Once upon a time in a previous life, I worked for a prestigious Japanese management consulting firm that was trying to make headway in the U.S. market. The company was originally affiliated with Japan’s Ministry of International Trade and Industry (通産省) but eventually became a for-profit entity in the early 1980s. As lean-manufacturing concepts spread to other countries in the 80s and 90s, our company started branching out as well, with the goal of becoming a “global player.”
The company had a great product, a “better mousetrap” if you will. But it wasn’t nearly enough to get the world to beat a path to our door. In the end, we would prove to be a victim of our success in Japan.
For starters, our company had no incentive to actively market and sell its services in Japan since its history and former affiliation with the Japanese government served as a badge of prestige that almost ensured clients would beat a path to our door. Would-be Japanese clients would actually come to the company, bow their heads and humbly ask for help. A wonderful situation to be in. If you’re a prestigious, well-known entity in Japan.
Unfortunately, this same company had zero name recognition abroad much less prestige. It didn’t help that it never once felt the need to establish a marketing culture to maintain a sustainable client base; it also didn’t help that the company didn’t grasp what it meant to be “global.” But perhaps the bigger problem was that no one seemed to understand what the concept of “marketing” meant.
On the positive side, we managed to snag some high profile clients early on, clients that kept us busy, although not nearly enough to sustain us long-term. So one fateful day, my Japanese boss marched into the morning meeting and announced that we were going to “spend the day marketing.”
It’s worth mentioning here that marketing has never been my area of expertise, and at best, I know just enough to be dangerous. But even to me, something sounded a bit off about “spending the day marketing.” My notion of marketing conjured up images of research, strategy, and planning, although admittedly, I was fuzzy on the details and execution. And yet, I knew intuitively that marketing wasn’t a thing you just randomly decide to do on a given day.
Still, I naively entertained the possibility that my Japanese colleagues were wiser than me and had some magical, counter-intuitive Zen marketing ideas up their sleeves. This thinking only served to set me up for a big letdown. For when my Japanese boss told us what was in store for us that day, I could almost hear the writing getting etched on the proverbial wall.
I eventually left that company for a better career opportunity long before that ship started sinking. Amazingly the company hung on for more than ten years before finally pulling the plug. What’s unfortunate is that, even with a great product, the company was unable to adapt to the new reality, very disappointing since there was so much potential. Management had no clue how to scale.
Below is the exchange that happened that fateful day, along with my (admittedly imperfect) analysis. I welcome feedback from any marketing experts out there on how best to “fill in the cross-cultural blanks” below the linguistic surface.
Copyright © Tim Sullivan 2019