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    Garrard Japan PDF

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    Vindhya Shanker
    Garrard is a large European multinational food company with over $100 billion in annual revenue. It has a presence in most countries through several hundred factories and 250,000 employees. While globalization allows Garrard to achieve economies of scale, localization is also important to adapt products to local tastes and markets. Garrard's strategy in Japan involves a combination of global and local approaches. Its Japanese subsidiary, established in the 1930s, generates $4 billion in annual sales. While 60% of products are imported, it also sources $1.4 billion locally each year. Surveys show Japanese view multinationals as providing better quality products but they must balance global and local interests. Moving

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    Garrard Japan PDF

    Uploaded by

    Vindhya Shanker
    339 views40 pages
    Garrard is a large European multinational food company with over $100 billion in annual revenue. It has a presence in most countries through several hundred factories and 250,000 employees. While globalization allows Garrard to achieve economies of scale, localization is also important to adapt products to local tastes and markets. Garrard's strategy in Japan involves a combination of global and local approaches. Its Japanese subsidiary, established in the 1930s, generates $4 billion in annual sales. While 60% of products are imported, it also sources $1.4 billion locally each year. Surveys show Japanese view multinationals as providing better quality products but they must balance global and local interests. Moving

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    Garrard is a large European multinational food company with over $100 billion in annual revenue. It has a presence in most countries through several hundred factories and 250,000 employees. While globalization allows Garrard to achieve economies of scale, localization is also important to adapt products to local tastes and markets. Garrard's strategy in Japan involves a combination of global and local approaches. Its Japanese subsidiary, established in the 1930s, generates $4 billion in annual sales. While 60% of products are imported, it also sources $1.4 billion locally each year. Surveys show Japanese view multinationals as providing better quality products but they must balance global and local interests. Moving

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    339 views40 pages

    Garrard Japan PDF

    Uploaded by

    Vindhya Shanker
    Garrard is a large European multinational food company with over $100 billion in annual revenue. It has a presence in most countries through several hundred factories and 250,000 employees. While globalization allows Garrard to achieve economies of scale, localization is also important to adapt products to local tastes and markets. Garrard's strategy in Japan involves a combination of global and local approaches. Its Japanese subsidiary, established in the 1930s, generates $4 billion in annual sales. While 60% of products are imported, it also sources $1.4 billion locally each year. Surveys show Japanese view multinationals as providing better quality products but they must balance global and local interests. Moving

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
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    The document discusses Garrard, a multinational food company, and its strategies to balance globalization and localization, especially in Japan. Some of its strategies include promoting local sourcing, adapting products to local tastes, and striking a balance between centralization and decentralization.

    Garrard Japan adopted three main strategies - promoting the Garrard brand name locally, advertising general products while promoting company values and new products to achieve cost savings, and financing these strategies.

    The three core values of Garrard are: ensuring a consistent brand image and honest culture, enhancing customers' quality of life and contributing to a healthier future, and promoting equality, diversity and sustainability.

    GARRARD

    JAPAN
    global or local?
    MAY, 2021
    CONTENTS TEAM MEMBERS

    I.

    II.

    III.

    IV.

    V.
    I. ANTI-GLOBALIZATION STANCE
    Anti-Globalization
    Stance
    • Refers to the movement whose participants are
    opposed to capitalism and globalization.
    • Has caused a few disadvantages for multinational
    enterprises.
    Anti-Globalization Stance

    Bilateral trade
    Protectionism was State capitalism
    agreements were
    on the rise. increased.
    gaining ground
    over multilateral
    trade agreements.
    PREPARATION
    Of an Multinational Enterprise
    Launch a management program to strike a
    balance between globalization and localization.

    Three goals: unifying data management protocols, harmonizing business processes, and standardizing
    information technology (IT) platforms.

    Use a management tool that ensures all who are involved in planning for enterprise's future—
    irrespective of their location—speak the same language.

    Use local sourcing, local manufacture and local distribution for foreign factories of multinational
    enterprises.
    II. GLOBALIZATION STRATEGY
    Constitution of Globalization in Food Industry

    DEMOGRAPHICS NEW DISTRIBUTION CHANNELS

     

     




    Constitution of Globalization in Food Industry

    PRODUCT PORTFOLIO GLOBAL MARKET SHARE

     


    III. GARRARD S.A
    GARRARD S.A
    European-based multinational enterprise (MNE)

    One of the world's largest packaged foods companies by revenue


    (nearly $100 billion in 2016)

    Over a dozen brands in portfolio with sales of more than a


    billion dollars each

    Several hundred factories in most countries


    250,000 employees
    Globalization
    The spread of products, technology,
    information, and jobs across nations
    (Investopedia, 2020)
    3 DRIVING FORCES

