By Yozo Hasegawa, Anthony Kimm
Who're Asia's greatest company leaders? what sort of management talents and philosophies do they own that experience placed them on the vanguard in their respective industries? What makes those enterprise leaders, specifically, best-equipped to satisfy the demanding situations of a twenty first century worldwide economy?In Rediscovering jap enterprise management, we achieve insights into the management concepts of Japan’s such a lot profitable worldwide manufacturers, together with Toyota, Canon, and Nintendo.This publication may be the first name in a chain on Asian company leaders, best businesses and company philosophies within the twenty first century. The inaugural quantity will specialise in company leaders and methods at jap businesses that aren't basically using and reshaping their respective industries within the twenty first century, yet are demonstrating a knack for continually assembly some of the demanding situations of contemporary quickly altering global.
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Extra info for Rediscovering Japanese Business Leadership: 15 Japanese Managers and the Companies They're Leading to New Growth
Sample text
The strength of 7-Eleven in Japan can largely be attributed to its high return on assets, and perhaps equally to its high rate of growth. The strategy was never to squeeze the most mileage possible from a revolutionary commercial concept, but instead to establish a valuable new asset and fixture in consumers’ lives. For this reason, Suzuki was eager to move aggressively ahead of other companies to introduce the POS system in all 7-Eleven stores, for sales and inventory tracking. This would give him an accurate and real-time “snapshot” into consumption habits all across the country; precisely what he viewed as the key to transplanting the convenience store idea successfully in Japan.
Not compelled to buy a single item in the stores, Suzuki questioned whether such an idea could succeed in Japan. His colleagues with him concurred. Though far from convinced that this business model would arm them with anything useful for when they returned home, Suzuki and his team nevertheless went ahead with their original plans to take part in a convenience store management training program. By the third day, Suzuki had formulated an assessment: That convenience store format may prove ample and sufficient in the US market, but if Japanese like ourselves are going to use them, we’re going to have to customize them accordingly.
He exhibited a passion for his work and had reams of energy. Nine years into his career at Ito-Yokado, when he was tapped to go to the US and accumulate management know-how for running a convenience store, he knew he had to pay close attention to what was being taught. But rather than learning to repeat the method, he quickly realized he only really needed to learn from it. ” they’d say to me. But I don’t blame them. I mean, here we’d gone to the trouble of learning what was deemed as the best know-how in what was the global capital of business, and I seemed intent on outright rejecting it.