An analysis of the business environment in Japan using BMW as a case study.
Written in 2002; 2,700 words; 9 sources; APA; $ 80.95
Paper Summary:
This paper examines how the BMW Group has enjoyed immeasurable success in the Japanese market through ambition, determination, the appointment of several clever key people, comprehensive research undertaken on the nature of the Japanese political, business and cultural environment and a very slick, carefully orchestrated marketing campaign. It attempts to analyze this success by identifying the key decisions and decision-makers in the development of BMW Japan from 1981 to the present day from the poachment of Yoji Hamawaki from Kawasaki America to head up BMW's venture into Japan, to the establishment of their dealer network that defied convention and their carefully targeted marketing campaign.
Table of Contents:
Abstract
Body
Introduction
Business Environment of Japan
History of BMW in Japan
Competitors
Sales Volume Statistics
Political and Legal Environment of Japan
Barriers of Entry for Foreign-Owned Companies
Safety and Environmental Issues
Cultural Environment of Japan
Customer Demographics
BMW Marketing Strategy
References
Endnotes
From the Paper:
"The Tokyo headquarters set up a customized dealer development department to facilitate the new network. For Japanese car manufacturers this was the norm: each company housed a department to employ and educate new dealers, conduct seminars, release direct mail to support their marketing efforts. However, foreign car makers did not incorporate this in their business operations. They also did not invest millions of dollars to develop a local parts center to support dealers, like BMW did. BMW's obligation to its dealer network was unique to the Japan market involving foreign companies. BMW treated its dealers very well."
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