A Quote by Howard Stringer

Japan can't get anything on the market very cheaply because it has a large, relatively highly paid workforce which you can't fire. — © Howard Stringer
Japan can't get anything on the market very cheaply because it has a large, relatively highly paid workforce which you can't fire.
I'm here as a product of process of evolution, which doesn't make very many exceptions. And which rates life relatively cheaply.
You built a factory out there, good for you. But I want to be clear. You moved your goods to market on the roads that the rest of us paid for. You hired workers that the rest of us paid to educate. You were safe in your factory because of police forces and fire forces that the rest of us paid for.
The election of Shinzo Abe as the leader of Japan's ruling Liberal Democratic party and now prime minister will have profound repercussions for Japan and East Asia. Most western commentary during the premiership of Junichiro Koizumi has been concerned with the extent to which Japan has allowed a freer rein to market forces.
Among the reasons for this was the fact that the U.S.A. is one mass market. It is only when you have a mass market that large-scale manufacturing which involves very substantial expenditures can be justified.
On the little money I had collected I lived in Berlin very cheaply, ate very cheaply. And already in 1920 I saved the first salaries I received to go to Munich.
We discussed the history of postwar Japan and how Japan had missed an opportunity to build a more functional democracy because of the focus on fighting communism driven in large part by the American occupation.
I think people are realizing that engineering and science are extremely good degrees to get and you'll be very highly paid once you've got them.
The stock market crash in October 1929 didn't destroy a particularly large amount of wealth or make people highly pessimistic. Rather, it made companies and consumers very unsure about future income, and so led them to stop spending as they waited for more information.
Take Germany and Japan, both defeated in the Second World War. Germany has acknowledged its monstrous crimes to a certain extent, has paid reparations and so on. Japan, in contrast, apologizes for nothing and has paid no reparations, with one exception: It pays reparations to the United States, but not to Asia.
The only system which is truly secure is one which is switched off and unplugged, locked in a titanium lined safe, buried in a concrete bunker, and is surrounded by nerve gas and very highly paid armed guards. Even then, I wouldn't stake my life on it.
An audience is the most dangerous thing in the world, because they paid, and they're looking at you. And they paid! And there's a lot of them! And they cast a cold eye, because they paid. To be on the stage, you have to be very secure.
The funny part of it all is that relatively few people seem to go crazy, relatively few even a little crazy or even a little weird, relatively few, and those few because they have nothing to do that is to say they have nothing to do or they do not do anything that has anything to do with the war only with food and cold and little things like that.
The trick is, a market has to be nonexistent when you start. If the market is large early on, you will have too many competitors. You have to make it large.
I remember my very first encounter with Japan. At that time, I was Deputy Mayor of St Petersburg. Out of nowhere, Japan's Consul General in St Petersburg came to my office and said Japan's Ministry of Foreign Affairs wanted to invite me to Japan. I was very surprised because I had nothing to do with Japan except being a judoka. This was an opportunity to visit Tokyo and a couple of other cities. And, you know, a capital is a capital everywhere: there is the official script and certain protocol. It is always easier to talk in the provinces, the conversation is more natural.
Our workforce is very co-operative, very flexible, easy to work with and one of the big selling points. The idea that Britain is still back in the labour market of the '70s is utterly bizarre.
In the large buy out space, which is where we (Kohlberg Kravis Roberts) focus our efforts, there are relatively few firms with the capital, experience, infrastructure and networks to compete effectively with the large complex companies that we seek to acquire.
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