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	<title>Activate Japan</title>
	<link>http://gentemann.bloghi.com/</link>
	<description>Japan marketing, advertising news and insights</description>
	<pubDate>Thu, 15 May 2008 10:24:36 +0000</pubDate>
	<generator>http://bloghi.com/</generator>
	<image>
		<url>http://gentemann.bloghi.com/img_ch.hi?id=13174</url>
		<title>Activate Japan</title>
		<link>http://gentemann.bloghi.com/</link>
	</image>

	<item>
		<title>Gentemann on Manga Meets iTunes</title>
		<link>http://gentemann.bloghi.com/2008/05/02/gentemann-on-manga-meets-itunes.html</link>
		<comments>http://gentemann.bloghi.com/2008/05/02/gentemann-on-manga-meets-itunes.html#comments</comments>
		<pubDate>Fri, 02 May 2008 15:24:13 +0000</pubDate>
		<guid>http://gentemann.bloghi.com/2008/05/02/gentemann-on-manga-meets-itunes.html</guid>
		<description> Music meets manga with “www:sh.shinzou.jp”  Shinzou Sound, a group of artists and musicians launched “Synesthesia” the interactive online manga on 12th of August 2006. “Shinzou Sound” is a group of creative collaborators sp specializing...</description>
		<content:encoded><![CDATA[Music meets manga with “www:sh.shinzou.jp”  Shinzou Sound, a group of artists and musicians launched “Synesthesia” the interactive online manga on 12th of August 2006. “Shinzou Sound” is a group of creative collaborators sp specializing in manga, music, web design, and sub-culture.   They joined forces with the simple concept of merging their talents in an effort to deliver the new entertainment of music and manga in an innovative way.   Exclusive songs, inspired by the manga story have been commissioned for “Synesthesia” as well as playlist from international and Japanese DJ’s. The music, podcasts and playlists are available from iTunes Music Store Japan.  Project members include leader Nick Wood, Simon Le Bon, Tatsuya Oe, DJ Sugiurumn, Alex Paterson, Detroit 7, manga artist Enka Sugihara and web designer Hideki Owa, with more names being added as each new episode is released.  “Synesthesia*” has three main characters: Shinzou (main character), his sister Tamako, and DJ Karita (who they met when they accidentally swapped iPods on the train). These se 3 individuals form a band and begin a journey of musical inspiration.  *Synesthesia is a neurological condition which causes ones sense to influence another sense, for example,  people with synesthesia may see shapes or colors when they hear sound, or see colors or shapes, they might hear sounds.   Some of the world’s most notable artist from Jimmy Hendrix to Mozart have been gifted with sy synesthesia,  which could be one reason why they were able to erase boundaries between the senses and open perception  to new possibilities.  The story is split into 10 episodes with one new episode release every 2 weeks.. Each new episode co comes with  an original new song, which can be downloaded free, from iTunes. Users can also so download Podca casts showing behind the scenes, interviews and more.   Shinzou sounds are also planning a live event to merge the manga st storyline with an actual live event. They plan to invite artist who’ve contributed to the project to participate in bringing Shinzou’s world to the stage.  Shinzou sounds plan to publish a physical manga book at the end of the “Synesthesia” series along with a full-length digital album featuring the entire soundtrack, this will be a true co collectors edition.  ]]></content:encoded>
		<wfw:commentRSS>http://gentemann.bloghi.com/2008/05/02/gentemann-on-manga-meets-itunes.html#comments</wfw:commentRSS>
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		<title>Gentemann on Activate a Next Generation Communications Agency</title>
		<link>http://gentemann.bloghi.com/2008/04/23/gentemann-on-activate-a-next-generation-communications-agency.html</link>
		<comments>http://gentemann.bloghi.com/2008/04/23/gentemann-on-activate-a-next-generation-communications-agency.html#comments</comments>
		<pubDate>Wed, 23 Apr 2008 12:23:34 +0000</pubDate>
		<guid>http://gentemann.bloghi.com/2008/04/23/gentemann-on-activate-a-next-generation-communications-agency.html</guid>
		<description> We have more choices than ever before.

More careers, more lifestyles, more products, more information, more entertainment.

We can even have more money. But, with more decisions to make, we also have less time. So we use technology.

