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- From: tleylan@pegasus.com (Tom Leylan)
- Subject: Re: Idiotic Japan Bashing
- Message-ID: <1992Dec30.070641.3840@pegasus.com>
- Organization: Pegasus, Honolulu
- References: <1992Dec29.220801.9083@oracle.us.oracle.com>
- Date: Wed, 30 Dec 92 07:06:41 GMT
- Lines: 60
-
- mfriedma@uucp (Michael Friedman) writes:
- >
- >No Tom. You go public or you sell it. It is pointless to go through
- >the expense and hassle of going public if you intend to sell the
- >company.
-
- Pardon me, I thought I heard of any number of times where the stock
- upon being traded publicly rises and in some cases and recently it
- rises to extraordinary levels. But no matter...
-
- >However, this does not apply to reasonably well established companies.
- >Most such companies are already public and do not intend to be
- >acquired.
-
- The point was you said "thousands of years" and something like "every
- company" and I only claimed you exaggerated.
- >
- >Why do we need a 200 year history to make a 20 year plan? Also, it's
- >15 years now, not 10.
-
- Uhhh beats me. I think a 100 year plan makes more sense if you've
- been in business longer than 100 years so I would say your 20 year
- plan would have been silly the week after Oracle was started unless
- that was the payoff date in which case planning that far would be
- sensible because you have to.
- .
- >>You do not get it... it is clear and I'll stake my money that 100 years
- >>after Oracle is dead and buried that Matsushita Corp. is still around.
-
- >How do you plan on collecting?
-
- I don't personally have to collect I can leave it to heirs, you're still
- thinking in the sort term.
-
- >Perhaps I might find your argument more convincing if you told me what
- >the elements of a 100 year plan should be.
- >
- >So far you haven't. Why? Because once you start listing what should
- >be in it the idiocy of such a plan becomes obvious.
-
- I didn't say that Matsushita had a 100 year plan. Either Robert Reich
- (Clinton's economic advisor (or something)) said it on a special he
- hosted or researchers on Frontline said when they studied the way that
- Japanese businesses operated. What makes you think that I'm the person
- who can make such a plan ? I'm not claiming any special knowledge I'm
- suggesting that you can't understand things that fall outside of your
- own realm of business savvy.
-
- You continue to pretend that you're winning the argument because I can't
- personally devise a plan that meets your requirements, I continue to
- suggest that Matsushita and the people there are doing whatever they are
- doing and they don't honestly care what your definition is.
-
- You're smarter than Robert Reich or the Frontline researchers and that's
- all there is to it... they were fools and you know everything.
-
- I'm satisfied...
-
- tom
- >
-