INTERNATIONAL BUSINESS AND TRADE – BUSI 207

CSAB- CABECS
JYLE MARIE A. JARA
BSA 2-A

CASE STUDY: JAPAN COUNTRY SPECIFIC STRATEGIES

The postwar success of the Japanese economy is both an impressive and a puzzling
achievement. Japanese were much admired in the corporate world as technology leaders. One of
these habits is to consider thoroughly a proposed policy’s impact on the productivity of Japanese
industry, on Japan’s competitive strength in the world market, and on Japan’s balance of
payments and trade. This has become almost second nature for Japanese policymakers in the
ministries, in the Diet, and in business as well as for analysts and critics in the popular
newspapers and university economics departments. Despite the fact that Japan was left with
wastes and ruins of factories and infrastructures, it was able to rebuild its economy from the
ground up by leveraging on its prewar economic experience and learning from the rest of the
world. On the other hand, India being classified as one of the third world country and is also a
developing country as of the moment. India’s growth has been hampered by a high poverty rate,
corruption, an out-of-date caste system, and other significant challenges. It’s unfortunate of how
population growth in India became massive, which became a big hurdle towards its progress.
Also, many contributing factors which include poverty, illiteracy, corruption and lack of
innovation and developments have been the downgrading the overall economy of India.
In my observation, Japan, Unlike the other countries, the Japanese are far too conscious of
their dependence on imports for energy, raw materials, and food ever to shrug off the rest of the
world or to push it out of their field of vision altogether. These broad considerations do not
always carry the day and every interested party in Japan takes them seriously. In no other
country are interest groups as well organized as in Japan, with its endless array of economic
federations, industry associations, professional societies, trade groups, special interest clubs, and
guilds. Each of these groups lobbies brazenly, openly using its voting power and money to
advance its own selfish ends. Still, the Japanese have achieved the necessary consensus to
participate effectively in the world economy. Contrary to popular belief in the miracle of Japan,
Inc., the competitive success of Japanese industry is not the result of some uniformity of thought
and action. It is the result of something far more interesting—habits of political behavior that use
the diversity in Japanese national life to produce effective economic action.
Take Competitiveness Seriously, one of these habits is to consider thoroughly a proposed
policy’s impact on the productivity of Japanese industry, on Japan’s competitive strength in the
world market, and on Japan’s balance of payments and trade. This has become almost second
nature for Japanese policymakers in the ministries, in the Diet, and in business as well as for
analysts and critics in the popular newspapers and university economics departments. The
Japanese are far too conscious of their dependence on imports for energy, raw materials, and
food ever to shrug off the rest of the world or to push it out of their field of vision altogether.
These broad considerations do not always carry the day and every interested party in Japan takes
them seriously.
INTERNATIONAL BUSINESS AND TRADE – BUSI 207
CSAB- CABECS
JYLE MARIE A. JARA
BSA 2-A
In addition to taking competitiveness seriously and balancing local interests for the general
good, the leaders of Japanese business have a duty to taught them, to understand the views,
behavior, assumptions, expectations, and values of all other major groups in their society. At the
same time, the leaders feel they have an equal duty to make their own views, behavior,
assumptions, expectations, and values known and understood. This does not require public
relations in the Western sense but rather private relations—relations made not by speeches,
pronouncements, and press releases but by the continual interaction of responsible men in
policymaking positions. No group is expected to be completely unselfish or to advocate policies
that might cost it money, power, or votes; Japan’s Confucian tradition distrusts self-sacrifice as
unnatural. Each group is, however, expected to fit its self-interest into a framework of national
needs, national goals, national aspirations, and national values.
On the other hand, Indians are strongly guided by their respective religions and their shared
values. Respect for elders and hierarchy are core values that permeate all aspects of Indian
society. Indians also place huge importance on family and community. And as in many Asian
cultures, the concept of saving face – avoiding blame or any type of shameful situation can
influence decision-making processes and affect business dealings in India. India is a relatively
conservative society, and it is important for visitors to be respectful of societal norms and
traditional values, which continue to underpin many customs and business practices. Younger
Indians are less particular about decorum than older generations, but will still adhere to many
traditions and conventions, especially when around superiors or elders. Indian businesses are
often very hierarchically structured. In negotiations, decisions are generally made at the highest
of levels. Therefore, unless the company director, owner or a very senior manager is present at a
meeting, a decision is not likely to occur at that stage. Roles are well defined and tasks such as
manual labor will only be carried out by a specific person. An Indian manager is typically not
expected to carry out tasks that could otherwise be undertaken by someone at a lower level in the
organization.
Businessmen in India and other countries know Japanese industry as an important supplier,
customer, and competitor. But they should also know it as a teacher. There are important sets of
ideas that Indian business can learn from Japan. There are alternatives and various options that
will eventually aid the devastating situation of India’s economy. Particularly, learning from the
strategies and ways of how Japan earned its reputation in the present. Following the steps and
actions that are essential for the implementation of diverse reforms, policies and ameliorations
for the furtherance of the adaptation of a changing and better economic standing of India. This
will be achieved by making small informative steps at a time. To be more specific, finding
discrepancies and flaws that ultimately hinders the growth and development of India’s economy
that are usually rooted with the work or business culture. Also, implementation of zero defect
production that will lead to a higher production, lower rejections and savings of raw material and
manpower and reworking costs; creating quality circles that manages continuous incremental
improvements in the firms’ processes to create low-cost and high-profit systems; consider
technological cohesion; administer cross-functional teams and flexible structures in problem-
solving areas since it is believed that if employees are fully motivated, have job satisfaction and
INTERNATIONAL BUSINESS AND TRADE – BUSI 207
CSAB- CABECS
JYLE MARIE A. JARA
BSA 2-A
teamwork, they can create better organizational processes and work with total dedication and this
is achieved through well-structured programs; opt for a problem- finding and problem- solving
engaged employees to sustain competitive advantage and put emphasis on employees
suggestions.