Activate Japan

Non-price competition is where true marketing professionals earn their money. The quality of the product, its unique selling proposition whether it is the quality of the product or the reliability of service when conveyed simply and with a compelling pitch can set a product apart from its competition. Some automobiles are marketed using non-price competition. BMW and Mercedes are virtually the same price. These two compete globally by highlighting style, luxury engineering and features. They rarely compete on price or specials, as these tactics would lessen the premium perception of the products. Price competitive products sell products that often cannot be differentiated. Some examples of products in pure price competition markets may include agriculture products, fish, and beef. I think however even this generalization is changing…you pay more for a Chiquita banana, a Dole pineapple, Washington State apple…why? because marketers have tried to add value to these products using brand differentiation. One example where both strategies are used to gain an advantage and where the non-price strategy can dominate is the diamond industry. I am working with the Diamond Trade Commission this year and it has been truly interesting. Although the DTC can control diamond prices because they can control the amount of raw stones supplied each year and the firms that receive the stones, DTC is constantly looking for ways to add value to different grades of stones. Of course clarity and color will always have an affect on price, marketing is becoming the real determining factor. This season previously less desireable “brown” stones have been repositioned as fashionable. New patented cuts making the stones more brilliant are commanding higher prices. One cut featured on “Sex in the City” pushed the patented new cut and it increased sales signifiantly. In conclusion although diamond prices are controlled by supply and grade they can also be marketed using non-price strategies.

Both the Mission Statement and the Vision Statement reaches every area of the organization and is understood by their customers. A good company Mission Statement and Vision Statement needs to capture the essence of an organization without being so vague that it could apply to every other company too. To capture the essence it should focus the energies of the whole organization, and their customers too, in a purposeful way. I can say that the types of people that my former company BBDO hired all had a passion and energy for the vision and clients had that passion too. That company attracted a certain breed of customer that was ready to break some rules or push the envelope to be different. The client list was a who’s who of innovators and pioneers, Pepsi, Apple, FedEx are examples…even the theme lines we developed for clients and firms that the company handled had a vision for the company. GE, We bring good things to life, Visa bring your appetite but don’t bring your American Express. These companies had a clear vision. Both statements must be true. BBDO believed its statement had to be proven by winning the Agency of the year at Cannes, or the best Super Bowl spots…awards were critical to prove its commitment to the vision. I think the Mission Statement differs from the vision in one respect. The Mission Statement simply and practically outlines what it will take to deliver the Vision by outlining directives and regimentation. The Vision Statement can be ambitious and it can reveal how a company inspires its employees, customers and stakeholders to take the initiative and give momentum to the success of a company.

Nissan is another company worth exploring with regard to Informal Structure. Although Nissan as a Japanese company has an extremely formal and hierarchal organizational structure Carlos Ghosn created a temporary informal structure to initiate change and reach his aggressive goals for the troubled automaker. “Ghosn's challenge was to act quickly, yet minimize the inevitable resistance that arises when an outsider tries to change traditional Japanese business practices. To resolve this dilemma, Ghosn formed nine cross-functional teams of 10 middle managers each and gave them the mandate to identify innovative proposals for a specific area (marketing, manufacturing, etc.) within three months. Each team could form sub-teams with additional people to analyze specific issues in more detail. More than 500 middle managers and other employees formed a new informal structure to implement the so-called Nissan Revival Plan. After a slow start—Nissan managers weren't accustomed to such authority or working with colleagues across functions or cultures—ideas began to flow as Ghosn stuck to his deadline, reminded team members of the automaker's desperate situation, and encouraged teams to break traditions. Three months later, the nine teams submitted a bold plan to close three assembly plants, eliminate thousands of jobs, cut the number of suppliers by half, reduce purchasing costs by 20 percent, return to profitability, cut the company's debt by half, and introduce 22 new models within the next two years. Although risky, Ghosn accepted all of the proposals. Moreover, when revealing the plan publicly on the eve of the annual Tokyo Motor Show, Ghosn added his own commitment to the plan: "If you ask people to go through a difficult period of time, they have to trust that you're sharing it with them," Ghosn explains. "So I said that if we did not fulfill our commitments, I would resign." Within 12 months, the automaker had increased sales and market share and posted its first profit in seven years. The company introduced innovative models and expanded operations. Ghosn, who received high praise throughout Japan and abroad, will likely become head of Renault. The change process that Carlos Ghosn launched at Nissan seems to be smoothly executed, but it was buffeted by uncertain consequences, organizational politics, and various forms of resistance from employees and suppliers.” (Kreitner, Kinicki, 2004)

