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Presentation by Melinda Smith, Rosie Campo,
     Stefanie Oncescu and Janice Mok
University Work: Intro to International Business Presentation
• Japan called ‘Nippon’ (にっぽん) or ‘Nihon’ (にほん)

• ‘Land of the Rising Sun’
Size: 377,915 sq km

                                   • Approx. one-twentieth
                                     the size of Australia




Reference: Kwintessential (2009)
Capital: Tokyo
Population: 127,078,679                 (July 2009)

     Size: 377,915 sq km

                                   Population density = 91
                                    per square kilometre



                           Population density = 343
                             per square kilometre




Reference: Kwintessential (2009)
Ethnicity
     • 99% are Japanese

     Religion
     • 84% observe both Shinto and Buddhism
     • Beliefs of Confucianism also
       impact many ethics
       and laws



Reference: Kwintessential (2009)
Education

     • Literacy rate is close to 100%
     • 95% have a high school education




Reference: Kwintessential (2009)
• Japanese is the sixth most spoken language in
       the world

     • Agglutinative language- works on complex
       system of honorifics

     • English lessons compulsory in
       Japanese schools


Reference: Clark et al (2010)
Following World War II
   • Strong economic growth- 10% in 1960s, 5% in
     1970s

   • ‘Keiretsu’- close interlocking of manufacturers,
     suppliers and distributors

   • Guarantee of lifetime
     employment


Reference: CIA (2010)
1990s
   • Economic decline due to poor investment and
     asset price bubble

      2008
   • Entered into recession due to GFC

   • Sharp downturn in business investments and
     exports


Reference: CIA (2010)
2009/2010
   • GDP = $4.137 trillion (US Dollars)

   • Ranked 4th in the world (GDP)

  • Among world’s largest producers of motor
    vehicles, electronic equipment, machine tools,
    steel, textiles




Reference: OECD (2009)
Exports
   • $516.3 billion (2009)

   • Ranked 5th in the world (GDP)
   • Important export partners- US (17.8%),
     China (16%), South Korea (7.6%),
     Taiwan (5.9%), Hong Kong (5.1%)




Reference: OECD (2009)
Transport               Motor Vehicles
      equipment                                       Chemicals

                                Exports-
                              Commodities



                   Semi-                       Electrical
                 conductors                    Machinery


Reference: OECD (2009)
Imports
   • $490.6 billion (2009)

   • Ranked 6th in the world (GDP)
   • Important import partners- China (18.8%),
     US (10.4%), Saudi Arabia (6.7%), Australia
     (6.2%), UAE (6.1%)




Reference: OECD (2009)
Machinery and              Foodstuffs
      equipment                                    Fuels

                                Imports-
                              Commodities


                                               Raw
                                 Textiles
                  Chemicals                  materials



Reference: OECD (2009)
JAPAN       US
 China



            South Korea
Hong Kong
             Taiwan
• Economy is stabilising again after
    GFC- strengthened growth of exports

  • Economic growth
    and decline-
    1956 - 2008

  • Public Debt:
    192.1% of GDP


Reference: World Economic
                            1956          2008
    Prospects (2010)
• Be on time

       • Greet with a bow

       • May shake hands




Reference: Clark et al (2010)
Appearance
      • Dark conservative attire
      • Women- low heels and skirts

      Gestures

       • Do not talk with your hands- pointing is
         unacceptable

      Address
       • Last name and ‘san’- sign of respect

Reference: Williams (2008)
Social Events

     • Drinking important part of culture
     • If invited out let the host order and pay

     Negotiation

       • Non-confrontational- avoid saying no
       • Don’t lose your temper- strive for harmony
       • Polite- avoid embarrassment

Reference: Clark et al (2010)
• Called ‘meishi’




        • Treat like you would a person
        • Place on table in front of you


Reference: Kwintessential (2009)
Giving                      Receiving




Reference: Kwintessential (2009)
Reference: Kwintessential (2009)
• Hierarchy- most senior will sit furthest from
        the door
      • Always provide literature about your company

