A Critical Review of Market Entry Selection and Expansion Into Japan's Market

ABSTRACT

This article offers a contribution to the Japan market entry model selection. It critically analyzes the various models such as the eclectic, transaction cost analysis, Uppsala, resource-based, interactive network, and bargaining power models, with examples as they relate to foreign firms that had used some of these models to successfully establish their businesses in Japan, as well as some foreign firms that have failed in the market. Data were gathered from the past academic journals, the Japan External Trade Organization (JETRO), newsmagazines, and other sources. Knowledge of corporate Japan and the society played a major role in gathering data for this study. The aim of this article is not to prescribe or offer a solution for the best-available model to use in the market entry into Japan but rather to act as a trigger for a critical checkup on foreign firms planning to internationalize their business and enter the Japanese market. Since there has not been a specific model designed for a Confucian society like Japan, an integrated model combining all the models together was examined using the market entry in Japan of Vodafone, Yahoo, Pfizer, GlaxoSmithKline, and Bayer Yakuhin as examples. Finally, the article offers some suggestions on how to enter and expand business in the Japanese market.     

Market entry in japan—Some problems and solutions 1

Japan is recognised as a major competitor in world markets but is less well‐known as an attractive market in its own right. This paper proposes that with the right strategies it is possible to successfully penetrate the difficult Japanese market. Problems and opportunities presented by the market are discussed, and some of the findings of a survey of Japanese and German managers in Japan and German‐based managers are reviewed. The paper covers the survey findings on market characteristics, barriers to entry, information requirements, factors contributing to success and methods of market entry. German and UK sources of information and advice on the Japanese market are given for those interested in pursuing the matter further.     

Right messages for the right site: on‐line creative strategies by Japanese multinational corporations

The aim of this research was to compare the on‐line creative strategies of Japanese multinational corporations that are used at home and in foreign markets in the light of the standardization versus localization debate. Product‐based websites created by the same Japanese firms were examined in Japan, Spain and the USA using a cross‐cultural content analysis research framework. The findings show that Japanese multinational corporations are likely to localize their web communications through tailoring on‐line creative strategies according to the target market. Domestically, soft sell approaches are used more than hard sell approaches in Japan, whilst the relation reverses in the USA. Spain equally weighs both approaches. Cross‐culturally, while Japan tends to employ soft sell approaches more than the other countries, there is no significant difference across the three countries. On the other hand, the USA significantly differs from the others in terms of the usage of hard sell approaches. The dimension of creative executions in Spain seems more limited.     

Market entry in Japan barriers,problems and strategies

The global strategic importance of the Japanese market can hardly be overemphasized. The presence of Western companies is in sharp contrast to this role. This paper presents the results of an empirical study on entry barriers and entry strategies in the Japanese market. German expatriates in Japan and Japanese managers perceive the overall difficulty of entry and specific barriers as being relatively high. German managers in Germany possess a biased perception of the barriers to entry, they perceive institutional barriers as being more and marketing barriers as being less important. The Japanese market is highly dynamic and competitive. A transfer of experiences from Western markets involves high risk. Endurance and commitment are the most important success factors, short term orientation and lack of flexibility are likely to lead to failure. The marketing performance of German companies is not well geared to the needs of the market. While German companies have strengths in quality, image and innovativeness, their position with regard to service, delivery and distribution is very weak. Market entry in Japan certainly is worth while the devotion of substantial resources and management capacity. But only an attack which is full-hearted and committed is likely to succeed.     

International Opportunity Recognition among Small and Medium‐Sized Family Firms*

Current research in the field of entrepreneurship emphasizes the importance of opportunity recognition as a key element in the entrepreneurial process. It has been recognized that network ties, activeness and alertness, and prior knowledge are related to how entrepreneurs recognize new opportunities. However, it is unclear how important these factors are when a firm explores opportunities for entry into a foreign market. In this exploratory case study, covering the international opportunity recognition of eight family‐owned small and medium‐sized enterprises (SMEs), we found that the firms in question mainly recognized international opportunities by establishing new formal ties rather than using existing informal or family ties. The findings also indicated that due to the small size and the flexibility of the management team in family SMEs, these firms were able to react quickly to new international opportunities. However, there was no direct relationship between the prior knowledge of the firms and their international opportunity recognition. In addition, we found that trade exhibitions formed the primary context for the international opportunity recognition of the SMEs in this study. These findings motivate a set of five propositions that may lead to further studies on this topic.     

Globalization and Greater Flexibility in the Japanese Labor Market: Exploring the Macro–Micro Link

The author explores the missing links between globalization and greater flexibility in the Japanese labor market based on review of literature and available evidence. Understanding Japan’s responses to globalization requires a nuanced approach, which accounts for its historical trajectory and social-institutional context. Along with globalization, Japan is experiencing a greater infusion of foreign capital, and an increasing presence of foreign firms. These foreign firms bring human resource practices that are more market driven and less socially embedded compared to the status quo. The diverging human resources practices of foreign firms have spillover effects that may destabilize the Japanese employment system in the long run.     

