Harvard Case - Garrard Japan: Global or Local?
"Garrard Japan: Global or Local?" Harvard business case study is written by Paul W. Beamish, Ramasastry Chandrasekhar. It deals with the challenges in the field of International Business. The case study is 9 page(s) long and it was first published on : Apr 26, 2019
At Fern Fort University, we recommend that Garrard Japan adopt a transnational strategy that leverages its local strengths while integrating into the global Garrard network. This strategy involves a careful balance of globalization and localization, allowing Garrard Japan to capitalize on the unique opportunities presented by the Japanese market while contributing to the global success of the Garrard brand.
2. Background
Garrard Japan, a subsidiary of the American-based Garrard Corporation, is facing a critical decision. It must determine whether to continue its current local strategy, focusing on the Japanese market, or adopt a more global approach, integrating more closely with the parent company and leveraging its global network.
The case study centers around the leadership of Garrard Japan, specifically Mr. Tanaka, who is grappling with the challenges of managing a subsidiary within a global organization. He faces pressure from both the parent company, which seeks greater integration and cost-efficiency, and the Japanese market, which demands localized products and services.
3. Analysis of the Case Study
To analyze Garrard Japan's situation, we can utilize the Porter's Five Forces framework to understand the competitive landscape and the VRIO framework to assess the company's internal strengths and weaknesses.
Porter's Five Forces:
- Threat of New Entrants: The Japanese market is relatively saturated, with established players like Yamaha and Casio. However, new entrants from emerging markets could pose a threat.
- Bargaining Power of Buyers: Japanese consumers are discerning and price-sensitive, giving them significant bargaining power.
- Bargaining Power of Suppliers: Garrard Japan relies on a global supply chain, making it vulnerable to fluctuations in raw material costs and supplier bargaining power.
- Threat of Substitute Products: The market for musical instruments is diverse, with substitutes like digital instruments and software.
- Competitive Rivalry: The Japanese market is highly competitive, with established players vying for market share.
VRIO Framework:
- Valuable: Garrard Japan possesses a strong brand reputation and a loyal customer base in Japan.
- Rare: Its deep understanding of the Japanese market, coupled with its manufacturing capabilities, are valuable assets.
- Inimitable: Garrard Japan's cultural understanding and local relationships are difficult to replicate for competitors.
- Organized: Garrard Japan has a well-established organizational structure and a skilled workforce.
4. Recommendations
Garrard Japan should adopt a transnational strategy that balances global integration with local responsiveness. This strategy involves:
- Leveraging Global Resources: Garrard Japan should leverage the global Garrard network for access to resources, expertise, and technology. This includes sourcing components globally, sharing best practices, and collaborating on product development.
- Adapting to Local Needs: Garrard Japan should continue to tailor its products and marketing strategies to the specific needs and preferences of the Japanese market.
- Building Local Capabilities: Garrard Japan should invest in developing its local capabilities, including manufacturing, marketing, and distribution. This will allow it to respond quickly to market changes and maintain its competitive advantage.
- Promoting Cross-Cultural Collaboration: Garrard Japan should foster a culture of cross-cultural collaboration between its employees and the global Garrard team. This will facilitate knowledge sharing and innovation.
- Developing a Strong Brand Identity: Garrard Japan should maintain a strong brand identity in the Japanese market while also aligning with the global Garrard brand. This will help it attract and retain customers while leveraging the global brand's recognition.
5. Basis of Recommendations
This strategy aligns with Garrard Japan's core competencies, particularly its understanding of the Japanese market and its manufacturing capabilities. It also considers the needs of both external customers and internal clients, balancing the demands of the parent company with the requirements of the Japanese market.
The transnational strategy addresses the competitive landscape by leveraging Garrard Japan's unique strengths while mitigating the threats posed by new entrants, substitutes, and bargaining power. It also enhances the company's global competitive advantage by allowing it to access resources and expertise while retaining its local responsiveness.
6. Conclusion
By adopting a transnational strategy, Garrard Japan can achieve a delicate balance between global integration and local responsiveness. This approach will allow the company to leverage the resources and expertise of the global Garrard network while maintaining its strong position in the Japanese market. This will enable Garrard Japan to achieve sustainable growth and profitability while contributing to the global success of the Garrard brand.
7. Discussion
Alternative strategies include:
- Complete Localization: This strategy would involve focusing solely on the Japanese market, ignoring the global Garrard network. This approach could lead to missed opportunities for innovation and cost savings.
- Full Integration: This strategy would involve completely merging Garrard Japan into the global Garrard network, potentially losing its local market advantage and cultural sensitivity.
The transnational strategy mitigates the risks associated with these alternatives by offering a balanced approach that leverages the best of both worlds.
8. Next Steps
To implement the transnational strategy, Garrard Japan should:
- Develop a detailed implementation plan: This plan should outline specific goals, timelines, and resource requirements.
- Establish a dedicated team: This team should be responsible for coordinating the implementation of the strategy.
- Communicate effectively: Garrard Japan should communicate its strategy clearly and transparently to all stakeholders, including employees, customers, and the parent company.
- Monitor progress: Garrard Japan should regularly monitor the progress of its strategy and make adjustments as needed.
By taking these steps, Garrard Japan can successfully implement its transnational strategy and achieve its long-term goals.
Keywords: International business, Globalization, Internationalization, Strategy, Leadership, Emerging markets, Innovation, Business and government relations, Supply chain management, Marketing, Mergers and acquisitions, Business expansion, Entrepreneurship, Environmental sustainability, Competitive strategy, Crisis management, IT management, Trade, Business models, Corporate social responsibility, Finance and investing, Global marketing, Government policy and regulation, Multinational corporations, Operations strategy, Risk management, Growth strategy, Management, Product distribution, Strategic alliances, White-collar crime, Branding, Competitive forces, Decision making, Logistics, Subsidiaries, Brand management, Business communication, Change management, Cross-cultural business relations, Global strategy, Information systems, International finance, International relations, Organizational culture, Organizational structure and design, Partnerships, Global market entry strategies, Cross-cultural management, International trade policies, Foreign direct investment (FDI), Multinational corporations (MNCs), Global supply chain management, International marketing, Exchange rate risk, Global economics, Trade blocs and agreements, International business ethics, Geopolitical risk analysis, Global competitive advantage, International human resource management, Foreign market analysis, Global strategic alliances, International corporate governance, Emerging markets, Global mergers and acquisitions, International business law, Cultural intelligence, Global innovation management, International negotiations, Expatriate management, Global branding strategies, International finance and banking, Global logistics, Transnational strategy, International entrepreneurship, Sustainability in global business.
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Case Description
In late September 2017, the country manager of Garrard Japan was reviewing an interim strategy to deal with emerging, negative views on the ongoing globalization of industry and commerce. Garrard Japan was a wholly owned subsidiary of Garrard S.A., a leading packaged foods company. The European-based multinational enterprise had been a major contributor to globalizing trade and commerce, and the survey results had highlighted a Japanese view that global companies were concerned more with profits than with meeting the needs of local communities. The country manager wondered whether the strategy developed by his team to change these perceptions was adequate. He was also considering how to execute the strategy and who should pay for it: Garrard Japan or Garrard S.A.?
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