    Gift Giving
     • Ceremony surrounding this is very important
     • Gifts are not opened in front of giver
     • Always give a gift and receive it with two hands

Reference: Clark et al (2010)
Tradition   Technology/Advancement
University Work: Intro to International Business Presentation
University Work: Intro to International Business Presentation
Mitsubishi and Kim Eng

Motor vehicles + many        Securities and
other smaller companies      investment broker
       Japanese                        Singaporean
       company                         company

 Q1:
 • What are the strengths of the companies?
 • How can this alliance be mutually beneficial?
 • Will this increase consumer desire to purchase
   their goods and services?
Mitsubishi and Kim Eng
Q1
 • Strengths: Mitsubishi’s distribution capacity,
   Kim Eng’s equity research capability

       Maximize       Share cost    Gain access to
       business                      distributors
                      Benefits
      Reduce risk                   Increase
       exposure                    market share
Mitsubishi and Kim Eng
Q1

• Decreased costs + increase in economies of
  scale

• Savings passed on to consumer = lower prices

• Increased market share and exposure-
  new markets
Mitsubishi and Kim Eng


Q2:
• Any complications that may arise?
• What might the result of these complications be?
• Do you think this partnership will last?
Mitsubishi and Kim Eng
Q2     Potential Complications

      Cultural                   Differences of
     differences                    opinion
                    Complications
                    may arise from

     Advantages                      May become
     may diminish                     one-sided
Mitsubishi and Kim Eng
Q2    Results of Complications

• Greater understanding, strengthening of alliance
• OR end to alliance
• E.g. Cultural differences greater education
  and understanding
• E.g. Becomes one-sided improve balance or
  end/discontinue alliance
Mitsubishi and Kim Eng
Q2      Will the alliance last?
• Yes
• Fairly large companies
• Kim Eng- good reputation working with other
  companies
• Clear agreements
• Mitsubishi’s investment in Kim Eng
Symantec Middle East and Scanit

Information security         Security Services
company                      Company
 Dubai-based                             Dubai-based
   company                               company


 Q3:
 • How can this alliance be mutually beneficial?
 • Will this increase consumer desire to purchase
   their goods and services?
Symantec and Scanit

Q3   Mutually beneficial

• Can tap into each other’s strategic strengths

• Can offer wider range of services
• Share costs

• Multitude of services– create new market
Symantec and Scanit

Q3   Customer Benefits

• One company to manage range of systems

• Cost and time management savings
• Locally based

• Cheaper, efficient customer support network
Q4:
• Will this trend of forming international business
  alliances continue?

• Yes!

• Why: Advantages- may enter a foreign market
• Also, share risks and expenses, share knowledge
  and gain competitive advantage
Q4    Advantages

• Flexibility of strategy- range of alliance levels
• Small businesses can participate
     Increased competition
                   Need to operate on global scale
• Growing need for alliances:
                        Changing marketplace
      Industry coverage in markets
Mitsubishi and Kim Eng

Q5:
• Assess the formation of this alliance in terms of
  the strategic factors for selecting entry modes
      Cultural                       Political and Legal
    Environment                         Environment
                       Factors
     International                    Production and
      Experience      Market Size     Shipping Costs
Mitsubishi and Kim Eng
Q5   Entry Modes

• Entry mode = strategic alliance

a) Cultural Environment- Kim Eng’s extensive
   experience
     • Cultural differences and existing
       relationships
Mitsubishi and Kim Eng
Q5   Entry Modes

b) Political/Legal Environment

 • Kim Eng- identify risks, conditions

c) Market Size
  • locate potential markets- risks and growth
Mitsubishi and Kim Eng
Q5   Entry Modes

d) Production/Shipping Costs
 • identify cost-effective forms of production

e) International Experience
  • Kim Eng’s prior experience abroad
CIA 2010, ‘Japan: Economics’, Central Intelligence Agency, 21 April, viewed 8 May 2010,
https://www.cia.gov/library/publications/the-world-factbook/geos/ja.html

