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Japanese Marketing Strategies in the U.K: A Comparative Study†

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  • P Doyle

    (University of Warwick)

  • J Saunders

    (University of Warwick)

  • V Wong

    (University of Warwick)

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    Abstract

    Hypotheses about Japanese marketing are examined using a matched sample of British companies and their major Japanese competitors. Japanese subsidiaries in Britain are shown to be much more market-oriented, more single-minded in their pursuit of market share and more alert to strategic opportunities than their British counterparts. Organizationally, however, their subsidiaries are more like successful British companies than the Japanese stereotype. Differences in performance between the two groups appear due to marketing skills rather than national culture.© 1986 JIBS. Journal of International Business Studies (1986) 17, 27–46

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    Bibliographic Info

    Article provided by Palgrave Macmillan in its journal Journal of International Business Studies.

    Volume (Year): 17 (1986)
    Issue (Month): 1 (March)
    Pages: 27-46

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    Handle: RePEc:pal:jintbs:v:17:y:1986:i:1:p:27-46

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    Web page: http://www.palgrave-journals.com/

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    Cited by:
    1. Li, Tiger & Cavusgil, S. Tamer, 1995. "A classification and assessment of research streams in International Marketing," International Business Review, Elsevier, vol. 4(3), pages 251-277, September.
    2. Chandra, Ramdas & Newburry, William, 1997. "A cognitive map of the international business field," International Business Review, Elsevier, vol. 6(4), pages 387-410, August.
    3. Lages, Luis Filipe & Mata, Jose & Griffith, David A., 2013. "Change in international market strategy as a reaction to performance decline," Journal of Business Research, Elsevier, vol. 66(12), pages 2600-2611.

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