Cultural deceits

Article Abstract:

Cranfield School of Management senior lecturer Collin Randlesome, after analyzing European business cultures, believes that European national corporate cultures are heterogeneous. Randlesome considered the business cultures of Germany, France, Italy, the UK, Netherlands, and Spain between the late 1970s to the present. Randlesome's findings include: West German businesses, confident of success in the single European market of 1992, are planning to expand abroad and diversify at home; French businesses are consolidating at home and are acquiring foreign companies; and UK firms, initially caught unaware of the single European market, are increasing their foreign investments in the European Community.

Research, Italy, Netherlands, Germany, France, Spain, Single European market, Corporations, Italian, Corporations, French, Corporations, Spanish, Corporations, German, Corporations, Dutch, Randlesome, Collin

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Selling miniature band-aids: Johnson and Johnson's Japanese strategy

Article Abstract:

Johnson and Johnson entered the Japanese market in 1957, but did not start to take full advantage of the market until it made some fundamental changes. There were two main problems: the original partner did not understand how to operate in the free market after the Japanese government liberalized consumer products in 1972, and most of the managers did not understand Johnson and Johnson marketing. One of the first steps was to attract the best managers from other Japanese companies. The local management team was then allowed to design strategies tailored specifically to the Japanese market. Johnson and Johnson demonstrated commitment by emphasizing communication and patiently waiting for rewards.

Japan, International trade, JNJ, Corporations, Japanese, Johnson and Johnson KK

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Multinationals and Britain

Article Abstract:

British multinational corporations (MNCs) are facing increasing competition on the world market. Compared to American and Japanese MNCs, British firms do not invest enough in research and development, and their management and marketing strategies are not solid. It appears that the major strength of British MNCs is their size, which gives them a financial capacity to face and adapt themselves to changes on the world market. Another advantage is the know-how that these MNCs have accumulated in decades of international operations.

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