Clark RL, Ogawa N, Kondo M and Matsukura R 2010, ‘Population Decline, Labor Force
Stability, and the Future of the Japanese Economy’, European Journal of Population.
Dordrecht: 2010. Vol. 26, Iss. 2; p. 207

Kwintessential 2009, ‘Japan - Language, Culture, Customs and Etiquette’, United
Kingdom. Accessed on: 08 May 2010. Accessed via:
http://www.kwintessential.co.uk/resources/global-etiquette/japan-country-profiles.html

‘Developments in individual member countries: JAPAN’ Organisation for Economic
Cooperation and Development. OECD Economic Outlook. Paris: Nov 2009. p. 144
‘Japan’ World Economic Prospects. Oxford: Spring 2010. p. 27

Williams DE 2008, ‘Japan’ International Business Center Newsletter. Accessed on: 08
May 2010. Accessed via: http://www.cyborlink.com/besite/japan.htm
Case Study
Booz-Allen & Hamilton 2009, ’Strategic Alliances’, Small Business Notes. Accessed on: 10 May 2010. Accessed
via: http://www.smallbusinessnotes.com/operating/leadership/strategicalliances.html

Flynn, F & Suzuki, I 2008, ‘Mitsubishi UFJ Considers Yuanta, Daewoo Investments’, Bloomberg, 12 May, viewed
10 May 2010, http://www.bloomberg.com/apps/news?pid=20601087&sid=a4ICdxzvNTO4&refer=home

Mitsubishi UFJ Securities 2008, ‘Mitsubishi Seals Strategis Alliance with Kim Eng’, Mitsubishi UFJ Securities, 22
February, viewed 6 May 2010, http://www.sc.mufg.jp/english/e_press/pdf/e_press20080222.pdf

Mitsubishi UFJ Securities 2008, ‘Mitsubishi UFJ Securities invests in Kim Eng Holdings Limited’s subsidiary, KE
Capital Partners Pte. Ltd.’, Mitsubishi UFJ Securities, 8 August, viewed 6 May 2010,
http://www.sc.mufg.jp/english/e_press/pdf/e_press20080808.pdf

Stenzel PL 2010, ‘Strategic Alliances’, Reference for Business, Encyclopedia of Business, 2nd ed., Advameg Inc.
Accessed on: 10 May 2010. Accessed via:
http://www.referenceforbusiness.com/encyclopedia/Sel-Str/Strategic-Alliances.html
Case Study
Thomson Reuters 2007, ‘Kim Eng Holdings Ltd. And Mitsubishi UFJ Securities Co.
Ltd Sign MOU on Strategic Alliance’, Thomson Reuters, 7 November, viewed 8
May 2010, http://www.reuters.com/finance/stocks/keyDevelopments?symbol=KEHS.SI&pn=3

Thomson Reuters 2008, ‘Kim Eng Holdings Ltd. Forms Strategic Alliance with Mitsubishi UFJ Securities’,
Thomson Reuters, 21 February, viewed 8 May 2010,
http://www.reuters.com/finance/stocks/keyDevelopments?symbol=KEHS.SI&pn=3

Sutton, M 2005, ‘Japanese Trade Policy and ‘Economic Partnership Agreements’: A New Conventional Wisdom’,
Ritsumeikan Annual Review of International Studies, vol. 4, pp. 113-135.

