Cracking the Japanese Market: Strategies for Success in the New Global Economy

by James C. Morgan

Book Overview

Global business today is played by new rules -- many of which are being written by the Japanese and their remarkably successful companies. Because the Japanese are redefining business as we know it,... This description may be from another edition of this product.

• Format: Hardcover
• Language: English
• ISBN: 0029216915
• ISBN13: 9780029216910
• Release Date: April 1991
• Publisher: Free Press
• Length: 295 Pages
• Weight: 1.30 lbs.
• Dimensions: 1.1" x 6.5" x 9.6"

Customer Reviews

All other agreements and partnerships should be considered as stepping stones to a direct operations

1. All other agreements and partnerships should be considered as stepping stones to a direct operations strategy. 2. The operation should be designed to begin and support a close relationship between your company and your Japanese customers. 3. The Japanese operation should permit long-term control of company product, services, and technologies. 4. The closer you get to the marketplace, the clearer your understanding of opportunities. 5. Build opportunity and reduce risk. 6. Select and entrust a Japanese Leader too provide credibility, influence talent to join the organization, and deal with customer relationships. 7. Plan and invest long-term 8. Build local research, engineering, and manufacturing capabilities. 9. Establish sales offices and new distribution channels in Japan 10. Integrate computer and communitcation linkages between your US and Japan business entities 11. Globalize and strive for worldwide quality and service programs; create globalized benefit structures and a Global oriented Human Resource management team; develop a global corporate culture. 12. The Japanese people view the job as an extension of family environment and a determinant of social status and their sphere of relationship through out ones life. 13. Highest on the incentive priority list for job selection is the company's stability and long-term commitment to the employee. In "Japanese Society", the author quotes, "Employment with a foreign firm is regarded as outside of the the system...This reluctance comes first from the feeling of insecurity about the future,[American firms do not guarantee lifetime employment]. Critical Employment strategies include: developing a relationship with professors, as key mentors, gaining press converage, submitting articles in technical journals and career magazines. Selecting the right corporation is important for Japanese men; Japanese men are ranked by group or the corporation they belong or their connection too well known and strong individuals. Applied Material hired manager Tetsuo Iwasaki and he used his influence to recruit and attract talented young Japanese willing to take the risk and join following his leadership. Iwasaki gave credibility and attracted others to follow. 14. "Focus on hiring a good core management team and let them build staff." "The opportunity for more responsiblity and quicker rise through the ranks is a guenuine attraction for Japanese". Hire retiring executives from Japanese companies and government ministeries. Seek Japanese members for your board or advisory groups. Synergy borne of diversity is one of the principal benefits to be derived from doing business in Japan. Japanese manager looks at personality and character and potential skill, instead of actual skill in hiring. 15. "Foreign companies fail to get the best from their Japanese subsidiaries simply because they don't accord them the respect they deserve." The parent company must internally promote the Japanese subsidary, its