This book examines the global corporate strategy of Japanese multi-national enterprises (MNEs) and analyses their position in today’s business environment. Focusing in particular upon Indonesia, Kenya, Nigeria, South Africa, Sri Lanka and Vietnam, Japanese Global Strategy presents nine empirical case studies on companies including Denso, Furukawa Electric and Yamaha Motor. Based on questionnaires and interviews with senior managers, this book applies the hybrid theories of application and adaptation to each company’s corporate strategy. By delving into the historical reasons behind investing in strategy, the author asserts that MNEs should be a priory for Asian markets, making this an invaluable read for anyone researching international business and Asian business more specifically.

Between 2002 and 2008, Japan's economy saw constant expansion, a record among the world's advanced economies and Japan's longest period of economic growth since World War II. This remarkable achievement came about because of a transformation of Japanese business practices. This transformation was guided by strategies that enabled Japan's leading corporations, previously diversified to an exceptionally high degree, to become leaner, more nimble, and more competitive at home and in the global economy. In Choose and Focus, the first in-depth account of this strategic inflection point in Japanese business, Ulrike Schaede argues that the emerging practices and attitudes have created a New Japan. Drawing on profiles of several corporations, including Panasonic, Takeda and Astellas, Softbank, kakaku.com, and SBI E*Trade, Schaede explains how the fundamental principles of Japan's economy have been overturned. "Choose and focus" strategies, whereby corporations concentrate on core areas and spin off unrelated businesses, have completely altered the strategic logic of Japan's previous industrial architecture. These surprisingly aggressive moves, Schaede finds, have created new market opportunities for start-up enterprises and foreign investors, as well as a wave of mergers, acquisitions, and hostile takeovers that have shaken Japanese companies out of complacency. Unlike the advances made by Japanese firms in the 1970s and 1980s, the current transformation is taking root in component and materials industries rather than in consumer products. Because of the relative obscurity of the changes and the overshadowing story of China's ascent, the Japanese corporate revolution has gone largely unnoticed among Western observers. Choose and Focus is required reading for anyone doing business in Japan or trying to understand how contemporary Japanese business works and how Japanese corporations have reinvented themselves to face the challenges—and realize the opportunities—of the 21st century.

Is Japan capable of grand strategy when it comes to foreign policy? Modern Japan faces challenges on every front: from a rising China and constrained economic growth at home, to an ever-present threat posed by an increasingly unstable North Korea, to an evolving and complex relationship with the West that for so long has served as the bedrock of Japanese foreign policy. Prime Minister Shinzo Abe has garnered significant attention for his policies undergirding a path of “proactive pacifism” for Japan, but many questions remain unanswered with regard to what Japan’s global role ought to be, what it can be, and what that role’s development would mean for the greater stability of the region and the fate of broader geopolitical alliances across the world. While it is clear that both Japan and its allies would be best served by a clear, comprehensive, and forward-thinking Japanese foreign policy blueprint, but actually developing and implementing such a policy is understandably easier said than done. Fortunately, shaping this new strategy is a generation of Japanese foreign policy experts with eyes toward the future of Japanese power and diplomacy. In Strategic Japan: New Approaches to Foreign Policy and the U.S. Japan Alliance, five preeminent scholars: Yasuhiro Matsuda, Tetsuo Kotani, Hiroyasu Akutsu, Yoshikazu Kobayashi, and Nobuhiro Aizawa discuss Japan’s changing role in the world and the high stakes policy issues affecting Japan, Asia, and the world today. Taken together, these experts’ contributions highlight potential areas for enhanced cooperation between the United States and Japan at a time when the West desperately needs a confident and proactive Japan, and Japan needs sustained American engagement and deterrence in an Asia-Pacific region that will continue to be the site of economic growth and expansion for years to come.

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, Western companies expecting to profit from the new global marketplace must first learn to compete and succeed against the Japanese in Japan. James C. Morgan, Chairman of Applied Materials, Inc., the leading supplier of advanced processing equipment to the worldwide semiconductor industry which does about forty percent of its business in Japan, and J. Jeffrey Morgan, who has worked in Tokyo on the "inside" at Mitsui & Co., Japan's oldest trading conglomerate, contend that apathy and ignorance have prevented many Western companies from capitalizing on the enormous opportunities for business in Japan. In this brilliant examination of Japanese markets, companies, and business practices -- with special emphasis on the establishment of Applied Materials Japan -- the Morgans, father and son, assert that success in the world of Japanese business is determined by two factors: technology and relationships. Candidly discussing their own mistakes and failures as well as their triumphs, the authors provide invaluable insights into the specific challenges facing Western companies in establishing a presence in Japan: problems in financing the venture, product design and production, marketing and distribution, and most important, creating long-term relationships or "putting on a Japanese face." The extraordinary success of Applied Materials Japan -- hailed by George Bush on the campaign trail in 1988 as "a model for all America" -- is testimony to the valuable lessons to be learned from this book. The Morgans provide a clearly written, step-by-step framework for reorienting company thinking, revising corporate strategy, and revitalizing any organization for world class competitiveness. Using vivid examples of Western companies that have both succeeded admirably and failed miserably in Japan, Cracking the Japanese Market is a straightforward examination of what it takes to compete successfully there -- and by extension in the world today.

After two decades of reinvention, Japanese companies are re-emerging as major players in the new digital economy. They have responded to the rise of China and new global competition by moving upstream into critical deep-tech inputs and advanced materials and components. This new "aggregate niche strategy" has made Japan the technology anchor for many global supply chains. Although the end products do not carry a "Japan Inside" label, Japan plays a pivotal role in our everyday lives across many critical industries. This book is an in-depth exploration of current Japanese business strategies that make Japan the world's third-largest economy and an economic leader in Asia. To accomplish their reinvention, Japan's largest companies are building new processes of breakthrough innovation. Central to this book is how they are addressing the necessary changes in organizational design, internal management processes, employment, and corporate governance. Because Japan values social stability and economic equality, this reinvention is happening slowly and methodically, and has gone largely unnoticed by Western observers. Yet, Japan's more balanced model of "caring capitalism" is both competitive and transformative, and more socially responsible than the unbridled growth approach of the United States.