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Japanese Marketing Strategies in the United Kingdom

Wong, Veronica, Saunders, John, Doyle, Peter (1987) Japanese Marketing Strategies in the United Kingdom. Long Range Planning, 20 (6). pp. 54-63. ISSN 0024-6301. (doi:10.1016/0024-6301(87)90132-4) (The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided) (KAR id:32842)

The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided. (Contact us about this Publication)
Official URL
http://dx.doi.org/10.1016/0024-6301(87)90132-4

Abstract

This article is based on a study which examined hypotheses about Japanese marketing using a matched sample of British companies and their major Japanese competitors. Japanese subsidiaries in Britain were shown to be much more marketing-oriented, more responsive to strategic opportunities, and more single-minded in their pursuit of market share. Organizationally, there were few differences between the two groups. The Japanese subsidiaries, however, were more inclined to use product or market-based divisions and continuous, informal planning and control procedures. The result is that managerial focus and responsibility are centred upon overall product-market rather than financial or production performance, with continuous feedback facilitating rapid adaptation and implementation of marketing plans and strategy.

Item Type: Article
DOI/Identification number: 10.1016/0024-6301(87)90132-4
Uncontrolled keywords: Japan, Management control, Marketing, Parent companies, Subsidiaries, United Kingdom
Subjects: H Social Sciences > H Social Sciences (General)
Divisions: Faculties > Social Sciences > Kent Business School > Marketing
Depositing User: Catherine Norman
Date Deposited: 08 Jan 2013 16:50 UTC
Last Modified: 29 May 2019 09:54 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/32842 (The current URI for this page, for reference purposes)
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