Konosuke Matsushita, who is known as the "grandmaster of the generation" and the "god of management" in the Japanese business world, emphasized that "the first thing that must be considered in managing a business is how to acquire and cultivate talents. If they ask you, 'What does your company make?' You have to answer: 'Panasonic is making talent.' Of course, we are making electrical products, but before that, we need to train people." ”

Japan's Matsushita Electric Co., Ltd. is worthy of being a "cultivater" enterprise, and can be called a master of "waiting for work at ease and taking the lead later" marketing skills. The company has always focused on improving product quality and reducing prices, never blindly catching up with fashions or spending a lot of energy on new technologies, but focusing on improving the "latest technology" and deliberately tackling key problems in extending its functions.

Sony is the opposite. At the beginning of the establishment of Sony Corporation in 1946, it was written on the company's purpose: "The company will never engage in plagiarism and imitation, but will select products that are not easy for others to make even later." Akio Morita, one of the founders of the company, in his book "Sony's Management Tricks", also described the continuous development of new products as one of the tricks. Over the past decades, the company has spared no expense in investing in new technologies, often investing a lot of manpower, material and financial resources, and constantly launching new products, hoping to seize the home appliance market with a pioneering attitude. But it backfired, and he often lost to Panasonic.

Sony is also full of talents, strong financial resources, and has a president Akio Morita who dares to say "no" to the United States, when did he often lose to Panasonic? The following examples may reveal the "true face of Lushan".

In 1969, Sony was the first to successfully develop a small video recorder for home use, which became a hot commodity for a while. Panasonic did not rush to follow up, but calmly thought in the face of the complex competitive situation, conducted in-depth market research, accumulated strength, and waited for the opportunity to move.

In 1975, Sony's RCA video recording time was as long as two hours, and Panasonic wanted to make its products stand in the United States, and ACR had to be able to record a long live sports game. The general manager of Panasonic patted his chest and said to RCA with a complacent expression: "Panasonic can provide VCR with up to 4 hours of recording. The two parties immediately signed a supply contract. Where is this negotiation, it is simply a gamble, and it is a very risky gamble, because at this moment Panasonic has not even produced a machine for recording for up to two hours.

The gentleman said that the horse is difficult to chase, and the two sides have a contract as evidence. Panasonic immediately recruited talents from other departments, laboratories and branches, asked for help, mobilized the technical backbone of various departments, ate and drank together, slept together, and finally overcame the difficulties after a period of coordinated operations, developed a video recorder that can record 4~6 hours, and miraculously delivered the goods before the time specified in the contract.

As soon as the machine was listed, it won the special favor of consumers with its low price (15% lower than Sony) and a wide range of uses (the recording time is 2~3 times that of Sony).