A Swot Analysis of the Kyocera Corporation
A SWOT Analysis of the Kyocera Corporation
In April of 1959, Kazuo Inamori started a small ceramics company in Kyoto, Japan. With only three million yen in capital, and a work force of only twenty-eight employees, Kyoto Ceramics (later shortened to Kyocera) began to produce quality ceramic products. Since then it has grown into a corporation that produces various business equipment, electronic devices, and ceramic products. The corporation now has over fourteen thousand employees, and over one hundred and fifteen billion yen in capital. The corporation owns one hundred and sixty-one group companies with over forty-four thousand employees. (Kyocera homepage, 2003, http://global.kyocera.com/ company/gaiyou.html) During the early 1960 's the company was off to a tough start. Inamori was not trained in management, and started off doing what he thought was right. One of the first objectives his company embodied was customer satisfaction. Inamori was totally committed to putting out quality products, and pleasing his customers. The employees would work sixteen-hour days, six days a week, and would stay in a company dormitory. (Miller, 1998) This work ethic was in keeping with Japanese customs, and would pave the way for the future success of the company.
The market for Kyocera products was not very strong in Japan in the early 1960 's. Inamori realized that in order for his company to grow, he would have to venture away from the rigid Japanese business customs and mindset. In 1963 Inamori traveled to the United States, and realized that there was a lot of potential in the emerging semiconductor business. In 1968 a representative office was opened in California. (Kyocera homepage, 2003, http://global.kyocera.com/company/history.html)
Initially the company was known more for their customer support than they were for their products. Inamori 's belief in customer satisfaction quickly earned him a spotless reputation in the United States. They were able to help
In April of 1959, Kazuo Inamori started a small ceramics company in Kyoto, Japan. With only three million yen in capital, and a work force of only twenty-eight employees, Kyoto Ceramics (later shortened to Kyocera) began to produce quality ceramic products. Since then it has grown into a corporation that produces various business equipment, electronic devices, and ceramic products. The corporation now has over fourteen thousand employees, and over one hundred and fifteen billion yen in capital. The corporation owns one hundred and sixty-one group companies with over forty-four thousand employees. (Kyocera homepage, 2003, http://global.kyocera.com/ company/gaiyou.html) During the early 1960 's the company was off to a tough start. Inamori was not trained in management, and started off doing what he thought was right. One of the first objectives his company embodied was customer satisfaction. Inamori was totally committed to putting out quality products, and pleasing his customers. The employees would work sixteen-hour days, six days a week, and would stay in a company dormitory. (Miller, 1998) This work ethic was in keeping with Japanese customs, and would pave the way for the future success of the company.
The market for Kyocera products was not very strong in Japan in the early 1960 's. Inamori realized that in order for his company to grow, he would have to venture away from the rigid Japanese business customs and mindset. In 1963 Inamori traveled to the United States, and realized that there was a lot of potential in the emerging semiconductor business. In 1968 a representative office was opened in California. (Kyocera homepage, 2003, http://global.kyocera.com/company/history.html)
Initially the company was known more for their customer support than they were for their products. Inamori 's belief in customer satisfaction quickly earned him a spotless reputation in the United States. They were able to help
References: (2003, April 9). Kyocera Industrial Ceramics Corporation: News. Kyocera Industrial Ceramics Corporation Accepted into U.S. Customs C-TPAT Program. Retrieved September 7, 2003, from http://www.kyocera.com/KICC/News/displaypress.cfm?PressID=183. Exporting your products. (n.d.) Retrieved September 7, 2003, from http://www.alberta-canada.com/altaport/intertrade.cfm Hartman, Harrison. (2003). CoorsTek Amazing Solutions. CoorsTek Announces New Rapid Product Introduction Team. Retrieved September 7, 2003, from http://www.coorstek.com/coorstek/coorstek.asp?menu=media&reference=newsrel.asp Miller, Alex (1998). Strategic management (3rd ed.). Boston, Massachusetts: McGraw-Hill. (2003). Kyocera Europe. Foundation. Retrieved September 7, 2003, from http://www.kyocera.de/kyocera_n/english/story/gruendung.html