Yves Rocher in Japan
EXECUTIVE SUMMARY………………………………………………………………………………………………3
COMPANY PROFILE……………………………………………………………...…………………………………….4
1.0 JAPAN’S PROFILE………………………………...………………………………………………………………..5 1.1 Introduction 1.2 Cultural profile 1.3 Market Opportunity
2.0 BUSINESS ISSUES……………………………………………………………………………...…….…...…… 10
2.1 Negotiation
2.2 Management
2.3 Communication
CONCLUSION……………………………………………………………………………………………………………14
EXECUTIVE SUMMARY
Yves Rocher, leader company in the based-plant cosmetics, has a strong international dimension, as it already exists in 80 countries. The committed brand is well known, almost worldwide, for its bio and affordable products.
These values fit perfectly the Japanese vision of beauty and aesthetics. This embodies clear market opportunity for Yves Rocher, which hence our will to enter this market.
However, Japanese culture has special features that are important to study and to connect with our company profile, before operating in the country: * Japanese have a strong team spirit, that’s why it’s really important for Japanese employees to have a defined group’s identity, cohesion and objectives on their workplace. * Traditions, respect of nature and beauty play a big role in the every day life of Japanese residents. That’s why the environmental commitment of Yves Rocher must be a notion explained to the employees, to federate them to the brand. * A high level of education is culturally crucial for the Japanese. A large number of employees have the executive status, and well-known universities graduate each year future efficient executives. This would enable Yves Rocher to share decision-making decisions to the local executives.
This report also analyse the cultural differences that could raise issues within the business, and give recommendations to avoid it: * Negotiation process takes a longer time in Japan, as decisions must be confirmed by superiors. To deal with this issue,
COMPANY PROFILE……………………………………………………………...…………………………………….4
1.0 JAPAN’S PROFILE………………………………...………………………………………………………………..5 1.1 Introduction 1.2 Cultural profile 1.3 Market Opportunity
2.0 BUSINESS ISSUES……………………………………………………………………………...…….…...…… 10
2.1 Negotiation
2.2 Management
2.3 Communication
CONCLUSION……………………………………………………………………………………………………………14
EXECUTIVE SUMMARY
Yves Rocher, leader company in the based-plant cosmetics, has a strong international dimension, as it already exists in 80 countries. The committed brand is well known, almost worldwide, for its bio and affordable products.
These values fit perfectly the Japanese vision of beauty and aesthetics. This embodies clear market opportunity for Yves Rocher, which hence our will to enter this market.
However, Japanese culture has special features that are important to study and to connect with our company profile, before operating in the country: * Japanese have a strong team spirit, that’s why it’s really important for Japanese employees to have a defined group’s identity, cohesion and objectives on their workplace. * Traditions, respect of nature and beauty play a big role in the every day life of Japanese residents. That’s why the environmental commitment of Yves Rocher must be a notion explained to the employees, to federate them to the brand. * A high level of education is culturally crucial for the Japanese. A large number of employees have the executive status, and well-known universities graduate each year future efficient executives. This would enable Yves Rocher to share decision-making decisions to the local executives.
This report also analyse the cultural differences that could raise issues within the business, and give recommendations to avoid it: * Negotiation process takes a longer time in Japan, as decisions must be confirmed by superiors. To deal with this issue,