Catching a glimpse: Corona‐life and its micro‐politics in academia

The spread of COVID‐19 acutely challenges and affects not just economic markets, demographic statistics and healthcare systems, but indeed also the politics of organizing and becoming in a new everyday life of academia emerging in our homes. Through a collage of stories, snapshots, vignettes, photos and other reflections of everyday life, this collective contribution is catching a glimpse of corona‐life and its micro‐politics of multiple, often contradicting claims on practices as many of us live, work and care at home. It embodies concerns, dreams, anger, hope, numbness, passion and much more emerging amongst academics from across the world in response to the crisis. As such, this piece manifests a shared need to — together, apart — enact and explore constitutive relations of resistance, care and solidarity in these dis/organizing times of contested spaces, identities and agencies as we are living–working–caring at home during lockdowns.     

Japanese Multinational Enterprises in China: Successful Adaptation of Marketing Strategies

Japanese international marketing has evolved. While some aspects of success (organisational abilities, long-term orientation, aggressive growth strategies, ownership, R&D) have been diffused from developed to emerging markets, others have been extended (identification of customer needs and wants, information-processing capabilities). Segmentation and positioning are fine-tuned and are significantly different from Japanese strategies in developed markets. The relatively short time-frame of foreign firms' market presence in China enables Japanese brands to address upmarket consumer clusters in parallel with Western brands. The case study approach underlines the necessity of testing received knowledge with the new realities of the international business environment. At the same time it sends out a clear warning not to over-generalise. Japanese MNEs adapt to the Chinese market in multifarious ways. It would be a mistake to characterise a ‘Japanese’ strategy for the Chinese market, as no single approach predominates. Even within our sample of three case studies, strategies vary between the three firms and within each firm they vary over time. In all three cases, the Japanese MNEs are very conscious of consumer needs in China and the dynamics of these needs. It is a fallacy to believe that because China is a poor nation then strategies have to be aimed at low-cost products. The luxury segment is large, growing, lucrative and identifiable. Each of our three firms pays great attention to the appearance, growth and sustainability of this sector and targets it precisely. Because of rapid changes in Chinese demand patterns and consumer behaviour, it is essential for firms to keep in touch with its development. However, Japanese investors in China are not just responsive to demand patterns – they are prepared to lead them. This involves taking risks with standard business formats and with cherished home country practices. This, Japanese firms are prepared to do in China. Thus, Japanese firms balance stability (safe consumer sectors) with innovation (new products). A similar balance can be seen between adaptation to Chinese conditions and the use of standardised products, formats and approaches. The first strategy attracts revenue, the second reduces costs and therefore risks. A flexibility of approach is evident from Japanese MNEs in China – witness the extent to which they are willing to modify strategies over time as conditions change. Overall, we conclude that Japanese MNEs are not ‘Western’ or ‘Japanese’ in their approach to the Chinese market, but are flexible, realistic and pragmatic.

It is a fallacy to believe that because China is a poor nation then strategies have to be aimed at low-cost products     

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