

Photograph by an unknown photographer, 1929 (public domain); via Wikimedia Commons · Wikimedia Commons 'Formal Portrait of Kōnosuke Matsushita in 1929 (cropped).jpg' (crop of 'Formal Portrait of Kōnosuke Matsushita in 1929.jpg', 533 x 753), a studio photograph dated 1929 whose photographer is unknown; the file page tags it PD-Japan-oldphoto (a photograph made before 1957 in Japan, whose Japanese term had expired before the 1996 URAA date, so it was not restored in the United States) and cites the Sumitomo Mitsui Trust Realty 'town archives' Hirakata page as its source. The same pose appears as 'Matsushita Kōnosuke in middle age.jpg', taken from the 1935 book Kansai Meishi Shashinroku (Kokusei Kyokai, National Diet Library digital collection ID 1111970), which gives the photograph a concrete publication date of 1935. The Wikidata P18 lead 'Konosuke Matsushita 01.jpg' (420 x 650, from the 15 August 1961 issue of the magazine Photo) was REJECTED because its Commons page carries Not-PD-US-URAA, i.e. it is not public domain in the United States. The cited realty-company page has no copyright notice about the photograph; no Panasonic page was reachable (holdings.panasonic returns 403 to automated requests), so the absence of a conflicting Panasonic notice is not confirmed. Saved at the Commons cropped size with no resizing or upscaling. · Public domain (Japan, pre-1957 photograph, photographer unknown; not restored in the US)
사업가 · 20세기
마쓰시타 고노스케
1894–1989
주요 업적 분야
아직 성격 매칭에 포함되지 않았습니다 — 기록된 근거가 성격 모델 전체를 다루기에는 충분하지 않습니다. 이 페이지의 다른 모든 내용은 자유롭게 확인하실 수 있습니다.
핵심 특성
주요 업적
오사카 전등회사를 떠나 직접 설계한 전기 플러그로 사업을 시작해 1918년 마쓰시타전기를 세웠고, 1935년 마쓰시타전기산업으로 개편했다.
브리태니커가 세계 최대의 소비자용 전기제품 제조업체라고 부른 회사로 키웠으며, 1950년대에는 일본 가정용 세탁기·냉장고·텔레비전의 주요 제조사가 되었고 파나소닉, 퀘이사, 내셔널 등의 브랜드를 갖게 되었다.
풍부하고 저렴한 상품 공급이라는 철학 아래 1933년 사업부제로 관리자를 키우고, 1932년 사내 교육기관을 두었으며, 1929년 불황 속에서도 직원을 해고하지 않기로 결정하는 경영 방식을 만들었다.
삶의 장면들
소매상들이 건전지 자전거 램프를 믿지 못해 판매가 부진하자, 마쓰시타는 가게마다 불을 켠 램프를 두어 30시간 간다는 것을 직접 보여 주었고 주문이 이어졌다.
판매 장벽을 실용적이고 비용이 적게 드는 방법으로 돌파한 창업자의 모습과 부합한다. 자원 활용 성향
1964년 약 170개 판매회사 사장들과 연 아타미 회의 뒤 마쓰시타는 회사에 잘못이 있었다고 말했고, 직접 영업본부를 맡아 1965년 2월부터 새 판매 제도를 시행했다. 이 설명은 대체로 회사 측 자료에서 나온 것이다.
판매망과의 갈등을 바로잡기 위해 직접 행동에 나선 지도자의 모습과 부합한다. 선제적 행동력
전환점
1929년 12월, 불황 속에서 일본 기업들이 감원에 나서던 때 마쓰시타는 자기 회사에서는 아무도 해고하지 않기로 결정했고, EBSCO는 회사가 되살아나 1930년에 공장 두 곳을 새로 지었다고 전한다.
우호적인 전기에 따르면 직원을 지키기 위해 비용을 감수한 사명 중심 지도자의 모습과 부합한다. 영향 창출 동기
비슷한 인물
전체적인 프로필이 이 사람과 닮은 사람들이에요.