Now we...</description>
		<content:encoded><![CDATA[We have more choices than ever before.

More careers, more lifestyles, more products, more information, more entertainment.

We can even have more money. But, with more decisions to make, we also have less time. So we use technology.

Now we can go shopping without leaving the house, we can work at home and socialize at work.

We lead multiple lives within a global online community.

It might seem revolutionary but today's children will never know anything different. And if you want to get close to tomorrow's customers, you have to operate in their world.

Activate is creating the next generation communications agency which marries direct marketing and consumer insights with interactive principles to help you get closer to your customers in this new world.

We are driven by the mission to bring brands closer to consumers.

By understanding them better. By communicating with them more personally, by creating a dialogue not a monologue.

If you believe in this New World let's begin a dialogue.

]]></content:encoded>
		<wfw:commentRSS>http://gentemann.bloghi.com/2008/04/23/gentemann-on-activate-a-next-generation-communications-agency.html#comments</wfw:commentRSS>
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		<title>Gentemann on the Apple Computer Brand</title>
		<link>http://gentemann.bloghi.com/2008/03/28/gentemann-on-the-apple-computer-brand.html</link>
		<comments>http://gentemann.bloghi.com/2008/03/28/gentemann-on-the-apple-computer-brand.html#comments</comments>
		<pubDate>Fri, 28 Mar 2008 09:01:58 +0000</pubDate>
		<guid>http://gentemann.bloghi.com/2008/03/28/gentemann-on-the-apple-computer-brand.html</guid>
		<description> I think when a product or a service kindles an emotional dialogue with the consumer the product or service can qualify to be a brand. As advertising becomes more ubiquitous across the country, it's increasingly difficult for companies and products to...</description>
		<content:encoded><![CDATA[I think when a product or a service kindles an emotional dialogue with the consumer the product or service can qualify to be a brand. As advertising becomes more ubiquitous across the country, it's increasingly difficult for companies and products to stand out from the crowd and avoid being ignored by ad-weary consumers. The shift in thinking is from asking how a company can motivate consumers to buy a product to asking instead how the product can touch consumers' lives. 

My favorite brand is Apple ever since I saw that Super Bowl ad talking about how Macintosh would change the world.
I was reminded about why I loved Apple when this copy was used when Apple launched its iMac with their famous "Think Different" ad campaign. I got a real feeling of the mission of the company as well as its vision so I kept it in my files. This also ran and worked well in japan.

“Here’s to the crazy ones.
 
The misfits.
The rebels.
The troublemakers.
The round pegs in the square holes.
The ones who see things differently.

They’re not fond of rules.
And they have no respect for the status quo.

You can praise them, disagree with them, quote them, disbelieve them, glorify or vilify them.
About the only thing you can’t do is ignore them.
Because they change things.
 
They invent. 
They imagine.    
They heal.
  	They explore.    
They create.    
They inspire.
They push the human race forward.
Maybe they have to be crazy.

How else can you stare at an empty canvas and see a work of art?
Or sit in silence and hear a song that’s never been written?
Or gaze at a red planet and see a laboratory on wheels?
We make tools for these kinds of people.
 
While some see them as the crazy ones,
we see genius.
Because the people who are crazy enough to think
they can change the world, are the ones who do.”