Trevor Lloyd-Jones 2006 ‘Dubai company Scanit monitors airport security breaches’, Business Intelligence
Middle East , 3 November, viewed 8 May 2010, http://www.bi-me.com/main.php?id=6414&t=1&c=34&cg

United Arab Emirates, 2010, ‘Symantec blocks average of 100 potential attacks per second in 2009’ 6 May,
Accessed on: 09 May 2010 Accessed via: http://www.ameinfo.com/231816.html

Wild, J, Wild, K & Han, J 2010, ‘Selecting and Managing Entry Modes’, in International Business: The Challenges
of Globalization, Pearson Education Inc., New Jersey, pp. 378-407.
University Work: Intro to International Business Presentation
1. Demonstrate how to bow and greet
   a Japanese person

2. What does the ‘okay’ hand sign mean to Japanese
   people?

3. Why can it be considered bad for a Japanese
   person to smile?

4. What are two of the benefits of forming a
   strategic alliance?

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University Work: Intro to International Business Presentation

  • 1. Presentation by Melinda Smith, Rosie Campo, Stefanie Oncescu and Janice Mok
  • 3. • Japan called ‘Nippon’ (にっぽん) or ‘Nihon’ (にほん) • ‘Land of the Rising Sun’
  • 4. Size: 377,915 sq km • Approx. one-twentieth the size of Australia Reference: Kwintessential (2009)
  • 6. Population: 127,078,679 (July 2009) Size: 377,915 sq km Population density = 91 per square kilometre Population density = 343 per square kilometre Reference: Kwintessential (2009)
  • 7. Ethnicity • 99% are Japanese Religion • 84% observe both Shinto and Buddhism • Beliefs of Confucianism also impact many ethics and laws Reference: Kwintessential (2009)
  • 8. Education • Literacy rate is close to 100% • 95% have a high school education Reference: Kwintessential (2009)
  • 9. • Japanese is the sixth most spoken language in the world • Agglutinative language- works on complex system of honorifics • English lessons compulsory in Japanese schools Reference: Clark et al (2010)
  • 10. Following World War II • Strong economic growth- 10% in 1960s, 5% in 1970s • ‘Keiretsu’- close interlocking of manufacturers, suppliers and distributors • Guarantee of lifetime employment Reference: CIA (2010)
  • 11. 1990s • Economic decline due to poor investment and asset price bubble 2008 • Entered into recession due to GFC • Sharp downturn in business investments and exports Reference: CIA (2010)
  • 12. 2009/2010 • GDP = $4.137 trillion (US Dollars) • Ranked 4th in the world (GDP) • Among world’s largest producers of motor vehicles, electronic equipment, machine tools, steel, textiles Reference: OECD (2009)
  • 13. Exports • $516.3 billion (2009) • Ranked 5th in the world (GDP) • Important export partners- US (17.8%), China (16%), South Korea (7.6%), Taiwan (5.9%), Hong Kong (5.1%) Reference: OECD (2009)
  • 14. Transport Motor Vehicles equipment Chemicals Exports- Commodities Semi- Electrical conductors Machinery Reference: OECD (2009)
  • 15. Imports • $490.6 billion (2009) • Ranked 6th in the world (GDP) • Important import partners- China (18.8%), US (10.4%), Saudi Arabia (6.7%), Australia (6.2%), UAE (6.1%) Reference: OECD (2009)
  • 16. Machinery and Foodstuffs equipment Fuels Imports- Commodities Raw Textiles Chemicals materials Reference: OECD (2009)
  • 17. JAPAN US China South Korea Hong Kong Taiwan
  • 18. • Economy is stabilising again after GFC- strengthened growth of exports • Economic growth and decline- 1956 - 2008 • Public Debt: 192.1% of GDP Reference: World Economic 1956 2008 Prospects (2010)
  • 19. • Be on time • Greet with a bow • May shake hands Reference: Clark et al (2010)
  • 20. Appearance • Dark conservative attire • Women- low heels and skirts Gestures • Do not talk with your hands- pointing is unacceptable Address • Last name and ‘san’- sign of respect Reference: Williams (2008)
