in the western society, his photo is on the cover of the times magazine and ranks among the world-class business management talents.

It can be said that in his entrepreneurial process, there are diverse elements of success, both the adventurous spirit without consequences and the traditional oriental wisdom.

When Konosuke Matsushita was young, he had no chance to receive higher education.

At the age of 9, he was sent to a bicycle shop as an apprentice and worked in a light company for several years.

With its background and initial experience, Matsushita is seeking a stable livelihood in a medium-sized company if it is followed.

But when the boss refused to accept his proposal to produce a new type of electric socket, Matsushita resigned.

His plan is to produce this product himself.

In 1918, the 100 yen Panasonic company was founded.

From the very beginning, Matsushita attached great importance to the relationship between the company and its employees. He openly operated data inside the company and implemented pparent operation. Even now, this is a very bold approach.

Not only that, but Matsushita insisted on writing letters to employees every month to convey his sense of hardship to the products, and even to clean the company's toilets in order to improve his morale.

In the middle of 1930, Panasonic put forward seven guiding spirits in the company: quality, justice, teamwork, hard work, modesty, social consciousness and gratitude.

This is the art of leadership under Matsushita: starting from daily understanding, persisting in communicating with employees, thereby strengthening the cohesive force of the company and implementing it in every work link.

This is one of the reasons why Panasonic Corp, or Japanese enterprises have been rejuvenating collectively.

In this way of thinking, at the age of 30, Matsushita created the business philosophy that many big companies in the world are still using after 50 years: first, create excellent employees, then make electrical appliances.

In the west, this is called "people-oriented".

After the two World War, Konosuke Matsushita was impressed by the situation in Japan at that time, and further developed a company culture focusing on customers, delivery speed, product quality, teamwork spirit and empowering employees.

At the same time, the concept of "dam type operation" should be implemented in the company, and a regulatory mechanism should be established between departments to ensure stable development.

Panasonic Corp quickly got rid of the shadow of war. In the late 1950s, it became the world's attention consumer electronics manufacturer.

After 40 years old, Matsushita gradually became a business leader. His leadership thought promoted the formation of modern Japanese business spirit.

Konosuke Matsushita in his later years surpassed the original entrepreneur identity and thought deeply about the relationship between the company and the society.

At the age of 56, he put forward the idea of "making profits and selling more": through reasonable operation, we get fair and equitable interests and equitable distribution of interests.

He firmly believed that this is the basis for the prosperity of the society and the company. After ten years, this theory put forward the deliberate Panasonic resignation as chairman of the company, and watched the growth of the company behind the scenes.

The success of Panasonic Corp is not because of monopoly, technology or government, but because it is a kind of governance that combines the wisdom of East and West. Sometimes it is a capitalist who knows money well. Sometimes he is a medic who wears a kimono and forget the reality at night.

Because of the similar cultural tradition and the situation of western mature commercial civilization, the Chinese business community has paid special attention to the economy of East Asian countries because of the name of the four little dragons in Asia.

The success of Matsushita shows that cultivating the business spirit with national characteristics is the key to the growth of the company.

Matsushita Matsushita (1805-1989) was born in 1894, Wakayama, Japan, in, and founded the Panasonic Corp in. The concept of the birth and production of staff education was launched in 1922. It became the highest income earner in Japan for the first time in 1935. It reorganized the company into shares limited 1957 year, and began to set up a sales shop in Japan. In the year of 1961, chairman of the board resigned from office.