...Case Analysis: Chapter 3 Closing Case BUSN 427 March 6, 2014 1. What were the triggers of cultural change in Japan during the 1990s? How is cultural change starting to affect traditional values in Japan? In the 1990s when Japanese economic growth slowed down for a long time firms were forced to change the way of doing business. They started to fire older employees. The younger generation, which grows up wealthy, saw this process and concluded that loyalty to one company might be not the best for themselves. The difference between the postwar generation and their children the parents were struggling to recover from the humiliation of defeat / the children grow up in a richer world with more possibilities and they did not wanted to be a salary man and tie themselves to one company for a lifetime is the change in the Japanese culture. It led to a change in the traditional values in Japan. Loyalty, group identification and reciprocal obligations became less and individualism more important. 2. How might Japan's changing culture influence the way Japanese businesses operate in the future? What are the potential implications of such changes for the Japanese economy? In the first step Japan's changing culture is influencing the way how Japanese businesses will manage their human resource. If loyalty, group identification and reciprocal obligations loses there value in for the employees, then the companies needs to put some other incentives. Lifelong working contracts...
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...Case Analysis Dorinda Scott Business 427 November 4, 2012 Ronald Perotti Founded in 1918 by the Japanese businessman, Konosuke Matsuchita, as an Electric Housewares manufacture, Panasonic emerged three decades after the end of World War II as a symbol of Japan post war economic success. Imbued with the belief that the role of a corporation is to devote itself to the progress and development of society at large, Panasonic’s management closely aligned the company’s culture with the social values of Japanese society, which put a strong emphasis on group identification, social obligation and loyalty. Panasonic took care of its employees by providing a wide range of benefits, such as subsidized housing, lifetime employment and generous retirement. In return, employees worked very hard for the greater good of the company and were indeed very loyal to management. That arrangement, according to many corporate observers, proved to be a very successful formula for the growth and evolution of the company, for by 1970’s Panasonic had emerged as a major international player in the consumer electronics industry. However, by the beginning of 1990’s, Japan found itself in the grip of a severe economic downturn, which coupled with the emergence of a new generation of Japanese who had begun to get exposed to western ideas of individualism and constant exploration for better and greater opportunity, the traditional formula, which had been very fruitful for Panasonic became obsolete as...
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...recruitment techniques, and individual benefits. Shift towards individualism. 2.How might Japan’s changing culture influence the way Japanese businesses operate in the future? What are the potential implications of such changes for the Japanese economy? Employees still get benefits but not based on seniority. This leads to a more service based efficient economy. More focus on individualism, loss of employee loyalty, changes to HR startagies, Westernized younger generation, high women contribution, free worker concept Negative implications, outsourcing, low employee engagement, low synergy in team work 3.How did traditional Japanese culture benefit Panasonic during the 1950s–1980s? Did traditional values become more of a liability during the 1990s and early 2000s? How so? It benefited from Confucian values. Built teamwork inside the work place, created strong ties of loyalty, Emphazides harmony and coroporation among employees, Created a more collaborative work place. Employees seeked job security, and retirement, guided by many rules and procedures., employees focused on the future of the company It became a liability because the new generation did not consider all the old values as valuable. 4. What is Panasonic trying to achieve with human resource changes it has announced? What are the impediments to successfully implementing these changes? What are the implications for Panasonic if (a) the changes are made quickly or (b) it takes years or even...
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...Company Description Panasonic Manufacturing Malaysia Berhad (Panamy) previously known as Matsushita Electric Co (M) Bhd was formed in 1965 to manufacture household products under license from Matsushita Electric Industrial Co Ltd, Japan. Since then its focus has mainly involved in the manufacturing and distribution of electrical products which consists of consumer electronics, home appliances, batteries, office automation, project systems and room air-conditioners under the well-known brand name of Panasonic. The corporate structure of Panamy remains simple just like DutchLady structure. Panamy has a simple 47.45% owned associate which is Panasonic Malaysia Sdn Bhd (PMSB). Malaysia's Employees Provident Fund Board (EPF) also has a 6% stake in Panamy. Export sales contribute about 50% of Panamy's turnover. Destination countries are Japan, Thailand, Singapore, Hong Kong, Vietnam, North America, Latin America, Europe, Africa and the Middle East. As you can see very diversified globally. Locally, Panamy has about 20% to 25% of the market share. The competition in the electrical sector is very intense which you probably can observe easily when shopping. 2. Management Panasonic Manufacturing Malaysia Berhad (Panamy) had driven by Mr. Masahiko Yamaguchi as Managing Director. Panasonic’s mission is to contribute to the advance of world culture by working to improve society through the products we produce and sell. Going forward as well, based on Panasonic innovative electronics...