    GLOBAL MARKET SHARE TECHNOLOGICAL CHANGE CULTURAL EXCHANGE

      

     


    Localization
    The process of adapting a product or service to
    a specific locale (Gala Global, 2020)
    4 DRIVING FORCES

    ANTI-GLOBALIZATION STANCE LOCAL TASTE PREFERENCE

     


    4 DRIVING FORCES

    SOCIAL CHANGE BUSINESS POSITIONING

     


     
    HARD ELEMENTS

    STRATEGY

    STRUCTURE

    SYSTEMS
    STRATEGY o Distribution was disrupted and need a proper
    management
     Relocating line managers with track
    records
    o Encourage local companies to be flexible and
    adaptive

    o New products before getting launched had to be


    validated locally.

     They corporate’s strategy was also very flexible, adaptive, clearly defined and competitive pressure

     Well performance, guide actions, adaptable to market changes


    STRUCTURE
    o Garrard used a combination of hierarchical structure
    and matrix structure
    The hierarchical prevailed businesses that were
    homogenous across market

    The matrix prevailed in businesses require


    decentralization.
    o New products before getting launched had to be
    validated locally.

    Garrard
     Supports decentralization decision making
     Helps Garrard run things smoothly and improve coordination between departments
    SYSTEMS
    o Launched IBA to help strike a balance between
    globalization and localization

    o System concludes to resolution for conflict disputation

    > The company’s executive board met monthly

    > All the country managers would meet at HQ every two


    years
    o New products before getting launched had to be
    validated locally.

     The system organized by Garrard is defined and demarcated. This helps organizations to align
    and work in harmony towards the greater business goals and targets.
    SOFT ELEMENTS

    STAFF

    SKILLS

    SHARED VALUE

    STYLE
    STAFF
    o All entry-level jobs at Garrard were local

    o Garrard also recruited country managers to be the employees in the HQ

     The things that all entry level jobs were recruited with local people helps in operating global and locally tasks and
    responsibilities.

     Using managers as managers at HQ helps the company succeed in producing products line and more operated
    systems.
    SKILLS
    o All employees are given in house training to familiarize themselves with the company and its values.

    o Garrard has defined tasks and job roles and hires and trains employees for skill levels accordingly with
    respect to those.

     Garrard chose young employees because they fresh and high energy
    STYLE
    o Garrard go with both decentralization and centralization style

     Garrard has a participative leadership style


    SHARED
    VALUES
    o 3 core values:
     Equality
     Diversity
     Sustainability

     This is to ensure a consistent, and reliable brand image, as well as an honest organizational culture

     Garrard enhanced the customer’s quality of life and contributed to a healthier future
    IV. GARRARD JAPAN
    GARRARD JAPAN

    1930s: launched

    2016: generated sales of $4 billion

    20 manufacturing, sales, and distribution sites


    60% of Garrard Japan’s finished products were imported from
    30 of its subsidiaries
    6,000 people employed in various roles and sourced
    $1.4 billion worth of Japanese products and services annually.
    Mr. Tanaka
    A Japanese

    1990 sales and marketing

    2013 became the subsidiary’s president and CEO

    11 employees reporting directly to him:


    4 product heads
    7 function heads.
    GARRARD JAPAN,
    GLOCAL SURVEY HIGHLIGHTS
    AUGUST 2017

    94% 67% 70%


    possible for a global MNEs provided better, MNEs championed
    company to act in higher quality products at research and
    local interests. more competitive prices development
    than smaller, local firms
    RATING ON GLOCAL SCALE

    Acting in self- Acting in the best Striking a balance Average rating on


    MNE # interest interests of the local between the two glocal scale
    community

    1 40% 42% 18% 4.0


    2 40% 46% 14% 3.9
    3 42% 42% 15% 3.8
    4 43% 43% 14% 3.8
    5 47% 38% 15% 3.6

    *6 48% 39% 13% 3.5


    7 49% 42% 9% 3.4
    8 48% 43% 9% 3.4
    9 49% 42% 9% 3.3
    10 50% 42% 8% 3.3

    median ranking among its peers in the


    consumer packaged goods (CPG) industry
    RATING ON GLOCAL SCALE

    48% 39% 13% 3.5


    Acting in Acting in the best Striking a Average rating on
    self- interest interests of the balance glocal scale
    local community between the two
    STRATEGIES
    1

    3
    V. STRATEGY EXECUTION
    promote the brand name:

    GARRARD
    SECONDLY,
    FINALLY,
    Advertise general products - company value
    core and new products
    => cost-saving
    GARRARD S.A SHOULD FINANCE THESE STRATEGIES
    THANK YOU FOR YOUR ATTENTION.

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