Starbucks and Sazaby in Japan Starbucks, which began as a specialty coffee-bean purveyor in Seattle more than thirty years ago, gave Japan’s specialty coffee industry a real jolt when it established its first shop in Tokyo in late 1996. In just several years, the company has achieved a cult-like status, revitalized an entire industry, generated local competition, and inspired a new coffee culture that has extended the coffee drinking demographic significantly. Starbucks uses an energetic, hands-on style and straightforward corporate governance to manage its fast-paced growth, and has made employee satisfaction a key ingredient in its hugely successful blend. Other primary drivers of the “Starbucks experience” include offering customers high quality coffee, excellent customer service, a stream of innovative and appealing products, a savvy local partner with a similar business culture and values, and an inviting, nonsmoking environment. By combining the parent company’s sophisticated supply chain for coffee bean sourcing with its local partner’s understanding of the Japanese market, Starbucks Coffee Japan has become the clear market leader, poised to open its 700th store by the end of 2006. Howard Schultz, the parent company’s chairman and chief global strategist, had long been interested in the Japanese market, but a meeting with a blue-chip Japanese consulting firm in the early 1990s proved very discouraging. Japanese consumers would not accept a nonsmoking environment or drink from paper cups in the street, said the consultants, adding that Starbucks would have to keep stores no larger than 500 square feet to save on rent. Furthermore, the consultants believed that no Japanese person would walk down the street carrying a Starbucks beverage because it was considered impolite in Japanese culture. Schultz and Starbucks did not adopt any of the recommendations the consultants made, choosing instead to offer a Starbucks experience similar to what had worked in the United States. They met with several potential Japanese partners, but it was at a meeting with Yuji Tsunoda, a senior board member of Sazaby, that Starbucks Coffee Japan was born. Tsunoda had visited a Starbucks in 1992 and been impressed by the quality of the coffee and the excellent customer service. He identified immediately with the vision and values of Starbucks, and subsequently proposed forming a partnership, sensing that Starbucks could greatly increase Sazaby’s customer base. Meeting with Tsunoda convinced Schultz that Sazaby was the partner he had been searching for. The two companies had similar business cultures and a similar view of how to serve Japanese customers better. The board of Starbucks Japan has four members: two directors from Starbucks Coffee Japan, one from Starbucks Coffee International, and one from Sazaby. A managing directors committee consisting of the CEO, COO, and CFO who operates in concert with the board, making swift decision-making and rapid implementation possible. Tsunoda, who is CEO of Starbucks Coffee Japan, said: “In a typical board meeting at Sazaby, even people who had questions didn’t bother to ask. Our Starbucks Coffee Japan meetings are much more dynamic, the U.S–based members tend to focus on what the company has done and make concrete suggestions for improvement. The Japanese members talk knowledgeably about the realities we are facing in the market and the long term.” (Tsunoda, 2005) Tsunoda also notes that Sazaby learned a lot about disclosure practices from Starbucks because of U.S. (SEC) requirements and because Starbucks Coffee Japan had to make sure foreign board members received all materials beforehand so they could fully participate in discussions and decisions. “We shared a lot of information and ideas as questions would come from non-Starbucks Coffee Japan members,” he says. “This has made our meetings longer but significantly increased our effectiveness.” Starbucks overall theme is to provide a third place outside of work and home where people can relax and enjoy top-quality coffee and coffee-related products. Starbucks Coffee Japan trains employees to thoroughly understand what Starbucks represents, and believes its employees represent the firm’s most valuable asset. David Chichester, Starbucks Coffee Japan’s chief financial officer, says: “The culture is so important at Starbucks that all executives also go through an orientation during which they spend several days or more actually working at the store level to get the feel of the Starbucks experience and culture.” Starbucks culture is actually very similar to the old Japanese traditional business mentality where members of the company are part of a family. Since Sazaby operates in the same fashion, the creation of the 50/50 joint venture went very smoothly. Starbucks provided the complete supply chain of top-quality coffee, from purchasing to roasting to packaging, a feat that would be very costly for any other company to reproduce or copy. Sazaby, on the other hand, had insights into the Japanese consumer and the right connections and ability to pinpoint new store locations. Starbucks Coffee Japan successfully went public in October 2001 and now operates as a separate entity from Starbucks Coffee International. Starbucks Coffee International has sent over staff to help explain operating techniques, policies, and procedures. The basic services and goods have not been altered, although counter heights and merchandise packaging were changed a little to suit Japanese consumers. Early on Starbucks Japan fell into the red in fiscal 2002, posting a net loss of ¥454 million primarily because of too rapid growth opening new shops faster than its cash flow could handle. In less than a decade, Starbucks Coffee Japan has been able to basically reinvent the retail coffee market in Japan. The company did this by combining its own dynamic corporate style, brand name, global supply chain, and extensive expertise in producing quality coffee with partner Sazaby’s understanding of the Japanese consumer and insights into how to establish unique products and services. Despite a host of aggressive imitators and very tough economic environment, the company continues to grow the contemporary coffee house category.