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...Running head: GLOBAL BUSINESS CULTURAL ANALYSIS: JAPAN Global Business Cultural Analysis: Japan Albert G. Rodriguez Liberty University Abstract Japan is very similar and very unlike the US. It was amazing to research so many different aspects of one country. The major elements of this country are its culture and how these affect the country itself. How the people process these elements is very important and this is how the Japanese culture develops. From here we move on to see how this compares to US. We look to see how the US compares in their culture when brought next to Japan. Finally we will see how the US manager can be an international manager in Japan. This is mainly done through sensitivity to the other’s culture. This sometimes includes changing the way we act, and other times it is being sensitive to the other culture that is before us. Global Business Cultural Analysis: Japan Japan is an island cluster off the coasts of Russia, South Korea, and China. It is specifically located to the east of the Sea of Japan. It is composed of four major islands and over six-thousand minor ones. The four major islands are: Hokkaido, Honshu, Shikoku and Kyushu. It has thousands of shrines, national parks and even imperial palaces. The country of Japan is often called the Land of the Rising Sun. It has one of the largest populations in the world by country despite being such a small country. It has the highest life expectancy in the world (83.10). The islands are also...
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...people. In Japanese culture is expected that employees have lifetime commitment to their employers. The Japanese people recognize responsibility and work as extremely important characteristics of their culture. The responsibilities are divided into very small details and are incorporated into a family-style working environment. Business leaders and management participate in all activities. The employees in Japan are motivated by private recognition, the corporate missions of the company, stability, and most importantly being part of a winning team. Formal meetings are considered times for employee to share ideas and visions. In Japanese culture employees can contribute regardless of status. Furthermore informal meetings are seen as occasions to build personal relationships and should contain no direct business discussions. Since Japan has one of the most indirect languages, and many messages are metaphorical it is important to refrain from saying terms such as “No” and “You”; these terms can be seen as rude and should be placed with appropriate terms. Instead of saying “You”, refer to contact by their last name and title (i.e. “sir” or “madam”). Lastly an important tool that can be used to analyze the intercultural differences between Canada and Japan is Hofstede‘s 5D Model. This analytical tool breaks each culture into five parts, Power Distance (PDI), Individualism (IDV), Masculinity (MAS) Uncertainty Avoidance (UAI) and Long-term Orientation (LTO). Culture is a something...
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...Policy 4- Innovation in supply Chain and the Disaster in Japan a. The Top 10 Supply Chain Innovations from 1880-1990 (1) b. Supply Chain Innovation c. Supply Chain Innovation - Environment d. Long-Term Disarray after Japan Disaster Conclusions Bibliography Butterfly Effect of Japan´s Disaster on Global Production. 1- Japan Background a. The relevance of Japan in global production and supply chain Japan is an island nation located at the East of Asia, in the Pacific Ocean. Its currency of legal course is the YEN (¥). Japan has the tenth largest populations in the world with over 127million people and a GDP of USD$ 5,068,996 million by 2009. The main industries of Japan’s economy are manufacturing and technology, mainly in automobiles, transportation equipment, electronics and steel. Japan is a country with...
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...Policy 4- Innovation in supply Chain and the Disaster in Japan a. The Top 10 Supply Chain Innovations from 1880-1990 (1) b. Supply Chain Innovation c. Supply Chain Innovation - Environment d. Long-Term Disarray after Japan Disaster Conclusions Bibliography Butterfly Effect of Japan´s Disaster on Global Production. 1- Japan Background a. The relevance of Japan in global production and supply chain Japan is an island nation located at the East of Asia, in the Pacific Ocean. Its currency of legal course is the YEN (¥). Japan has the tenth largest populations in the world with over 127million people and a GDP of USD$ 5,068,996 million by 2009. The main industries of Japan’s economy are manufacturing and technology, mainly in automobiles, transportation equipment, electronics and steel. Japan is a country with limited mineral resources and this fact has deeply influenced in the industrial development of the country. Following China, Germany...
