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dc.contributor.advisorMichael Cusumano.en_US
dc.contributor.authorYamamoto, Kanen_US
dc.contributor.otherSloan School of Management.en_US
dc.coverage.spatiala-ja---en_US
dc.date.accessioned2015-09-29T18:59:50Z
dc.date.available2015-09-29T18:59:50Z
dc.date.copyright2015en_US
dc.date.issued2015en_US
dc.identifier.urihttp://hdl.handle.net/1721.1/99042
dc.descriptionThesis: M.B.A., Massachusetts Institute of Technology, Sloan School of Management, 2015.en_US
dc.descriptionCataloged from PDF version of thesis.en_US
dc.descriptionIncludes bibliographical references (pages 100-103).en_US
dc.description.abstractSome scholars argue that Japanese companies show excellence in developing operational effectiveness but rarely have strategies (e.g., Porter, 1996). One reason might be the persistent mindset (especially among large companies), formed during Japan's rapid growth period, which prioritized the pursuit of effective production and broad distribution of products to fully realize market growth, rather than adopting a distinct competitive strategy. Although the Japanese economy has been stagnant for more than two decades, the above-described mindset remains deeply embedded in the guise of "continuous improvement" or "customers are everything"- strategies that are still found across many Japanese industries. Another reason for the lack of strategies relates to the fact that, during the economic stagnation, an increasing number of companies have diversified their business portfolio in the search for new growth opportunities overseas. While globalization itself is a reasonable option even inevitable for some industries-implementing such a corporate strategy can lead some companies to vague business strategies. Moving into another industry can make management even more complicated (Markides, 1999), requiring that the strategy of each business must be given considerable attention when a firm embarks on globalization. This thesis explores Kirin's strategy for its Japanese beer business based on the factors described above. Although each player in the beer business worked hard to improve its product development and customer-facing skills in order to survive in a market that has been in decline for the past nearly twenty years, in the end every player competes fiercely for the same customers while offering similar products in the same fields. Ironically, this homogeneous effort maintains commoditization of the entire market over the long run. Product strategies or operational improvements are not enough to move away from this conundrum; Kirin needs a new business strategy, immediately. Therefore, the aim of this thesis is to explore what distinct strategic position(s) Kirin should adopt and what type of organizational system it should develop in the future. Through my analysis of Kirin using strategic frameworks and case studies, I found that Kirin has managed to survive the competition so far, cultivating many and varied capabilities in response to external changes. However, to deal with possible mid- and long-term changes in the beer market and the business model currently in place, Kirin has to review its strategic position and reform its organizational environment to focus on the development of new capabilities. Note: The views expressed in this thesis are solely my own and do not necessarily reflect the views of Kirin Holding Co. Ltd., my employer.en_US
dc.description.statementofresponsibilityby Kan Yamamoto.en_US
dc.format.extent103 pagesen_US
dc.language.isoengen_US
dc.publisherMassachusetts Institute of Technologyen_US
dc.rightsM.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.en_US
dc.rights.urihttp://dspace.mit.edu/handle/1721.1/7582en_US
dc.subjectSloan School of Management.en_US
dc.titleKirin : business strategies for the Japanese beer marketen_US
dc.title.alternativeBusiness strategies for the Japanese beer marketen_US
dc.typeThesisen_US
dc.description.degreeM.B.A.en_US
dc.contributor.departmentSloan School of Management.en_US
dc.contributor.departmentSloan School of Management
dc.identifier.oclc921472686en_US


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