  • 21. Social Events • Drinking important part of culture • If invited out let the host order and pay Negotiation • Non-confrontational- avoid saying no • Don’t lose your temper- strive for harmony • Polite- avoid embarrassment Reference: Clark et al (2010)
  • 22. • Called ‘meishi’ • Treat like you would a person • Place on table in front of you Reference: Kwintessential (2009)
  • 23. Giving Receiving Reference: Kwintessential (2009)
  • 25. • Hierarchy- most senior will sit furthest from the door • Always provide literature about your company Gift Giving • Ceremony surrounding this is very important • Gifts are not opened in front of giver • Always give a gift and receive it with two hands Reference: Clark et al (2010)
  • 26. Tradition Technology/Advancement
  • 29. Mitsubishi and Kim Eng Motor vehicles + many Securities and other smaller companies investment broker Japanese Singaporean company company Q1: • What are the strengths of the companies? • How can this alliance be mutually beneficial? • Will this increase consumer desire to purchase their goods and services?
  • 30. Mitsubishi and Kim Eng Q1 • Strengths: Mitsubishi’s distribution capacity, Kim Eng’s equity research capability Maximize Share cost Gain access to business distributors Benefits Reduce risk Increase exposure market share
  • 31. Mitsubishi and Kim Eng Q1 • Decreased costs + increase in economies of scale • Savings passed on to consumer = lower prices • Increased market share and exposure- new markets
  • 32. Mitsubishi and Kim Eng Q2: • Any complications that may arise? • What might the result of these complications be? • Do you think this partnership will last?
  • 33. Mitsubishi and Kim Eng Q2 Potential Complications Cultural Differences of differences opinion Complications may arise from Advantages May become may diminish one-sided
  • 34. Mitsubishi and Kim Eng Q2 Results of Complications • Greater understanding, strengthening of alliance • OR end to alliance • E.g. Cultural differences greater education and understanding • E.g. Becomes one-sided improve balance or end/discontinue alliance
  • 35. Mitsubishi and Kim Eng Q2 Will the alliance last? • Yes • Fairly large companies • Kim Eng- good reputation working with other companies • Clear agreements • Mitsubishi’s investment in Kim Eng
  • 36. Symantec Middle East and Scanit Information security Security Services company Company Dubai-based Dubai-based company company Q3: • How can this alliance be mutually beneficial? • Will this increase consumer desire to purchase their goods and services?
  • 37. Symantec and Scanit Q3 Mutually beneficial • Can tap into each other’s strategic strengths • Can offer wider range of services • Share costs • Multitude of services– create new market
  • 38. Symantec and Scanit Q3 Customer Benefits • One company to manage range of systems • Cost and time management savings • Locally based • Cheaper, efficient customer support network
  • 39. Q4: • Will this trend of forming international business alliances continue? • Yes! • Why: Advantages- may enter a foreign market • Also, share risks and expenses, share knowledge and gain competitive advantage
  • 40. Q4 Advantages • Flexibility of strategy- range of alliance levels • Small businesses can participate Increased competition Need to operate on global scale • Growing need for alliances: Changing marketplace Industry coverage in markets
  • 41. Mitsubishi and Kim Eng Q5: • Assess the formation of this alliance in terms of the strategic factors for selecting entry modes Cultural Political and Legal Environment Environment Factors International Production and Experience Market Size Shipping Costs
  • 42. Mitsubishi and Kim Eng Q5 Entry Modes • Entry mode = strategic alliance a) Cultural Environment- Kim Eng’s extensive experience • Cultural differences and existing relationships