This came from an interview with the chairman of Diesel and how he sees the brand as global…not Italian. When anyone calls the head office of Italian fashion giant Diesel in Molvena, northern Italy, staff always answer the phone with "Welcome to the Diesel planet." That's because chairman Renzo Rosso jokingly describes himself and his empire as being from another universe. The 45 year old Rosso is a walking advertisement for his company. Everything he wears — from head to toe and including his underwear — is Diesel. Established in 1978, Diesel is an innovative design company whose main product lines are denim and underwear for men and women, clothing for kids aged between two and six, a line of sportswear, luggage and fragrances. The company has grown so rapidly that the Italian home market now represents only 15% of the company's annual sales. A bundle of energy, Rosso took over the reins in 1985 from Adriano Goldschmied with whom he co-founded Diesel in 1978. He views the world as a single, borderless macroculture. From day one, he and his staff have dared to be different, whether it is making jeans layered with a metallic mesh to give them a permanent rumpled appearance, waistcoats designed to resemble life jackets, T-shirts with shark warnings or jackets featuring US tank manuals. At one fashion show in Europe, Rosso turned the tables on the audience and made them walk the catwalk with models inspecting them as they passed by. Diesel "aliens" have set up 120 stores in 80 countries. The showpiece is their Japan flagship store, a three story, 640 square metre house of fun in Tokyo's fashionable Harajuku. Diesel already has several stores in Japan but a walk through the Harajuku premises is like visiting another world. The store manager, a young man sporting a pink topknot and little else in the hair department, greets you before bounding off to check a display, his cell phone permanently stuck to his ear. Soon you are wandering around in an environment in which fashion, architecture and design blend together. Customers are served free drinks at the third floor cafe; PCs and CD players are set up for your enjoyment, whether you buy anything or not. Rosso comes to Japan two or three times a year, seldom staying longer than 48 hours. When he is not working, he is out snowboarding, playing soccer or drinking with his staff and family. During a recent whirlwind trip to Tokyo, Rosso sat down with Japan Today editor Chris Betros to discuss the Diesel universe. What do you think of Japanese fashions? I think they're great. I like how Japanese pick up fashion trends and then take them to the extreme. You don't see that anywhere else in the world. Where do your clothing engineers get their ideas? We're a global product, so we draw on every culture. Each one of our designers is provided with funding for at least two research expeditions to go anywhere in the world. When they come back, we all get together and take some things from Japan, France, America or wherever. I like to think of Diesel as a giant tree whose roots are Italian with different branches representing various countries. We started off selling jeans. Now we are selling a way of life. And what's that? You should turn your back on the style dictators and forecasters and let your own tastes lead you. Sampling, mixing and style surfing are the best ways to go. Do young Japanese like the same outfits as their counterparts overseas? Kids are the same all over the world. Up until about ten or even five years ago, that wasn't always the case. But today, Japanese kids like the same fashions, supermodels, film stars and sports superstars as anywhere else. Diesel’s target is as he calls them, kids…18 to 24