Foreign Entry Mode and Performance: The Moderating Effects of Environment*

As the trend toward economic globalization increases, the internationalization of small and medium‐sized enterprises (SMEs) has become an important topic. Research on the performance outcomes of foreign market entry strategies has been primarily considered from the perspective of the multinational corporations. In this paper hierarchical regression analyses were conducted on archival data of 123 publicly held manufacturing SMEs based in the United States to test a contingency model that hypothesizes more of the performance variance is explained when the foreign market entry mode is aligned strategically with domestic and foreign environmental factors. The results indicate that firms will have a higher rate of international revenue growth using no‐equity‐based (exporting) foreign market entry modes in growing domestic environments. International revenue growth is higher for equity‐based modes when foreign market risks are high. The findings should provide managers of SMEs with contextual evidence for making successful foreign market entry decisions.     

Subsidiary Capacity Building in Emerging Markets: How Japanese MNEs Sequence Market Entry and Development Strategies in India

This paper asks the pragmatic question of how and to what extent firms build subsidiary competitiveness over time. By merging international business and international marketing theory, we integrate the unconnected discourses on market entry, development, product sequencing, and diffusion. The context of our research questions is marketing and entry strategies of four Japanese firms in India. All have had to learn the sequencing of both entry and product diversification. While strategies vary between the firms, the cases exhibit that entry and product diversification decisions are interlinked. Market entry configurations are central for developing market‐led solutions in large emerging markets. This study offers insights into how Japanese MNEs build subsidiary competitiveness when faced with the early stages of the Indian consumer market take‐off. Second, through the integration of international business and international marketing theory, we find that new product performance and international diversification interact in specific ways, and this contributes to future theoretical developments. © 2015 Wiley Periodicals, Inc.     

Barriers to Exporting: What are They and Who do They Matter to?

The international trade literatures on gravity modelling and firm‐level export behaviour have established that nontariff barriers are important impediments to international trade flows. In this paper, we provide fresh evidence on the actual barriers to exports firms face and how they vary with firm‐level characteristics. Our results indicate that the higher the export experience of firms the lower are the trade costs they face. These barriers are not related to other firm‐level characteristics, such as productivity and size, found by the literature to be associated with export market entry. Overall, these results suggest the existence of a process of learning to export whereby firms learn how to cope with export barriers through direct experience in export markets.     

Retailer internationalization: overcoming barriers to expansion

This paper develops an understanding of the barriers to retailer foreign market expansion focusing on SME retail firms. A qualitative methodology was adopted to obtain a holistic understanding of the key barriers to international expansion experienced by retailers from both the firm and industry-level perspectives. In light of the findings from the case companies and industry organizations in this study, the paper concludes that the main barriers to foreign market expansion experienced by SME UK retailers, both at the entry and growth stages, comprise internal and external factors. This paper not only provides an understanding of the barriers encountered by SME retailers but also considers how such problems may be overcome.     

A transaction cost perspective on foreign market entry strategies of US and Japanese firms

A large scale survey of top US and Japanese executives is conducted in order to assess the power of transaction cost economics (TCE) in explaining a firm's choice of entry mode (e.g., joint venture vs. full ownership) when it enters a foreign market. Results suggest that several TCE tenets are useful in explaining US firms' choice of entry mode. However, TCE predictions were not supported by the entry mode choices of Japanese firms. Implications of these findings for researchers and managers are discussed. © 1998 John Wiley & Sons, Inc.     

Strategic trade policy in the presence of reputation spillovers

With the emergence of North–South intra-industry trade in products where consumers value quality, exporting countries potentially face significant barriers to entry. Due to the existence of asymmetric information about new products in a foreign market, the producer's reputation becomes an important factor in determining whether consumers choose to make a purchase. The purpose of this paper is to add learning externalities across multiple products to a model of endogenous firm entry and quality in order to examine the implications for commercial intervention. Building on the work of Mayer (1984) and Grossman and Horn (1988), we introduce learning across multiple products in the presence of incomplete information. If the reputation of the initial entrants from a country is poor, it raises the informational barriers to entry. Consequently, strategic trade policy depends on both the quality choice of firms entering the market for exports as well as the degree of product interrelatedness. In the presence of high and lowquality producers, across-the-board subsidization hinders rather than promotes exports in developing countries.     

