International Marketing - Kyocera
1. What factors have helped Kyocera succeed in serving organizational markets?
In my opinion the most important factor is the management and marketing strategy the company has implemented in the company`s culture. Kyocera’s management system is predicated upon and enabled by a set of powerful organizational values. The extensive nature and uniqueness of these organizational values is at the core of why Inamori views this type of management “as a management system, not merely a technique.” While some of the values are generic to Japanese companies, others are unique to Kyocera. Japanese culture is characterized by high collectivity. As such, Japanese people are more willing to put the needs of their collective group ahead of any one person’s individual needs.
Kyocera’s management success can only occur when its managers and employees act like independent, profit conscious companies and do so in a way that does not compromise the greater good of the company. In addition to the role national culture plays in helping to ensure the unselfish operation of management in Japan, Kyocera’s history and, in particular, the background of its founder, Inamori , has a key role,
2.How is Kyocera different from the typical Japanese company? Unlike of others Japanese companies that strive for consensus and adherence to company norms, Inamori encourages creativity and independence within Kyocera. Rather than recruit graduates of prestigious schools, Kyocera prefers to hire its employees from second tier technical schools. Company founder Kazuo Inamori believes his employees work harder because they are grateful to be given a chance to work for a top company.
Another factor that makes Kyocera special is that breaks the mold usually associated with Japan Inc. The company is one of only a handful of companies in Japan with foreign directors on its board. Its San Diego-based subsidiary is mostly run by Americans. Without full trust for the capabilities and motivations of his
In my opinion the most important factor is the management and marketing strategy the company has implemented in the company`s culture. Kyocera’s management system is predicated upon and enabled by a set of powerful organizational values. The extensive nature and uniqueness of these organizational values is at the core of why Inamori views this type of management “as a management system, not merely a technique.” While some of the values are generic to Japanese companies, others are unique to Kyocera. Japanese culture is characterized by high collectivity. As such, Japanese people are more willing to put the needs of their collective group ahead of any one person’s individual needs.
Kyocera’s management success can only occur when its managers and employees act like independent, profit conscious companies and do so in a way that does not compromise the greater good of the company. In addition to the role national culture plays in helping to ensure the unselfish operation of management in Japan, Kyocera’s history and, in particular, the background of its founder, Inamori , has a key role,
2.How is Kyocera different from the typical Japanese company? Unlike of others Japanese companies that strive for consensus and adherence to company norms, Inamori encourages creativity and independence within Kyocera. Rather than recruit graduates of prestigious schools, Kyocera prefers to hire its employees from second tier technical schools. Company founder Kazuo Inamori believes his employees work harder because they are grateful to be given a chance to work for a top company.
Another factor that makes Kyocera special is that breaks the mold usually associated with Japan Inc. The company is one of only a handful of companies in Japan with foreign directors on its board. Its San Diego-based subsidiary is mostly run by Americans. Without full trust for the capabilities and motivations of his