Copyright, Apple Computer 2001

]]></content:encoded>
		<wfw:commentRSS>http://gentemann.bloghi.com/2008/03/28/gentemann-on-the-apple-computer-brand.html#comments</wfw:commentRSS>
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		<title>Gentemann on MasterCard branding Japan Fashion Week with Mobiactions IVVR</title>
		<link>http://gentemann.bloghi.com/2008/03/24/gentemann-on-mastercard-branding-japan-fashion-week-with-mobiactions-ivvr.html</link>
		<comments>http://gentemann.bloghi.com/2008/03/24/gentemann-on-mastercard-branding-japan-fashion-week-with-mobiactions-ivvr.html#comments</comments>
		<pubDate>Mon, 24 Mar 2008 11:57:51 +0000</pubDate>
		<guid>http://gentemann.bloghi.com/2008/03/24/gentemann-on-mastercard-branding-japan-fashion-week-with-mobiactions-ivvr.html</guid>
		<description>  Tokyo, Japan 26th March 2008  MasterCard’s sponsorship of Japan Fashion Week’s “3GTV Japan” has been the first to use the latest branded interactive mobile video service - Mobiactions. In a tie-up between Activate, KK, a Japan based...</description>
		<content:encoded><![CDATA[ Tokyo, Japan 26th March 2008  MasterCard’s sponsorship of Japan Fashion Week’s “3GTV Japan” has been the first to use the latest branded interactive mobile video service - Mobiactions. In a tie-up between Activate, KK, a Japan based advertising agency and McCann Erickson International, Sairis Group delivered an integrated Mobiactions campaign for Japan Fashion Week providing unique and compelling media access to live and archived video contents as well as a real-time videoblog for visitors.  About the MasterCard Mobiactions IVVR promotion:  Tim Smith (CTO of Urban Marketing) says, “MobiActions seamlessly integrates the mobile web experience with the 3G video experience providing advertising agencies a full featured, 360degree platform to present and manage integrated and interactive mobile media campaigns. Based on patented call-to-action-control, exclusive to Urban Marketing, the Mobiactions system guarantees that the viewers WILL experience not only the fun of a cool mobile interactive campaign, but also the BRAND messages which support it.”  Mobiactions IVVR is also now available in Australia according to Sam Wilson - Urban Marketing’s Chief Operating Officer. “Now with the availability of interactive video and voice promotions &#038; applications for Japanese and Australian brands, consumers can quickly interact with branded video and audio content via a 3G mobile phone. No longer do you have to wait for a WAP page to download, as the system uses video calling, which is available on 99% of 3G handsets.”  “The ability to influence word of mouth communication is at the forefront of any communications strategy,” says Jerry Gentemann, Director of Activate Japan. “Once a big idea is identified, we look to leverage the digital media world and extend the creative concept online whether through digital media relations, 3G and mobile development, website development, or social networking.  Activate and its technical partner Sairis have a crystal clear vision of what needs to be done to manage this evolution in the best interest of clients like MasterCard.”  “We see this as initially very attractive to advertisers in the youth market, and as the acceptance of these interactive campaigns develops then industries such as music, automotive, real estate and health will demand this as an essential part of their mobile marketing mix,” says Wilson.   Mobiactions enables brands to create an interactive mobile branding experience using branded video and audio media. Advertisers can run interactive mobile video and audio promotions for surveys, new product videos, movie trailers, music video voting and competitions as well as any business applications requiring video blogging from a mobile device. www.mobiactions.com    ]]></content:encoded>
		<wfw:commentRSS>http://gentemann.bloghi.com/2008/03/24/gentemann-on-mastercard-branding-japan-fashion-week-with-mobiactions-ivvr.html#comments</wfw:commentRSS>
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		<title>Gentemann on New 3G Mobile Technology in Japan Activate</title>
		<link>http://gentemann.bloghi.com/2008/03/21/gentemann-on-new-3g-mobile-technology-in-japan-activate.html</link>
		<comments>http://gentemann.bloghi.com/2008/03/21/gentemann-on-new-3g-mobile-technology-in-japan-activate.html#comments</comments>
		<pubDate>Fri, 21 Mar 2008 22:33:07 +0000</pubDate>
		<guid>http://gentemann.bloghi.com/2008/03/21/gentemann-on-new-3g-mobile-technology-in-japan-activate.html</guid>
		<description> Press Release Activate K.K launches world premier of mobile phone technology at the Japan  Fashion Week  

This spring's Japan Fashion Week from March 10th – 16th will see the latest use  of mobile phone technology called  3gtv.  The mobile site...</description>
		<content:encoded><![CDATA[Press Release Activate K.K launches world premier of mobile phone technology at the Japan  Fashion Week  

This spring's Japan Fashion Week from March 10th – 16th will see the latest use  of mobile phone technology called  3gtv.  The mobile site for the JFW will  include a new split screen video call feature that allows viewers to review four  different videos at once and select between them to see highlights of the  previous days show.  

Also through the same video call, users can record a video  message about their experience at the show and instantly post this video blog  during the call to the JFW 3Gtv site.  

