A second pitfall stems from the basic concept of managing a company. The West considers management of a company as management of assets.
In Japan, the running of an enterprise stands for management of people. People, their craftsmanship and intelligence, make the company what it is. Management of people results in innovative research and development, smooth and efficient production, and correct marketing appreciation. The image of the corporation stands for the image of its personnel. It stresses that the product image alone is too weak and buffeted by R&D and competitive actions. Goods change so fast that it becomes imperative to focus on corporate image and integrate product image into this broader picture.
The general level of education of the Japanese and their wide spectrum of interests make them very receptive to national images. In addition, it must be noted that they are very proud of their own nation; consequently, their frame of reference will be more pronounced in terms of country of origin. The high level of information on history and current affairs, combined with sensitivity to nationalism, opens new ways for developing a marketing mix adapted to Japan.
When the Japanese encounter on their market a product based on advanced design and technology, it is to be expected that they will not only imitate it, but in the long run improve it. As a result, it is to be feared that foreign technology and quality, even carefully translated into image, will quickly lose appeal. However, when a foodstuff company such as Lipton's Tea (Unilever pic) states that it is the sole "Purveyor to the Royal Court of Great Britain," not even the Japanese can imitate this. This success points to new opportunities and not the least for small and medium-sized companies that have been excluded from the Japanese market because of geographic distance and related costs. Indeed, several characteristics of the national image, already recognized or still to be communicated, can be identified and integrated into the marketing mix.
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