Lessons of Breakthrough

In 1992, a Japanese company by the name of Nippon Telephone and Telegraph (NTT) and "Do Communications over the Mobile Network," (DoCoMo) was formed as a partial government break up from the powerful Nippon Telephone and Telegraph telecom monopoly. Kouji Ohboshi, CEO of this company, saw a need to and persuade it growing and expanding the company to new levels. Ohboshi overcame many obstacles in the highly regulated mobile phone market such as poor transmission quality and costly subscription fees. Following a devastating financial loss, Ohboshi will and desire led him to invest over 50 billion Yen in order to develop and improve DoCoMo's mobile network, bringing calls in crystal clear with fewer background noise as well as fewer interruptions. These much needed improvements led to DoCoMo accounting for 98% of the Japanese market which was rare in Japan.

" Innovation distinguishes between a leader and a follower." -Steve Jobs. Ohboshi's business background and experience led him to believe that innovation was key to and relevant in order to sustain a profitable business. Ohboshi then established a new strategic focus, " from volume to value" which involved increasing the utility that consumers would get out of their mobile devices as the needs for communication, entertainment, information, and knowledge increased throughout the market.

In an ever evolving market, Ohboshi knew that there would come a time where consumers wanted to be updated about everything that was going on around them no matter where they were or what they were doing. To make this happen, Ohboshi partnered with Elite personnel in Enoki in efforts to satisfy consumers and their growing demands, by developing the " I-Mode" device. This new product, which stood for interactive internet, gave consumers more independence because it allowed them to stay in touch with the social environment ( recent news and events).

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