Access to the JFW official homepage and then to the Malibu 3G site, proudly  sponsored by MasterCard can be reached here:  http://www.jfw.jp/jp/index.html  ]]></content:encoded>
		<wfw:commentRSS>http://gentemann.bloghi.com/2008/03/21/gentemann-on-new-3g-mobile-technology-in-japan-activate.html#comments</wfw:commentRSS>
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		<title>Gentemann on Activate Japan</title>
		<link>http://gentemann.bloghi.com/2008/03/19/gentemann-on-activate-japan.html</link>
		<comments>http://gentemann.bloghi.com/2008/03/19/gentemann-on-activate-japan.html#comments</comments>
		<pubDate>Wed, 19 Mar 2008 15:16:13 +0000</pubDate>
		<guid>http://gentemann.bloghi.com/2008/03/19/gentemann-on-activate-japan.html</guid>
		<description> activate   “There are hundreds of ways to sell cars that don’t  require TV commercials.  We want an agency that understands that.” Daimler Chrysler  “To build my brand I need communication that shows brand leadership but also increases...</description>
		<content:encoded><![CDATA[activate   “There are hundreds of ways to sell cars that don’t  require TV commercials.  We want an agency that understands that.” Daimler Chrysler  “To build my brand I need communication that shows brand leadership but also increases transactions.” Visa Asia Pacific  “To strengthen one of Volvo’s core values “Enjoy Life” we must increase lifestyle brand value as we build traffic to our dealers.” Volvo Japan  Clients can no longer depend on their traditional advertising agency to communicate to consumers one to one.  One to one in the client’s mind is communication anywhere the consumer meets the brand.  Experience marketing, branded entertainment and even brand environments are “natural” chances for the consumer to meet the brand.  Handled effectively these channels are often considered by the client to be the real “selling machine” for their brands.  ]]></content:encoded>
		<wfw:commentRSS>http://gentemann.bloghi.com/2008/03/19/gentemann-on-activate-japan.html#comments</wfw:commentRSS>
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		<title>Gentemann on Mobile Telephony in the Japan Market</title>
		<link>http://gentemann.bloghi.com/2008/03/13/gentemann-on-mobile-telephony-in-the-japan-market.html</link>
		<comments>http://gentemann.bloghi.com/2008/03/13/gentemann-on-mobile-telephony-in-the-japan-market.html#comments</comments>
		<pubDate>Thu, 13 Mar 2008 07:26:16 +0000</pubDate>
		<guid>http://gentemann.bloghi.com/2008/03/13/gentemann-on-mobile-telephony-in-the-japan-market.html</guid>
		<description> The mobile telephony landscape in Japan is very sophisticated and changes more rapidly than in any other country in the world. New technologies have been introduced so that customers can use the phone almost with the same functionality of a credit...</description>
		<content:encoded><![CDATA[The mobile telephony landscape in Japan is very sophisticated and changes more rapidly than in any other country in the world. New technologies have been introduced so that customers can use the phone almost with the same functionality of a credit card and certainly vendors have made mobile phones as functional as cash earning the nickname “e-wallet.”  
      A case in point the extensive train system throughout the country now allows its riders to board the train and pay for his or her fare at the seat. Scanning devices are above each seat next to the reading lamps. Even the common Coca-Cola vending machines accept the e-wallet that can be embedded in every mobile handset in Japan.  There are over 1.5 million of these type vending machines.  The “Smart” pumps at Exxon Mobile stations, toll-booths on the freeway, theater tickets and so on are all mobile phone payment accessible. Clients cannot afford not to explore this opportunity before their competitors embark on a faster track to potential consumers.
     Toward that end it is extremely important that brands deliver a snapshot of the relevant mobile or m-commerce and securities technologies and how they could impact the future development of their businesses.
 Craig Courter, COO of Baker McKenzie, said, “We live in an ideas jungle…. the most important skill a project manager can bring to bear is the ability to sort, categorize and prioritize all of the ideas…only then can you implement a change that truly advances your strategy.” In the mobile telephony industry there is truly a jungle of new ideas. 

