Casio Watches Quotes

When I moved to the U.S. at six, I was unrecognizable to my mother. I was angry, chronically dissatisfied, bratty. On my second day in America, she ran out of the room in tears after I angrily demanded that she buy me a pack of colored pencils. You're not you! she sputtered between sobs, which brought me to a standstill. She couldn't recognize me. That's what she told me later, that this was not the daughter she had last seen. Being too young, I didn't know enough to ask: But what did you expect? Who am I supposed to be to you? But if I was unrecognizable to her, she was also unrecognizable to me. In this new country, she was disciplinarian, restrictive, prone to angry outbursts, easily frustrated, so fascist with arbitrary rules that struck me, even as a six-year-old, as unreasonable. For most of my childhood and adolescence, my mother was my antagonist. Whenever she'd get mad, she'd take her index finger and poke me in the forehead. You you you you you, she'd say, as if accusing me of being me. She was quick to blame me for the slightest infractions, a spilled glass, a way of sitting while eating, my future ambitions (farmer or teacher), the way I dressed, what I ate, even the way I practiced English words in the car..She was the one to deny me: the extra dollar added to my allowance; an extra hour to my curfew; the money to buy my friends' birthday presents, so that I was forced to gift them, no matter what the season, leftover Halloween candy. In those early days, we lived so frugally that we even washed, alongside the dishes in the sink, used sheets of cling wrap for reuse. She was the one to punish me, sending me to kneel in the bathtub of the darkened bathroom, carrying my father's Casio watch with an alarm setting to account for when time was up. Yet it was I who would kneel for even longer, going further and further, taking more punishment just to spite her, just to show that it meant nothing. I could take more. The sun moved across the bathroom floor, from the window to the door.

TI hammered its competitors in diodes and transistors, moved on to prevail in semiconductors, and ultimately in hand-held calculators and digital watches. Later, however, the management of TI encountered severe competitive problems in its watch and calculator businesses. Overreliance on experience-curve-based strategies at the expense of market-driven strategies is often cited as the underlying flaw in TI’s approach. This is an oversimplification. TI’s determined effort to drive costs down allowed no room for product-line proliferation. That single-minded focus created an opening for hard-pressed competitors such as Casio and Hewlett-Packard to sell on features rather than on price—a strategy that eventually became the standard for the industry when costs and prices declined to the point that consumers cared more for function and style than for price.

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Texas Instruments (TI) fell into the irrelevance trap in calculators and watches. By relentlessly building volume, driving down costs, and lowering prices, TI achieved leading market share in both products. Retail prices for watches and calculators plunged below $15, and TI dominated the volume channels, including supermarkets and discount stores. Casio, Sharp, and Seiko—all Japanese companies—followed TI’s lead in pursuing volume by slashing prices and designing costs out of the products and their manufacturing. But, as prices sank, the Japanese companies introduced new products with many more features than TI’s offerings. Prices were so low, consumers were willing to pay a few dollars extra for features such as solar power, more mathematical functions for calculators, and styling features for watches. Before long, TI’s relentless pursuit of higher volumes and lower costs became irrelevant to consumers, and the Japanese companies took over the categories. If you have not examined your costs, in detail, within the past five years—or if you believe your competitors have not—it is very likely that there exists, lurking somewhere in your cost structure, a major opportunity to improve your profits, weaken your competitor, and expand your influence. There are limits to cost-raising strategy. As important as price is to your customers, they care about other things as well, including product features, quality, time, and status. So, even as you pursue this hardball strategy with gusto, remember the mortal words of Dirty Harry: “A man’s got to know his limitations.”2