The overseas subsidiaries of a major Japanese electronics company wanted to refresh the brand, vision and values of the company, so that they would be understood and acted upon around the world, and unify a disparate group of acquisitions.
Who are our counterparts in Japan? Who should be on our global marketing team from Japan? Who can be our spokespeople?
How do we make proposals and gain approval from Japan headquarters? How do we communicate progress to Japan? What kind of meetings should we have with our Japanese colleagues?
How was the corporate brand seen in Japan? What strategies and visions did executives in Japan want to communicate? How can this be translated into English?
Rudlin Consulting’s involvement, and the outcomes:
The lack of counterparts in Japan was the most immediate problem. Marketing as understood in the West did not exist in the Japanese company. There was no marketing division. We helped link up with the relevant people in the headquarters and facilitated the building of an external relations and social media global team and developed a group of trained global spokespeople, Japanese and non-Japanese.
Nemawashi, ringi and the mid term plan cycle needed to be understood. Monthly teleconferencing, with a predictable agenda and face to face meetings wherever possible. Using the Japanese concept of “Horenso” to report, update and discuss.
Rudlin Consulting circulated English summaries of the articles in the Japanese media on the company and internal documents and presentations in Japanese that were circulating in Japan headquarters, to make sure that any proposals from overseas were in alignment with the headquarters’ thinking.
Last updated by Pernille Rudlin at .