]]></content:encoded>
		<wfw:commentRSS>http://gentemann.bloghi.com/2008/03/13/gentemann-on-mobile-telephony-in-the-japan-market.html#comments</wfw:commentRSS>
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		<title>Gentemann on GE's Learning Organization</title>
		<link>http://gentemann.bloghi.com/2008/03/13/gentemann-on-ge-s-learning-organization.html</link>
		<comments>http://gentemann.bloghi.com/2008/03/13/gentemann-on-ge-s-learning-organization.html#comments</comments>
		<pubDate>Thu, 13 Mar 2008 07:25:25 +0000</pubDate>
		<guid>http://gentemann.bloghi.com/2008/03/13/gentemann-on-ge-s-learning-organization.html</guid>
		<description> GE’s learning organization has a very strong if not “ideal” corporate culture.
Jack Welch, Chairman and CEO of General Electric said,  “The best companies know, without a doubt, where the real productivity comes from. It comes from...</description>
		<content:encoded><![CDATA[GE’s learning organization has a very strong if not “ideal” corporate culture.
Jack Welch, Chairman and CEO of General Electric said,  “The best companies know, without a doubt, where the real productivity comes from. It comes from challenged, empowered, excited, rewarded teams of people. It comes from engaging every single mind in the organization, making everyone part of the action, and allowing everyone to have a voice in the success of the enterprise.” 
The concept that stuck in my mind most from looking at GE’s coporate structure would come directly from Welch’s quote, “…engage every single mind in the organization…”
Even in a very domestic Japanese firm where there are more formal organizations and extreme resistance to change a lesson can be learned, engage every mind and listen to every single mind even when they are resisting change is critical to initiating change.
The power of volition.
One suggestion in Japan would be to prepare people for obstacles. This approach in Japan is helpful because many times Western companies undertake challenges that are incredibly tough and team members are often ready to give up on an idea at the slightest sign of difficulty.
Help to exploit choices…a manager’s team has to know they have permission to stretch and the license to dare even though they may fail…with that license they can commit to a task with no reservation.

]]></content:encoded>
		<wfw:commentRSS>http://gentemann.bloghi.com/2008/03/13/gentemann-on-ge-s-learning-organization.html#comments</wfw:commentRSS>
	</item>
	<item>
		<title>Gentemann on Mobile Telephony in the Japan Market</title>
		<link>http://gentemann.bloghi.com/2008/03/13/gentemann-on-mobile-telephony-in-the-japan-market.html</link>
		<comments>http://gentemann.bloghi.com/2008/03/13/gentemann-on-mobile-telephony-in-the-japan-market.html#comments</comments>
		<pubDate>Thu, 13 Mar 2008 07:24:35 +0000</pubDate>
		<guid>http://gentemann.bloghi.com/2008/03/13/gentemann-on-mobile-telephony-in-the-japan-market.html</guid>
		<description> The mobile telephony landscape in Japan is very sophisticated and changes more rapidly than in any other country in the world. New technologies have been introduced so that customers can use the phone almost with the same functionality of a credit...</description>
		<content:encoded><![CDATA[The mobile telephony landscape in Japan is very sophisticated and changes more rapidly than in any other country in the world. New technologies have been introduced so that customers can use the phone almost with the same functionality of a credit card and certainly vendors have made mobile phones as functional as cash earning the nickname “e-wallet.”  
      A case in point the extensive train system throughout the country now allows its riders to board the train and pay for his or her fare at the seat. Scanning devices are above each seat next to the reading lamps. Even the common Coca-Cola vending machines accept the e-wallet that can be embedded in every mobile handset in Japan.  There are over 1.5 million of these type vending machines.  The “Smart” pumps at Exxon Mobile stations, toll-booths on the freeway, theater tickets and so on are all mobile phone payment accessible. Clients cannot afford not to explore this opportunity before their competitors embark on a faster track to potential consumers.
     Toward that end it is extremely important that brands deliver a snapshot of the relevant mobile or m-commerce and securities technologies and how they could impact the future development of their businesses.
 Craig Courter, COO of Baker McKenzie, said, “We live in an ideas jungle…. the most important skill a project manager can bring to bear is the ability to sort, categorize and prioritize all of the ideas…only then can you implement a change that truly advances your strategy.” In the mobile telephony industry there is truly a jungle of new ideas. 

