Word: mitsubishis
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...disease," though the attack is not yet acute. In a recent poll, 89% of Japanese described themselves as happy with their lives. The present undoubtedly looks handsome compared with the bleak aftermath of the war. Many of the men who are now in the middle management of Mitsui and Mitsubishi were babies being fed a grain of rice at a time in 1946. Morita and Masaru Ibuka founded Sony that year by scrounging around the fire-bombed ruins of Tokyo for parts with which to build broadcasting equipment...
...competitive spirit does not disappear, however. It is merely redirected toward competing corporations. Most Japanese spend their entire careers with a single company and develop an intense loyalty that can be even stronger than family ties. A Japanese diplomat in New York recalls what happened when his brother joined Mitsubishi Corp., the giant trading company: "Mitsubishi's competitors became his enemies, even more so than the Soviet Union." The desire to beat the opposition for the glory of his company is a powerful force that motivates the Japanese worker...
...ruling arts are those that provide tangible social services and are grounded in consensus: namely, design and architecture. It was quite normal for a corporation like the Mitsubishi Bank, in commissioning its new Tokyo headquarters, to spend millions in "prestige" money for the building and the corporate design image without bothering to acquire a single noteworthy painting. The contrast with, say, Chase Manhattan or Philip Morris in New York could not be more marked...
...would steal its secrets. It cooperated with the FBI last year in a sting operation that nabbed employees of Hitachi and Mitsubishi Electric, two Japanese competitors, for trying to buy confidential IBM information. IBM then brought a separate civil suit against Hitachi, which pleaded guilty to conspiracy charges last February and was fined $10,000. The criminal case against Mitsubishi is still pending...
Back in the 1970s, Chrysler was moving in that new direction. It acquired 15% of Mitsubishi in 1971 and 15% of France's Peugeot in 1978. The ideal combination, says lacocca, would be a top Japanese producer at the low end, a high-tech European company for the luxury segment and an American company for the middle of the market. As lacocca sees it, "That would be Mitsubishi, Peugeot and Chrysler or maybe Nissan, Volkswagen and Chrysler...