  • 43. Mitsubishi and Kim Eng Q5 Entry Modes b) Political/Legal Environment • Kim Eng- identify risks, conditions c) Market Size • locate potential markets- risks and growth
  • 44. Mitsubishi and Kim Eng Q5 Entry Modes d) Production/Shipping Costs • identify cost-effective forms of production e) International Experience • Kim Eng’s prior experience abroad
  • 45. CIA 2010, ‘Japan: Economics’, Central Intelligence Agency, 21 April, viewed 8 May 2010, https://www.cia.gov/library/publications/the-world-factbook/geos/ja.html Clark RL, Ogawa N, Kondo M and Matsukura R 2010, ‘Population Decline, Labor Force Stability, and the Future of the Japanese Economy’, European Journal of Population. Dordrecht: 2010. Vol. 26, Iss. 2; p. 207 Kwintessential 2009, ‘Japan - Language, Culture, Customs and Etiquette’, United Kingdom. Accessed on: 08 May 2010. Accessed via: http://www.kwintessential.co.uk/resources/global-etiquette/japan-country-profiles.html ‘Developments in individual member countries: JAPAN’ Organisation for Economic Cooperation and Development. OECD Economic Outlook. Paris: Nov 2009. p. 144 ‘Japan’ World Economic Prospects. Oxford: Spring 2010. p. 27 Williams DE 2008, ‘Japan’ International Business Center Newsletter. Accessed on: 08 May 2010. Accessed via: http://www.cyborlink.com/besite/japan.htm
  • 46. Case Study Booz-Allen & Hamilton 2009, ’Strategic Alliances’, Small Business Notes. Accessed on: 10 May 2010. Accessed via: http://www.smallbusinessnotes.com/operating/leadership/strategicalliances.html Flynn, F & Suzuki, I 2008, ‘Mitsubishi UFJ Considers Yuanta, Daewoo Investments’, Bloomberg, 12 May, viewed 10 May 2010, http://www.bloomberg.com/apps/news?pid=20601087&sid=a4ICdxzvNTO4&refer=home Mitsubishi UFJ Securities 2008, ‘Mitsubishi Seals Strategis Alliance with Kim Eng’, Mitsubishi UFJ Securities, 22 February, viewed 6 May 2010, http://www.sc.mufg.jp/english/e_press/pdf/e_press20080222.pdf Mitsubishi UFJ Securities 2008, ‘Mitsubishi UFJ Securities invests in Kim Eng Holdings Limited’s subsidiary, KE Capital Partners Pte. Ltd.’, Mitsubishi UFJ Securities, 8 August, viewed 6 May 2010, http://www.sc.mufg.jp/english/e_press/pdf/e_press20080808.pdf Stenzel PL 2010, ‘Strategic Alliances’, Reference for Business, Encyclopedia of Business, 2nd ed., Advameg Inc. Accessed on: 10 May 2010. Accessed via: http://www.referenceforbusiness.com/encyclopedia/Sel-Str/Strategic-Alliances.html
  • 47. Case Study Thomson Reuters 2007, ‘Kim Eng Holdings Ltd. And Mitsubishi UFJ Securities Co. Ltd Sign MOU on Strategic Alliance’, Thomson Reuters, 7 November, viewed 8 May 2010, http://www.reuters.com/finance/stocks/keyDevelopments?symbol=KEHS.SI&pn=3 Thomson Reuters 2008, ‘Kim Eng Holdings Ltd. Forms Strategic Alliance with Mitsubishi UFJ Securities’, Thomson Reuters, 21 February, viewed 8 May 2010, http://www.reuters.com/finance/stocks/keyDevelopments?symbol=KEHS.SI&pn=3 Sutton, M 2005, ‘Japanese Trade Policy and ‘Economic Partnership Agreements’: A New Conventional Wisdom’, Ritsumeikan Annual Review of International Studies, vol. 4, pp. 113-135. Trevor Lloyd-Jones 2006 ‘Dubai company Scanit monitors airport security breaches’, Business Intelligence Middle East , 3 November, viewed 8 May 2010, http://www.bi-me.com/main.php?id=6414&t=1&c=34&cg United Arab Emirates, 2010, ‘Symantec blocks average of 100 potential attacks per second in 2009’ 6 May, Accessed on: 09 May 2010 Accessed via: http://www.ameinfo.com/231816.html Wild, J, Wild, K & Han, J 2010, ‘Selecting and Managing Entry Modes’, in International Business: The Challenges of Globalization, Pearson Education Inc., New Jersey, pp. 378-407.
  • 49. 1. Demonstrate how to bow and greet a Japanese person 2. What does the ‘okay’ hand sign mean to Japanese people? 3. Why can it be considered bad for a Japanese person to smile? 4. What are two of the benefits of forming a strategic alliance?