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...The Sony Corporation: A Case Study in Transnational Media Management by Richard A. Gershon, Western Michigan University, U.S.A. and Tsutomu Kanayama, Sophia University, Japan The transnational corporation is a nationally based company with overseas operations in two or more countries. What distinguishes the transnational media corporation (TNMC) from other types of TNCs, is that the principle product being sold is information and entertainment. The following paper is a case study analysis of the Sony Corporation; a leading TNMC in the production and sale of consumer electronics, music and film entertainment and videogame technology. There are two main parts to this study. Part I. examines the history and development of the Sony Corporation. It builds on the theoretical work of Schein, (1984, 1983), Morley, Shockley-Zalabak (1991) and Gershon (2002, 1997) who argue that the business strategies and corporate culture of a company are often a direct reflection of the person (or persons) who were responsible for developing the organization and its business mission. Second Part examines the Sony Corporation from the standpoint of business strategy. Special attention is given to the subject of organizational culture and strategic decision-making. A second argu- ment of this paper is that while Sony is a TNMC, the organization is decidedly Japanese in its business values. This is beginning to change in the face of global competition and the need to improve business performance. This...
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...The Sony Corporation: A Case Study in Transnational Media Management by Richard A. Gershon, Western Michigan University, U.S.A. and Tsutomu Kanayama, Sophia University, Japan The transnational corporation is a nationally based company with overseas operations in two or more countries. What distinguishes the transnational media corporation (TNMC) from other types of TNCs, is that the principle product being sold is information and entertainment. The following paper is a case study analysis of the Sony Corporation; a leading TNMC in the production and sale of consumer electronics, music and film entertainment and videogame technology. There are two main parts to this study. Part I. examines the history and development of the Sony Corporation. It builds on the theoretical work of Schein, (1984, 1983), Morley, Shockley-Zalabak (1991) and Gershon (2002, 1997) who argue that the business strategies and corporate culture of a company are often a direct reflection of the person (or persons) who were responsible for developing the organization and its business mission. Second Part examines the Sony Corporation from the standpoint of business strategy. Special attention is given to the subject of organizational culture and strategic decision-making. A second argu- ment of this paper is that while Sony is a TNMC, the organization is decidedly Japanese in its business values. This is beginning to change in the face of global competition and the need to improve business performance. This...
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...PROJECT REPORT ON FACTORS AFFECTING CONSUMER PURCHASE INTENTION TOWARDS CONSUMER DURABLES (A COMPERATIVE STUDY OF LG & VIDECON) UNDER GUIDANCE Prof. S.k.Chadha In the partial fulfillment of the requirements of the Final Project for the degree of Masters in Business Administration Submitted By Navdeep MBA International Business University Business School Panjab University, Chandigarh ACKNOWLEDGEMENT I am overwhelmed with pleasure and deep sense of gratitude towards University Business School, Chandigarh for giving me such an opportunity to do the research project which has opened my vision towards rich experience of the theory implications and practical applications studied in the MBA course. I express a heartfelt thanks to my guide Prof. S.K.Chadha who has helped me in choosing and doing this...
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...ZENITH International Journal of Multidisciplinary Research Vol.2 Issue 3, March 2012, ISSN 2231 5780 A COMPARATIVE STUDY OF BUSINESS STRATEGIES BETWEEN KOREA AND JAPAN: A CASE OF ELECTRONICS ITEMS BETWEEN SAMSUNG AND SONY CHOONG Y. LEE * *Daniel Froes Batata, Ha Sook Kim, Gladys A. Kelce College of Business, Pittsburg State University, Pittsburg, KS 66762, U.S.A. ABSTRACT Sony, one of the world‟s most prominent companies in the electronics industry from Japan, has dominated the markets from all over the world for a long time since 1970s. Over the last decade, however, it has faced challenges to maintain its growth. Although sales levels have been relatively steady over the last decade, its profitability has gone from approximately eight to almost zero percent in 2009. Concomitantly, Samsung Electronics from Korea has successfully overcome the challenges presented in the global market. During the same period, its sales have increased over 600 percent and its profitability in 2009 was over ten percent. Additionally, the company has gained prestige in the minds of consumers and enjoys a privileged position in the electronics industry from all over the world. This paper discusses the reasons why the companies have had different performances in the markets and examines their challenges for the future. KEYWORDS: Comparative Study, Business Strategies, Electronics Industry, Korea, Japan. ______________________________________________________________________________ INTRODUCTION...
