The primary focus of this paper is marketing the IBM PCjr. in Japan. The areas of discussion include competition, demand and saturation, Japanese advantages, corporate image, and pricing. The broad scope of this paper addresses marketing of personal computers in foreign countries, in general.
Foreign markets are increasingly attractive to U.S. corporations due to an increased demand for U.S. goods, a weak U.S. dollar, and virgin territories not yet exposed to U.S. products. Further, almost all the major computer companies find it necessary to have a regional headquarters within Asia for the important Asia-Pacific market. Marketing strategy in foreign markets is similar to that employed in the United States. A successful marketing strategy includes market research of customer preferences, campaign design, and follow-up research and analysis (Shane, 1988, p. 155).
Corporations can assure success in foreign markets by developing products for the global market and marketing them for local markets. Assuring success in global markets involves identifying trends early, helping to develop young local markets, as well as becoming familiar with consumer demographics and buying habits. Other important considerations include overcoming local language barriers, negotiating marketplace barriers, and developing proper business resources and infrastructures. In brief corporations must carefully analyze local markets, paying attention to such demographic factors as local competition, relative demand, import restrictions, telecommunications efficiency, cultural sensibilities, and per capita income Koepfler, 1989, p. 46). The remainder of this paper addresses these strategies while focusing on those utilized by IBM when it unsuccessfully marketed the PCjr.
U. S. corporations have turned to alliances with domestic and foreign competitors to enhance leverage in the global marketplace by learning to share power and control in return for...