]]></content:encoded>
		<wfw:commentRSS>http://gentemann.bloghi.com/2008/03/13/gentemann-on-mobile-telephony-in-the-japan-market.html#comments</wfw:commentRSS>
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		<title>Gentemann on passenger rail privatization: A lesson from Japan</title>
		<link>http://gentemann.bloghi.com/2008/03/11/gentemann-on-passenger-rail-privatization-a-lesson-from-japan.html</link>
		<comments>http://gentemann.bloghi.com/2008/03/11/gentemann-on-passenger-rail-privatization-a-lesson-from-japan.html#comments</comments>
		<pubDate>Tue, 11 Mar 2008 08:51:44 +0000</pubDate>
		<guid>http://gentemann.bloghi.com/2008/03/11/gentemann-on-passenger-rail-privatization-a-lesson-from-japan.html</guid>
		<description> Even though passenger rail is supported by national governments in the rest of the world, the Bush administration proposed shutting down U.S. intercity passenger rail service by zeroing out funding for Amtrak in fiscal year 2006.
The Bush budget...</description>
		<content:encoded><![CDATA[Even though passenger rail is supported by national governments in the rest of the world, the Bush administration proposed shutting down U.S. intercity passenger rail service by zeroing out funding for Amtrak in fiscal year 2006.
The Bush budget proposal came during a fierce debate over how to reform the U.S. passenger-rail system. Some proponents of privatizing Amtrak have pointed to privatization efforts in other countries, including Japan, as proof that Amtrak could also be privatized. Are there lessons U.S. policymakers can learn from the Japanese experience with privatization?
In the mid 1980s, Japan National Railways (JNR) was a monolithic national monopoly with an operating deficit, huge debt, declining ridership, high fares, poor service and political interference. In other words, JNR had many of the same problems that plague Amtrak today.
In its place, the Japanese government created six separate private passenger-rail companies to serve different regions of the country. Three of the six companies that served rural areas would be eligible for a yearly operating-deficit subsidy from a revolving government fund. The other three companies, which largely served urban areas, were expected to cover their operating costs. Each private company would be responsible for both rail operations and infrastructure management.
By most measures, privatization in Japan has been a success. Since privatization, yearly profits for the three main companies have increased to between $600 million and $2 billion, accidents have decreased by close to 50 percent, fares are stable, the number of rail employees has been reduced by 50,000 and ridership as measured by passenger-kilometers has risen by nearly 20 percent.
However, any discussion of Japan’s privatization efforts must also note the Japanese government’s role in financing rail infrastructure projects and the operating deficits of rural railroads.
While the Bush administration’s proposal would effectively destroy passenger rail in the United States, the Japanese government has launched an ambitious effort to expand high-speed rail service over the next 10 years. The cost, close to $30 billion, will be funded by the national government, local governments and revenues generated from existing high-speed lines. When construction is complete, the new lines will be owned by the government and leased to the rail companies. The same private rail company that manages operations will also manage maintenance for the new high-speed lines.
Obviously, there are limitations in comparing the U.S. and Japan rail systems. Japan is especially well-suited for rail because of its high population density and short distances between major cities. Furthermore, in the current budgetary climate it is impractical to believe that the United States could build the type of dedicated high-speed rail network in its high-density corridors that Japan possesses.
Yet the main difference between the Japan and U.S. rail systems is political. The United States has never had the political will to make the necessary infrastructure investments to create a competitive rail system. Instead, from the time Amtrak was created in 1971, Congress has given the struggling railroad barely enough to survive from year to year.
As a result, Amtrak does not have enough money to fix its growing backlog of capital maintenance or promote a true high-speed rail system. In the Northeast Corridor alone, it is estimated that $28 billion is needed for rail infrastructure over the next 20 years, and billions more would be needed to implement higher speed rail.
As U.S. highways and airspace become more and more congested, the lack of investment in rail infrastructure has made it difficult for passenger rail to compete successfully with these other transportation modes (all of which receive much more federal subsidy).
By contrast, Japan has consistently poured billions of dollars into its rail infrastructure (even after privatization) and has created a competitive transportation alternative to plane and automobile travel.
The lesson from Japan is obvious: Intercity rail systems, whether private or public, need stable sources of public investment to be successful. Unfortunately, this simple fact is often ignored by advocates of privatization in the United States.
The administration’s legislation to privatize Amtrak does not guarantee any specific amount of federal funding for rail infrastructure. Without a specific dollar amount of stable, guaranteed funding, promises from the administration to rebuild the nation’s rail infrastructure ring hollow. An empty federal financial commitment in the name of “flexibility” for the states is a recipe for disaster.
As Japan has shown, successful passenger rail systems need more government investment, not less.