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...9-707-445 REV: AUGUST 25, 2008 JORDAN SIEGEL Lincoln Electric Introduction John Stropki, CEO of Lincoln Electric, returned home from Mumbai to company headquarters in Cleveland, having sampled the local Maharashtran delicacies while studying opportunities in the Indian market. From his vantage point in 2006, Stropki looked back on his company’s more than 100 years in the welding equipment and consumables industry with pride, wondering whether a strong push into India should be the next step in his company’s globalization. An India expansion had been considered for several years, but thus far the company had focused on growing its operations in China and elsewhere around the globe. If Stropki were to approve a significant allocation of resources toward an India expansion, he wondered what would be the best way to enter. He had a wealth of company lessons and experiences to apply to the India investment decision, as his company had had international operations since the 1940s, had struggled internationally in the late 1980s and early 1990s, and had gone on to regain its global competitive advantage in the late 1990s and early 2000s. During Stropki’s tenure as CEO since 2004, the company had further expanded globally and by 2006 owned manufacturing operations in 19 countries across five continents. Most recently, the company had enjoyed increasing success in China as a result of its aggressive expansion through both a joint venture and set of majority-owned...
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...Country Commerce Japan Released September 2011 The Economist Intelligence Unit 750 Third Avenue New York NY 10017 USA Economist Intelligence Unit The Economist Intelligence Unit is a specialist publisher serving companies establishing and managing operations across national borders. For 60 years it has been a source of information on business developments, economic and political trends, government regulations and corporate practice worldwide. The Economist Intelligence Unit delivers its information in four ways: through its digital portfolio, where the latest analysis is updated daily; through printed subscription products ranging from newsletters to annual reference works; through research reports; and by organising seminars and presentations. The firm is a member of The Economist Group. London Economist Intelligence Unit 26 Red Lion Square London WC1R 4HQ United Kingdom Tel: (44.20) 7576 8000 Fax: (44.20) 7576 8500 E-mail: london@eiu.com Hong Kong Economist Intelligence Unit 60/F, Central Plaza 18 Harbour Road Wanchai Hong Kong Tel: (852) 2585 3888 Fax: (852) 2802 7638 E-mail: hongkong@eiu.com New York Economist Intelligence Unit The Economist Group 750 Third Avenue 5th Floor New York, NY 10017, US Tel: (1.212) 554 0600 Fax: (1.212) 586 0248 E-mail: newyork@eiu.com Geneva Economist Intelligence Unit Boulevard des Tranchées 16 1206 Geneva Switzerland Tel: (41) 22 566 2470 Fax: (41) 22 346 93 47 E-mail: geneva@eiu.com This report can be accessed electronically as...
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...Best Global Brands 2013 Table of Contents JEZ Leadership is evolving. It must now be shared. CEOs, CMOs, and consumers all have the power to drive brand value. Brands are where business strategy meets reality. GINNI The New Rules of Brand Leadership 2 From Information to Intelligence 82 Best Global Brands 2013 Sector Leadership 86 BISH 10 Creative Leadership 70 Methodology 120 China’s New Brand Leaders 74 Contributors 126 Corporate Citizenship 2.0 78 MARK CHIEKO The New Rules of Brand Leadership By Jez Frampton In our globalized, hyperconnected age, one question persists in boardrooms, corner offices, business schools, and conferences all over the world: What is leadership and how has it changed in the 21st century? Driven by rapid technological advancement, the digitization of nearly everything, and the ever more intricate interdependencies of the global market, the business landscape has transformed over the past two decades. Operating in a bewildering new environment in which little is certain, the pace is quicker and the dynamics more complex. Those who lead today’s brands can no longer rely on once immutable truths or principles of leadership honored in times past. It is a new world. And as purchasing increasingly shifts from a physical experience to a virtual one and transaction-based interactions between brands and consumers shift to relationship-based interactions, new skills and sensibilities are needed. Leadership...
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