The endogenous role of location choice in product innovations

The location choice of product innovations is a prevalent phenomenon one that has received little attention in the literature. This study examines the ways in which comparative industry environment, technology and product characteristics, and entry timing affect the firm's location choice of new product development activities between headquarters and foreign subsidiaries and the implications of location choice for performance. Our findings indicate that: (1) firms are more likely to locate their new product development activities at foreign subsidiaries in mainland China than at headquarters in Taiwan when the industry environment at foreign subsidiaries is more favorable, when technologies and products are more mature, and when the entry to mainland China's market is earlier than that of its competitors; (2) in general, firms locating their new product development activities at headquarters in Taiwan perform better than firms locating their new product development activities at foreign subsidiaries in mainland China after controlling for endogeneity bias; (3) firms locating their new product development activities at headquarters (at foreign subsidiaries) perform better than if they had located their new product development activities at foreign subsidiaries (at headquarters). Managerial implications and future research directions are discussed.     

Areas of Corruption in the Distribution of Foreign-Made Goods Where a Firm's Size and Origin Play a Role: The Russian Experience

Drawing on interview evidence, this article explores areas whereby business corruption in Russia affects distributors of foreign goods with both local and foreign ownership and whether its effects on distributors of small and large sizes vary. The findings reveal the areas of corruption wherein distributors of foreign goods in Russia are most likely to be affected and suggest that, though widespread in Russia, corruption may have far greater effect on smaller distributors as compared to large firms. Large distributing firms can avoid involvement in corruption in some of the areas explored. This in turn may limit small-sized foreign manufacturers' capability to compete in this market, as they are most likely to be able to contract only to small-sized distributors. The study presents findings that are based on interviews with the distributors of foreign-made goods operating in Russia. The findings of the study can help to explain activities of corruption as related to the size of business firms involved in distribution of foreign products in Russia. Hence, its value to firms contemplating export to Russia. The research can also be considered a valuable platform for further research in this field.     

Efficiency and Ownership Structure: The Case of Poland

We examine the effects of foreign entry on productive efficiency during the Polish investment liberalisation. The performance of foreign acquisitions is compared to foreign firms entering the market through greenfield entry, as well as domestic acquisitions of privatised firms, domestic greenfields and remaining state‐owned (non‐privatised) firms during the period 1995–2000. We find that foreign privatised firms have realised larger productivity gains than all types of domestic firms and that this is not due to higher price‐cost margins, which is consistent with the idea that foreign firms bring in firm‐specific knowledge. Foreign greenfields have the highest average labour productivity, while foreign privatisations show the largest productivity increase.     

Critical success factors in Japanese consumer products market: Guidance for foreign MNCs

This article reports on empirical research that was performed in Japan with foreign multinational corporations in the consumer products industry. It identifies some critical success factors and pitfalls for developing a business position in the Japanese market, and presents evidence based on the experience of foreign companies that have successfully developed, in some cases leadership, positions in the Japanese consumer products market. © 1995 John Wiley & Sons, Inc.     

The impact of firm strategy and foreign ownership on executive bonus compensation in Japanese firms

Building on information-processing perspectives and the Japanese contextual factors, this study investigates the relationships between firm strategy and executive bonus pay as well as the moderating role of foreign ownership on the strategy-compensation relationship in Japanese firms. We focus on R&D investment and product diversification as strategy variables and investigate their direct effects on executive bonus pay. Further, we examine the moderating effects of foreign ownership on the strategy-pay sensitivity. The results, based on a sample of the 148 largest industrial firms in Japan for the 1990-1997 period, show that both R&D investment and product diversification are positively related to executive bonus pay. Our findings also indicate that foreign ownership negatively moderates the relationships between the strategy variables and executive compensation, suggesting that foreign investors play an active monitoring role, reducing cash bonus payments when their invested firms choose to increase R&D or pursue diversification strategy.     

Product business, foreign direct investment, and licensing: Examining their relationships in international technology exploitation

In the past, most industrial firms focused on internally exploiting technological knowledge in their own products. By contrast, external technology exploitation through out-licensing was primarily an entry mode into foreign markets or into product markets for which a firm had limited complementary assets. Outward technology transfer was mainly regarded as a substitute for foreign direct investment and for a firm's internal product business. The recent trend towards active licensing questions this traditional role of international licensing. To overcome the focus on market entry in prior research, we analyze the motives for technology licensing. On this basis, we use data from 152 firms to test six hypotheses relating product diversification, technological diversification, and foreign direct investment to the extent of technology out-licensing, considering technological turbulence as a moderator. The results provide support for a capability-based understanding of technology licensing, and they may lead us to fundamentally rethink traditional assumptions on the relation between product marketing, foreign direct investment, and licensing.     

Perceptions regarding strategic and structural entry barriers

This article uses factor analysis to identify the underlying dimensions of strategic and structural entry barriers. We find that, in the perception of firms, both types of barriers are important and that the effectiveness of strategic barriers depends on attributes of the market structure. Based on the seven generic factors, a conjoint analysis is carried out to identify the most important factors perceived by firms. The conjoint analysis shows that in particular the barriers rooted in three underlying dimensions require attention of market authorities as they may prevent new entrants from entry: capital, access to distribution channels and strategic action. Remarkably, government rules and regulations, product differentiation, research and development (R&D) and advertising constitute minor entry problems according to firms.