The Creation of a Cheap Golf Club Company and the Entry into the Japanese Market The Creation of a Cheap Golf Club Company and theEntry into the Japanese Market Hole 1 golf clubs Introduction One of the ways through which businesses and organizations ensure that they maintain the necessary competitive advantage among their competitors is through expansion. This can be achieved by entering into new markets. Most of the time, they are international markets. Although this step is aimed at ensuring that there is growth in the activities of the organization in relation to a broader market, there are also some challenges experienced with international expansion.
Among these are the different cultural values and the varied policies placed by the government. This will be the case to be expected by the Hole 1 golf clubs as they aim at venturing into the Japanese market, which is one of those with a unique culture from that of other companies (Takeuchi, 2000). The planned entry strategy The planned entry strategy for this company in the effort to establish a new entry into the Japanese market is to create products that can be afforded by most of the people in Japan.
It is a belief that golf is a sport played by wealthy people. In essence, most of the golf facilities are priced higher in the Japanese market in comparison to other parts of the world that include the U. S. However, with this strategy, it can be relatively easy for a number of the willing people in Japan to play golf. This will mean that they will be in a position to obtain quality materials and equipment at a cheaper price than that offered by other companies in other countries.
As such, individuals from the middle class or other lower classes will get the opportunity to take part in the sport. It is an appropriate strategy as it will ensure that a larger market will be attracted in the industry of playing golf. This is mainly because; the company aims at the strategy of entering into the Japanese market to assist those who were not capable of participating in the sport earlier. Therefore, it is aimed at providing assistance to the beginners until they become proficient (Petrison, Ariga & Wang, 2004).
From a company that only sells its products in the United States, there should be a strategy on how to move them to the Japanese market or bring the market closer to the region. There have been several failed attempts, by most of the companies in the U. S, to penetrate the Japanese market (Gibbert, 2010). Environment The Hole 1 golf club company plans to make an entry strategy into the Japanese market. Some of the unique and critical; factors that are likely to be experienced include a difference of the golf culture, varied perceptions in the craftsmanship of the sport and the quality of the game in different countries.
A number of foreign companies have made attempts to succeed, establish themselves and gain entry in the Japanese golf market. However, they have faced several challenges that have to be overcome in order to achieve success (Pike & Barnes, 1996). The Culture of Golf in Japan The national obsession with golf in Japan has created a monster of some kind in the golf club located in America.
The business is most specifically found in a small segment that deals with the classic golf clubs. These were produced between the periods of 1940 to 1960. The cultural profile of the local area in the Japanese market is made up of individuals who prefer high quality materials and equipment. Most of them can be spotted with the premium shafts that include the Mitsubishi Rayon golf shafts and the Graphite design Tour Ad shafts. They include the real performance shafts that are made up of the highest material and quality (Lutz, 2014).
There are a number of stakeholders who are mainly concerned with the culture issues in the Japanese golf market. These can be divided in a number of components. They include the workers who will have to learn the different cultural practices of the Japanese. They should understand the quality and prices of most of the equipment that are used in golf sporting in Japan. It is important for them to note that Japanese prefer the high quality and durable materials.
Most of the time, they can only be obtained at a much higher price than those in other parts of the world. However, with the strength of the Japanese Yen, these prices tend to be less than those found in other regions such as the United States. The workers also need to learn the preferences and tendencies in Japan. This will help to create appropriate relationships between them and their customers as well as their fellow employees. In addition, the government is expected to play a greater role in attempting to support the initiative by the Hole 1 golf company.
They should come up with policies and regulations that ensure the smooth operations of the business. Most of these should be related to the governance of the golf sport in other countries. In addition, it should be made possible to move the related goods from their countries of manufacture and sales (Klein & Iammartino, 2010). These include the United States and China. In this sense, it should ensure that there are proper international business laws to govern the transport and sales of various goods.
The suppliers are also concerned with the change in culture as they will have to study, learn and understand the different culture of Japanese with regard to golf sporting. Suppliers should employ the traditional and direct approaches to help them to be successful. Furthermore, there are also the distributors to be considered as a result of the great structural change experienced in the distribution of goods and other products. They play an important role in the determination of unique strategies in the sense that they will need to adopt technological advancements that include the use of social media and the application of direct marketing strategies.
The use of direct marketing channels is one of the ways through which the company can apply various strategies that will enable them to enter the Japanese market (Edward, 2005). Organization chart and operations The organization of the Hole 1 golf club in Japan will take place in different forms within which a large number of other facilities and services will be included. They may include the spas, stables, and trails for horseback riding, various ranges for the performance of skeet, archeries and rifles as well as the skating rinks and cross-country skiing trails.
The recreational facilities among the other main activities of golfing require the proper management of leaders who are supposed to act within their hierarchical positions. These is illustrated within the chart below Structural organization and operations of Hole 1 Golf club company in Japan The performance of the various activities will require the input from various levels of management. However, they need to include the members who are expected to make the final decisions.
Decisions will be made from the lowest to the highest levels of the organization. This will ensure that there is specification in the different areas that possess a head each. Conclusion Many of the golf appliances such as the shafts cost as much as they do in the U. S as they are in Japan. It is in this case, that the golf market and products in Japan remain to be among the elements that cannot keep pace with the insatiable demand in Japan. A number of factors play a role in ensuring the smooth performance of the business by the company.
The workers, government, suppliers and distributors must understand the variations in culture and work towards their enhancement. In addition, all the stakeholders must play their respective roles to ensure that the Hole 1 golf company attains success in its activities. References Edward A. M. (2005). “Hospitality Management: A Study of Burnout in Private Club Management”. Pepperdine University, Malibu, California. Gibbert, M. (2010). Strategy making in a crisis: from analysis to imagination. Cheltenham; Northampton, MA : Edward Elgar. Klein, J.
P., & Iammartino, R. B. ( 2010). Getting started in security analysis. Hoboken, N.J. : Wiley. Lutz, D. (2014). The Japanese in the U. S golf market. The Golfdom magazine. Retrieved 7 December 2014 from http: //archive. lib. msu. edu/tic/golfd/article/1973may21.pdf Petrison, L. A., Ariga, M. & Wang, P. (2004), Strategies for penetrating the Japanese market. A comparison of traditional and direct marketing distribution channels. Journal of Direct Marketing 8: 44–58. Pike, J., & Barnes, R. (1996). TQM in action: a practical approach to continuous performance improvement. New York: Chapman & Hall. Takeuchi, K. 2000. Problems in expanding Japan’s imports of manufactures from developing economies: A survey.
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