Alan Deutschman, Reynolds professor of business journalism at University of Nevada-Reno and author of "The Second Coming of Steve Jobs" -- the definitive unauthorized biography of the Apple CEO -- notes that from his early twenties on, Jobs had a fascination with Sony that bordered on obsession.
"It was very nearly fetishistic, in fact -- he even had a collection of Sony letterhead and marketing materials," laughs Deutschman. "Sony was a company that Jobs instinctively admired and saw as model from the very beginning. So it's been an interesting transformation over time, to see Apple supplant Sony as the center of the consumer technology universe."
Deutschman sees Jobs as having some uncanny similarities to Sony's founder -- not Akio Morita, who was Sony's CEO and public face, but his elder partner Masaru Ibuka, the proprietor of the original radio repair shop that evolved into the electronics giant and, during its rise to market dominance, the company's chairman and the architect of its philosophical foundation.
"Ibuka was really the heart and soul of the company," says Deutschman, who wrote about Sony's elder statesman in his most recent book, "Walk the Walk." "He was the one responsible for Sony's sense of purpose. This was a company that was launched in a Tokyo that had been leveled by firebombing in World War II, that had experienced the kind of destruction associated with Hiroshima and Nagasaki, and whose residents were facing homelessness, hunger and desperation. And yet Ibuka laid out a mission statement for Sony that was aimed at changing the world."
That statement was simple and to the point: "Sony will be the company that is most known for transforming the global image of Japanese goods as being of poor quality." It defined Sony by what it would not do -- make bad products -- making it something of an omission statement, if you will.
By way of example, Deutschman tells the story of how Sony entered the color TV marketplace, noting that in the Sixties, when color TV was going from 3% to 25% of the market, Sony was one of the few electronics companies that didn't sell a color model. "People were telling Ibuka, 'You have to come in to this market, everyone will take your market share,'" says Deutschman. "And Ibuka refused, saying, 'No, we will only do great products. We will only do high quality goods. We will only do breakthrough technology.'"
As a result, the company found itself in a precarious financial situation, losing out to its primary rivals -- until it came upon the aperture-grille technology that Sony unveiled in 1966 as the core of the Trinitron TV. A full 25% brighter than its rivals, Trinitron became the best-selling color TV for the next quarter century.
"At the time, Sony was committed to not releasing a crappy product just because the market was there; they waited until they had a truly revolutionary innovation, combined it with great design and then profited from it for long, long time," says Deutschman. "For decades, Sony was a perfect place for engineers to fully use their creativity, because it was focused on bringing real meaning and benefit to society by making great products. Sadly, in the last couple of decades, Sony has lost its way."