Japanese business strategy in China |
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| Institution: | 1. Institute for Marine and Antarctic Studies, University of Tasmania, Hobart, Tasmania, Australia;2. CSIRO, Oceans and Atmosphere, Hobart, Tasmania 7000, Australia;3. Australian Research Council Centre of Excellence for Climate System Science, University of Tasmania, Hobart, Tasmania, Australia;1. Department of Industrial and Systems Engineering, The Hong Kong Polytechnic University, Hong Kong, China;2. School of Environment and Society, Tokyo Institute of Technology, Japan;3. Sauder School of Business, University of British Columbia, Vancouver, Canada;1. Politecnico di Milano, Design Department, Italy;2. Politecnico di Milano, Department of Management Engineering, Italy;1. Centro Interdisciplinario de Posgrados, Investigación y Consultoría Universidad Popular Autónoma del Estado de Puebla;2. Departamento de Posgrado e Investigación Instituto Tecnológico de Orizaba;3. Instituto Tecnológico y de Estudios Superiores de Monterrey Campus Central de Veracruz;4. Centro Interdisciplinario de Posgrados, Investigación y Consultoría Universidad Popular Autónoma del Estado de Puebla |
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| Abstract: | How does the Japanese approach to doing business in China differ from that of their European and American competitors? A survey of 115 foreign companies in Beijing offers some assistance in identifying the main differences. They fall into five broad categories—approaches to strategy, investment, technology transfer, trading and building local relationships. It seems that the Japanese regard China as a long-term investment and are prepared to accept low initial profits. They prefer trading rather than investing in equity joint ventures and are more adept at using Chinese cultural practices to their benefit. |
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