Yves Rocher in Japan

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  • Topic: Japan, Japanese culture, Asia
  • Pages : 13 (4049 words )
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  • Published : May 5, 2013
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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, managers must clearly identify the hierarchy system. Also, Japanese are not demonstrative and practice silence during negotiation, which raise difficulties to acknowledge their interests. * Yves Rocher managers should pay particular intention to management differences explored through the Hofstede theory. * To adapt ourselves to the Japanese relationship codes, the Trompenaar theory shows us that the communication should be strictly objective, not express much emotions, but that the creation of a good group atmosphere is crucial. Also special treatments must be avoided.

THE COMPANY PROFILE

Created in 1959 in a small town of Brittany (France), Yves Rocher is the international leader company on the market of plant-based cosmetics. It belongs to Yves Rocher Group and generates 64% of the group’s turnover with a result of more that 1,4 billions euros. The brand exists now in more than 80 countries with almost 2000 outlets retails worldwide. The company has developed during the 50 last years, a unique expertise and business model, which attracts feminine customers from all over the five continents. Indeed a long time before modern beauty-products began to work on plant biology, Mr Yves Rocher already made it highest priority. The brand has chosen to keep the control on every aspect of its operations: botanical and scientific research on plants, inventive ingredients development, raw material supplying, shipping and distribution worldwide.

By creating in 2009 the concept “L’Atelier Végetal” (the plant-based beauty studio) in all its stores, Yves Rocher clearly shows its positioning as bio and committed brand. The aim of its products is to enable the women to be pretty with the best of the plants and that the two (women and nature) respect each other.

Since the 70s, the company grows internationally with her own particular export strategy. First, directly-operated stores are created to make the brand known in the country and then, franchises are developed in...
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