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		<title>Gentemann on Goal.com</title>
		<link>http://gentemann.bloghi.com/2008/03/06/gentemann-on-goal-com.html</link>
		<comments>http://gentemann.bloghi.com/2008/03/06/gentemann-on-goal-com.html#comments</comments>
		<pubDate>Thu, 06 Mar 2008 13:46:05 +0000</pubDate>
		<guid>http://gentemann.bloghi.com/2008/03/06/gentemann-on-goal-com.html</guid>
		<description> 
Goal.com is an Internet portal site that provides arguably the best content available in soccer.  Goal.com’s intention is to launch in the USA with a new USA centric site with eighty percent International content and twenty percent local content...</description>
		<content:encoded><![CDATA[
Goal.com is an Internet portal site that provides arguably the best content available in soccer.  Goal.com’s intention is to launch in the USA with a new USA centric site with eighty percent International content and twenty percent local content created by US sports journalists. . Goal.com also offers the most extensive soccer database and search engine for soccer facts and statistics.
Goal.com’s intention is to develop specific products and services for the local market such as forums, blogs, games, exclusive multimedia content, In addition Goal and its sponsors will strive to develop a strong community site to drive traffic.
According to Gian Luigi Longinotti-Boutoni CEO of Goal.com, “For the USA: the next big thing is soccer.” This big thing represents .a major opportunity for sponsors and advertisers.
The USA has the largest and wealthiest community in sports and few people realize how popular soccer has become within that market. Goal estimates that there are 50 million people following soccer in the USA now with 18.7 million players with the player’s average age hovering around 16 years of age. These players clearly represent the so-called “New Media Generation.”  Forty eight percent of the players are teenaged girls who could be considered the most influential and active consumers in the country now.
 	This is also a community largely ignored by traditional media. The entertainment: industry is waking up to the movement however releasing such movies as "Goal," "The Game of Their Lives," "Kicking and Screaming,” and "Green Street Hooligans." by Nick Hornsby.  This is obviously becoming a very passionate community so Goal.com’s launch into the US market comes at an opportune time. 
Sponsors will be able to reach this market with very cost efficient on line media communication when compared with TV, Radio, newspaper and magazine.  The advertising on the site will also be more effective due to the interactive qualities of online communication making the space on Goal.com much more valuable yet still more inexpensive that traditional media.
With the World Cup approaching in Africa and The USA’s National Team qualifying in the Olympics Goal.com’s launch in 2008 is critical to capture sponsorship dollars intended to promote products prior to the increased interest in soccer before the next World Cup.
One strategy that Goal.com will utilize to enhance revenue based upon the ceiling issue is to offer premium, micro-site advertising.  This type of advertising can be visitor interactive and create a reason for visitors to return to the Goal.com site and click through to the sponsor’s site.  This also keeps visitors on the site longer making their visit more valuable to sponsors
Also with the World Cup approaching sponsors are looking for more media exposure and Goal.com offers a highly targeted audience. The limited space available on Goal.com prior to World Cup will be more valuable in the immediate months prior to the event.
Goal.com will establish an evaluation process for the above metrics and both consumer and writer feedback, including timing.  Timing currently is almost daily as Goal.com is monitoring every facet of the launch carefully during the first three months of operation.  
In essence the site is in test mode and even sponsors are enticed to sponsor the site as a test for success. Goal.com is confident that once sponsors test the site and evaluate the results that they will become consistent advertisers on the site.  No acceptable margin of deviation for each measure has been set to date however Goal.com is flexible enough with its platform and staff writers to adjust within seven working days should additions or alterations to the content be needed.
The average growth in the previous markets has been a healthy twenty five percent per month any growth numbers below this benchmark would warrant investigation of Goal.com’s Search Engine Optimization plans and distribution partner’s performances





