Relentless: The Japanese Way of Marketing

Johansson, Johny K.

By now, the scenario is familiar. Domestic competition in a volatile market has cooled off, with a pecking order established and shares firmly in place. Suddenly, a Japanese multinational arrives and quickly secures a beachhead; soon after, more Japanese firms join the fray, pouring new product lines into what seemed a saturated market only months before. As Japanese consumer goods gain footholds in diverse market niches, European and American firms seem unable to assimilate the motivations of their Japanese rivals or to emulate the tactics that serve Japanese multinationals so well in winning new customers. That situation is likely to change with the publication of Relentless. A trenchant analysis of Japanese marketing strategy in the international arena, it denotes a unique collaboration between Western and Eastern marketing expertise. Professors Johansson and Nonaka present their detailed study of Japanese life in general, and domestic marketing in particular, to reveal the imperatives of Japanese marketers abroad and to sum up the fundamental themes of Japanese marketing philosophy. With anecdotes as vivid as an Escher print, the authors explore the Japanese marketing mind to show how it uniquely defines each business relationship and motivates every action, inverting most of what Western enterprises do and think. The result is a penetrating insight into the ego of the Japanese marketer and a vital tool for any Western manager who faces Japanese competition now or in the future. Editorial Reviews Library Journal In Japanese companies, market research is done not simply by underlings but by everyone in the firm, thus relaying the importance of this task. Market-research collaborators Johansson and Nonaka offer insights here into the dualism between producers and sellers, engineers and marketers, professionals and amateurs evident in the mindset of U.S. firmsdualisms which only create a gap that hinders effective marketing. Among other things, the authors successfully argue that because the Japanese don't acknowledge these dualisms, they have been able to introduce new products faster, make real improvements on existing products, and train distributors properly, viewing them as the first customer. Extensive endnotes and graphs enhance the text. Recommended for international business collections.Lisa K. Miller, Paradise Valley Community Coll. Lib., Phoenix, Ariz.

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