Almost exactly five years ago, Akio Morita--Mr. Sony--fell to the ground during a game of tennis. The co-founder and chairman of the board had suffered a stroke. He has since been in a wheelchair. This is particularly sad, as Morita had never been able to sit still and relax. At 72, he was playing tennis at 7 a.m. each Tuesday. I know this well because I would practice on the court next to him. My tennis, however, was very different from his. I played with an instructor, and if I was tired, I would just take a break. Not him. He challenged everybody, including young athletes.

This was in keeping with a man who created one of the first global corporations. He saw long before his contemporaries that a shrinking world could present enormous opportunities for a company that could think beyond its own borders, both physically and psychologically. And he pursued that strategy with his relentless brand of energy in every market, particularly the U.S. It is notable that this year, according to a Harris survey, Sony is rated the No. 1 brand name by American consumers, ahead of Coca-Cola and General Electric.

The best way to describe Morita's extraordinary drive is to scan his schedule for the two-month period immediately preceding his stroke. He took trips from his home base in Tokyo to New Jersey, Washington, Chicago, San Francisco, Los Angeles, San Antonio, Dallas, Britain, Barcelona and Paris. During that time he met with Queen Elizabeth II, General Electric chief Jack Welch, future French President Jacques Chirac, Isaac Stern and many other politicians, bureaucrats and business associates. He attended two concerts and a movie; took four trips within Japan; appeared at eight receptions; played nine rounds of golf; was guest of honor at a wedding ceremony; and went to work as usual for 17 days at Sony headquarters. Morita's schedule had been decided on more than a year in advance. Whenever there was a small opening, Morita would immediately and strategically fill it by arranging a meeting with someone he wanted to become acquainted with or catch up with. Unlike so many executives who remove themselves from the rest of the corporate pyramid, he was always in the middle of the action.

Morita had been groomed since the third grade to become the successor of a 14-generation family business: a prominent sake-brewing company in Nagoya. In true entrepreneurial spirit, however, he traded this life of comfort and privilege for the uncertainties of a start-up, called Tokyo Telecommunications Engineering, Inc., in the rubble of postwar Japan.

From the outset, Morita's marketing concept was brand-name identification and brand responsibility: that the name would instantly communicate high product quality. This is a marketing concept widely used by companies today. But at that time most companies in Japan were producing under somebody else's brand name. Pentax, for example, was making products for Honeywell, Ricoh for Savin and Sanyo for Sears.

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