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		<title>Gentemann on Price Competition</title>
		<link>http://gentemann.bloghi.com/2008/02/22/gentemann-on-price-competition.html</link>
		<comments>http://gentemann.bloghi.com/2008/02/22/gentemann-on-price-competition.html#comments</comments>
		<pubDate>Fri, 22 Feb 2008 21:51:35 +0000</pubDate>
		<guid>http://gentemann.bloghi.com/2008/02/22/gentemann-on-price-competition.html</guid>
		<description> 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...</description>
		<content:encoded><![CDATA[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.  ]]></content:encoded>
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		<title>Gentemann on Mission Statements</title>
		<link>http://gentemann.bloghi.com/2008/02/22/gentemann-on-mission-statements.html</link>
		<comments>http://gentemann.bloghi.com/2008/02/22/gentemann-on-mission-statements.html#comments</comments>
		<pubDate>Fri, 22 Feb 2008 17:28:32 +0000</pubDate>
		<guid>http://gentemann.bloghi.com/2008/02/22/gentemann-on-mission-statements.html</guid>
		<description> 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...</description>
		<content:encoded><![CDATA[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.  ]]></content:encoded>
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		<title>Gentemann on Change Management at Nissan Japan</title>
		<link>http://gentemann.bloghi.com/2008/02/21/gentemann-on-change-management-at-nissan-japan.html</link>
		<comments>http://gentemann.bloghi.com/2008/02/21/gentemann-on-change-management-at-nissan-japan.html#comments</comments>
		<pubDate>Thu, 21 Feb 2008 07:58:54 +0000</pubDate>
		<guid>http://gentemann.bloghi.com/2008/02/21/gentemann-on-change-management-at-nissan-japan.html</guid>
		<description> 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...</description>
		<content:encoded><![CDATA[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)

]]></content:encoded>
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		<title>Gentemann on Starbucks in Japan</title>
		<link>http://gentemann.bloghi.com/2008/02/20/gentemann-on-starbucks-in-japan.html</link>
		<comments>http://gentemann.bloghi.com/2008/02/20/gentemann-on-starbucks-in-japan.html#comments</comments>
		<pubDate>Wed, 20 Feb 2008 07:25:02 +0000</pubDate>
		<guid>http://gentemann.bloghi.com/2008/02/20/gentemann-on-starbucks-in-japan.html</guid>
		<description> 
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...</description>
		<content:encoded><![CDATA[
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.

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		<title>Gentemann on the Denim Market in Tokyo</title>
		<link>http://gentemann.bloghi.com/2008/02/18/gentemann-on-the-denim-market-in-tokyo.html</link>
		<comments>http://gentemann.bloghi.com/2008/02/18/gentemann-on-the-denim-market-in-tokyo.html#comments</comments>
		<pubDate>Mon, 18 Feb 2008 06:33:21 +0000</pubDate>
		<guid>http://gentemann.bloghi.com/2008/02/18/gentemann-on-the-denim-market-in-tokyo.html</guid>
		<description> 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 &quot;Welcome to...</description>
		<content:encoded><![CDATA[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  ]]></content:encoded>
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		<title>Gentemann on Japanese Advertising Creativity</title>
		<link>http://gentemann.bloghi.com/2008/02/12/gentemann-on-japanese-advertising-creativity.html</link>
		<comments>http://gentemann.bloghi.com/2008/02/12/gentemann-on-japanese-advertising-creativity.html#comments</comments>
		<pubDate>Tue, 12 Feb 2008 00:43:47 +0000</pubDate>
		<guid>http://gentemann.bloghi.com/2008/02/12/gentemann-on-japanese-advertising-creativity.html</guid>
		<description> 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...</description>
		<content:encoded><![CDATA[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.   ]]></content:encoded>
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		<title>Gentemann on East versus West Advertising Strategies in Japan</title>
		<link>http://gentemann.bloghi.com/2008/02/09/gentemann-on-east-versus-west-advertising-strategies-in-japan.html</link>
		<comments>http://gentemann.bloghi.com/2008/02/09/gentemann-on-east-versus-west-advertising-strategies-in-japan.html#comments</comments>
		<pubDate>Sat, 09 Feb 2008 21:24:59 +0000</pubDate>
		<guid>http://gentemann.bloghi.com/2008/02/09/gentemann-on-east-versus-west-advertising-strategies-in-japan.html</guid>
		<description> 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...</description>
		<content:encoded><![CDATA[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?”  ]]></content:encoded>
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