마하트마 간디

마틴 루터 킹 주니어

왕가리 마타이

무스타파 케말 아타튀르크

이순신
출처
- Kōnosuke Matsushita (Q252785) -- verified live via the Wikidata API (2026-10-23): English label 'Kōnosuke Matsushita', description 'Founder of Panasonic (1894-1989)', born 27 November 1894, died 27 April 1989, Korean label '마쓰시타 고노스케', citizenship Japan and Empire of Japan, several P18 images. Orientation only; not used as support for any row.
- Encyclopaedia Britannica, 'Matsushita Konosuke' (britannica.com), read in full via an Internet Archive copy because the live site blocks bots: Japanese industrialist who founded Matsushita Electric Industrial Co., Ltd., then the largest manufacturer of consumer electric appliances in the world; orphaned and an errand boy at 9; joined the Osaka Electric Light Company at 16 and quit at 23 to sell his own electric plug design; inventive marketing helped growth; reorganised the firm in 1935; prevented the post-war occupation authorities from breaking the company up; chief maker of washing machines, refrigerators and televisions for Japanese homes by the 1950s; brands Panasonic, Quasar and National; president to 1961 and then chairman; his business philosophy of producing essential consumer goods in abundance at the lowest prices was widely adopted. CANONICAL SIGNIFICANCE SOURCE.
- Won Z. Yoon, 'Konosuke Matsushita' (EBSCO Research Starters, History, 2024; text derived from a reference-work biography), read in full: his apprenticeships from age ten; the 1917 plug venture on about one hundred dollars whose first experiment failed; the 1918 founding; the 1923 bicycle-lamp whose sales stalled until he lit lamps in sceptical retailers' shops to show they lasted thirty hours; the December 1929 decision, during the depression, that the company would dismiss no worker; a 1932 mission to serve society by supplying useful goods and an in-house training institute; the 1933 divisional management system to evaluate divisions and develop managers; wartime military production; occupation-era designation as a zaibatsu until October 1950, which the company and its union contested; the 1961 move to chairman. Contains marriage and family detail that was excluded. Its bibliography draws on Matsushita's own autobiography and PHP publications, so its account is partly self-sourced, and its 'first' claims were not used. Encyclopaedic, admiring.
- Kirkus Reviews, review of John P. Kotter, 'Matsushita Leadership' (Free Press, 1997; review posted 2010), read in full: calls the book 'a singularly uncritical and sketchy briefing' that verges on hagiography, notes it largely ignores the company's contribution to Japan's wartime effort and the factors behind postwar growth (decentralised management, calculated risks, protection of domestic outlets, R&D) and seldom comes to grips with the personal qualities of the 'competitive and demanding entrepreneur'. Used only as a counter-voice on how uncritically the Matsushita story is told; the Kotter book itself was NOT opened.
- Yuji Takeuchi, 'Matsushita Kōnosuke to Nakauchi Isao no shinnen' (Konosuke Matsushita and Isao Nakauchi's convictions), Japan Research Institute management column (24 July 2006, jri.co.jp), read in full in Japanese: a think-tank researcher's account that in 1964 Matsushita gathered distributors' presidents at Atami, pointed out their complacency but also admitted Matsushita Electric's own fault, apologised and gave them the calligraphy 'coexistence and mutual prosperity'; that Matsushita Electric and the discount retailer Daiei then fought a roughly 30-year dispute over discounting (shipment stoppage, an antitrust complaint, and Matsushita's 1975 invitation asking Nakauchi to give up the 'way of might'); and the author's view that the clash set Matsushita's belief in list-price sales and distributor loyalty against Nakauchi's belief in consumer price sovereignty. Independent of Panasonic; a counter-voice because it treats Matsushita's pricing stance as one side of a genuine conflict. Details of the Atami meeting rely on the company's own accounts.
- The Shashi, 'Konosuke Matsushita: Panasonic Holdings CEO 1935-1961' (the-shashi.com, a Japanese company-president data and analysis site), read in full: tenure December 1935 to January 1961, revenue rising from 18.9 to 105.4 billion yen between FY1955 and FY1960, move to Kadoma and divisional system in 1933, post-war 'restricted company' designation and his own designation under the military-production purge, a campaign by the company union (15,000 employees collecting signatures) that helped get his purge designation reduced and later lifted, the 1952 Philips technical tie-up, the 1956 five-year plan from 22 billion to 80 billion yen that was exceeded (105 billion), the 1957 National Shop Association. Secondary compilation of Japanese sources that does not name its documents; treated as moderate-reliability and not independent of corporate histories.
- Yutaka Sugiura, 'Rebuilding relations with distributors by admitting Matsushita was at fault' (Atami conference, 1964), The Shashi Japanese-language case page, read in full: 170 company presidents were invited to Atami in July 1964 without a fixed agenda after the first fall in half-year sales and profits since 1950, Matsushita on the third day said the company was in the wrong and apologised, then took over the sales headquarters himself in August 1964 and introduced the one-region-one-distributor, divisional direct-sales and new monthly-payment systems from February 1965, accepting lower profit for three years; the analyst adds that the keiretsu distribution structure later became a burden for his successors. Analyst commentary whose references are mainly Panasonic's own company histories and Matsushita's own 'Watashi no rirekisho' memoir, so it corroborates the JRI column only in part.
- Toyo Keizai Online, 'Matsushita Konosuke: excessive competition poisons the Japanese economy' (republication, 30 December 2019, of a 24 May 1958 Weekly Toyo Keizai interview), only the free introduction and the first answer were read because the rest is behind a paywall: the editors describe him as opposing discount selling at the time of a price war and the Fair Trade Commission's scrutiny, quote him wanting makers' designated prices respected, and he says in the first answer that excessive competition is a matter of industry self-restraint. Mostly self-quotation framed by the magazine; partial read, used only as context for the pricing stance in the JRI column.
- Wikimedia Commons file pages 'Formal Portrait of Kōnosuke Matsushita in 1929.jpg' and its cropped derivative, 'Konosuke Matsushita 01.jpg' (rejected), 'Matsushita Kōnosuke in middle age.jpg' and the realty-company page cited by the 1929 file, checked for the portrait's rights basis. Not used for scoring.