When I first heard that I was being posted in Japan all of my creative colleagues said, “Wow, how exciting…you get to go where the creativity is so fresh…I wish I was going there!” Well that creative perception of Japan has all but evaporated now. What has happened to creativity in Japan’s advertising? Where has it gone? Over the past several years there has been a lot of finger pointing… Who is to blame? Of course the easiest target is the economy…sales are dropping and the competition is becoming more fierce… ”Our communication must work harder!” is the most bantered about rallying cry. Some creators blame the 15-second format…the sacred reach and frequency must be maintained… I admit I find that challenging too. Where is the excuse for our press advertising’s demise? Some agencies blame the pool of available creative talent. One interesting fact…this is the only country where there is not a creative “Hot Shop” as we call them in the West… I’ll come back to this one later. I like this one and I have some sympathy for this excuse… Japan is different…That is why we can’t win a Cannes… and globally. Then there are those who say our work is so popular in Japan...it works at home…I question that… Tokoro Jogi was used in over 26 different advertisements since I arrived, maybe more…they are all popular… Did he enhance the brands that he endorsed, do you remember the brand, did he set the brand apart from the competition…? I think the only thing he may have accomplished is make the brand “shitashi mi yasui.” Have we just become lazy? I have seen internal creative reviews where everyone begins with, who should we use as the spokesperson? Yikes…imagine losing a pitch because the celebrity that the competitive agency suggested was like better by the client…what was the idea? We don’t have one yet…whoops. That’s enough excuses to tackle in one blog. Let me try to answer some of these criticisms and although many may disagree with my solutions I will offer some… Ok let’s start with the economy… Yes it’s true clients are becoming more timid and less likely to focus on one selling message in a TVC since the media time costs so much. Since one of BBDO’s founders developed the idea of “brainstorming” in the late 1930s business has been trying to wed creativity to commerce. Unfortunately the very nature of business tends to stifle creativity as the very competition it fosters establishes one of the biggest blocks: the fear of making a mistake. But the economy is bad almost everywhere you look and creativity is flourishing in some of the most unexpected places like Brazil, Thailand, Portugal, even Russia is starting to show signs that creativity in advertising is alive and well…somewhere. 15 second discipline. Also reach versus quality of reach…a great idea can certainly live in a 15 second format…I also think fewer 30 second spots with a strong idea is worth more than twice as many 15 second spots with no idea! Lack of creative talent. There are plenty of good creators at production houses but they could not create to a strategy if they had to…in fact they don’t have to. Many production house creators just won’t create to a sound strategy…they believe that it would spoil the opportunity to be creative…it would be too difficult. Anyway they are not responsible ten months down the road when the competition has overtaken a brand’s positioning and precious share points! Japan is different…we can’t win at Cannes This is true everywhere…Brazil and Thailand’s best work could not win at Cannes but it works phenomenally well at home Well at last year’s ACCJ awards I didn’t even see good work worthy of winning awards here at home! I do feel strongly that Japan can win at Cannes…if we go back to where it was in the 80’s. The spots during the 80’s were refreshing and memorable…perhaps Japanese creatives should go Retro.

Although Western agencies have been established here in some cases over thirty years and Western clients like GE even longer, over 100 years! It is these differences that tend to mystify the foreigners who come to Japan to do business. Perhaps these differences are rooted in the Japanese culture. Hopefully I can shed some light on the subject because it is fundamental to our belief that a contact and network here is extremely valuable. In the West advertising goes head to head, toe to toe. Especially in politics. The logic goes a little bit like this, Tell them why you are different Tell them why you are the best Then they will want to buy Then they will become hooked on you because they can justify their purchase. In Japan the “logic” of the approach is quite different…perhaps… Make friends with them Prove you understand their feelings Show that you’re nice Then they’ll want to buy Then they’ll find out what’s good about you This whole approach characterizes how the Japanese approach business. The one element that is most important before business can be transacted is the development of a relationship. Japanese business is an ambiance where feelings are paramount and the most important gauge to measure how clients respond to your communication is the answer to the question often asked in research, “Is your product and company "Shitashi mi yasui" or easy to feel familiar with?”