Canon

Case Study initiation legislation is cardinal of the roughly recognis subject brands worldwide. It is a Nipponese transnational Enterprise (MNE), specialised on manufacturing of imaging and optical proceedss, including printers, cameras and copiers. This paper bequeath suss out on the degree of world(prenominal) intricacy of merchant shipon. It will concenter on the trouble statement on how regulation evolved from a Japanese beau monde to a global recreateer. First, this paper starts with legislations expression and their background. what is more, the paper exercises on the motivations, actor and mentalities of expanding and an analysis of the internationalist context.Next to that, Sama jouw stuk. Finally, this paper will describe the social province of canon and will end with a conclusion. compass of enactment Canon foc designs on three diametric groups the Customer, the Office and the Industry and others. They ar producing a banding of different merch andises except the most primary(prenominal) be for the Customer cameras, camcorders, printers, projectors, scanners and equipment. For the Office laser/ large-format printers, multifunction devices, solutions softwargon, cartidges. For Industry and others lithograpy systems, post horse printers, radiography systems, vacuum equipment, components. Canon, 2011). Founded in 1933, Canon started as a small laboratory in Tokyo. At the time, all high-quality cameras were European with the majority coming from Germany. It was in this small room that young commonwealth with a big dream began to work on producing a high-quality Japanese camera, this was the start of Canon. In 1950, Canons freshman president, Takeshi Mitarai, went to the States for the first time to attend an international trade wind fair. He got a people of inspiration and right(a) ideas and started to build a new factory as modern as in the US. In 1955, Canon made its first step into the global market with the open ing of a U.S. office in impertinently York City. In 1970, Canon was doing really soundly bargonly was hit by dollar and oil shocks. In 1976, Canon launched its Premier Company Plan, an ambitious dodging to transform Canon into an slender global telephoner. The plan proposed high ideals and pooled the strength of its employees, enabling the company to promptly recover. Then, in 1988, Canon introduced its corporate philosophy of kyosei, an unfamiliar term at the time. We will elaborate on this later in the report. In the 1990s, Canon carried debt of more than 840 billion yen and in 1996 the thin spherical Corporation Plan was launched.Transforming the corporate mental capacity from partial to total optimization and from a focus on sales to a focus on profits, the new plan was the start of the innovations that characterize todays Canon. From 2001 to 2010 the outlet of employees almost doubled, this shows the huge growth of Canon in the last years. (Canon, 2011) Canons global expansion Canon satisfies both requirements for being a Multinational Enterprise according to Bartlett and Beamish (2011, p. 2), much(prenominal) as substantial direct investment in inappropriate countries and active management in foreign subsidiaries.Canon goes beyond the trading relationships of an import-export business in countries much(prenominal) as France and Australia. The headquarter in Japan plays however a crucial role in determining organizational agriculture and scheme. This can as well as be seen in the representation of the Board of Directors which consists exclusively of Japanese. (Canon, 2011). Canons mentality can be categorized as Global. The production of the in the first place standardized products takes place to a large extend in Japan, yet withal in the US, Germany, France, Malaysia, Taiwan, Thailand and Vietnam.These few plants are super efficient, which provides economies of photographic plate but also transparency of quality. When considering the products itself world is seen as one due to the organizational structure the Japanese headquarter takes over the central coordination and control of the subsidiaries, their various product or business managers have worldwide responsibility. throw outmore R&D and manufacturing activities are managed from Japan. R&D subsidiaries are located in France, China, the Philippines and Australia but in the first place Japan. Canon, 2011). Main motivations for Canon to expand their activities globally were mainly due to market-seeking behaviour and increasing scale economies. oddly in the technology sector where competition is increasing, R&D costs are rising and product life cycles are becoming shorter, so Canon was forced to expand if it fatalityed to gain first mover advantages. This is in parenthood with the principle of global chess. (Bartlett & Beamish, 2011, p. 4). Canon operates in an international industry, where technological forces are central.As mentioned above the techno logy industry is fast moving, highly private-enterprise(a) and requires huge R&D investments. therefrom Canon bespeak to follow the international strategy and focusses on its ability to exploit technological forces and leverage international life cycles. Furthermore its business also contains some attributes of a global industry, such as highly centralized, scale-intensive manufacturing and R&D operations, which allows Canon to leverage through worldwide exports of standardized global groovys. (Bartlett & Beamish, 2011, p. 123). besides competitive positioning, global scanning and learning capability play a crucial role. This responsibility is usually taken over by the R&D departments. nonetheless Canon ad howevers to local anaesthetic of necessity mainly in selling activities. In order to reach the local market Canon focused on marketing activities. Headquarters for marketing activities are located in Japan, New York (USA), Florida (Central and South America, Caribbean) Lon don and the Netherlands (Europe), Dubai (Middle eastbound) and Singapore (South East Asia). Numerous local marketing offices are places in almost each country where products of Canon can be purchased. Canon, 2011). After having analysed Canons administrative heritage, clearly in line with the Japanese tradition, the EPG role model can be applied. On the first bus Canon seems to be mainly ethnocentric oriented. (Perlmutter, 1969). work criteria for products and managers are clearly formulated in Japan. Managers of the subsidiaries are Japanese, many of them are related. (Flannery, 2011). This also shows the cultural blank space between Japan and the western business world. Further culture distances include differences in social norms, such as the principle of saving face and of mark a language barrier.Many differences were embraced by Canon by expanding globally. An example of this is the implementation of a FengShui activity for employees in Europe. Furthermore Japanese do no n stockpile foreigners to have comprehensive knowledge of the Japanese culture and tolerate mistakes. Overall Canon managed to overcome most of these obstacles without losing their Japanese identity. (Ghemawat, 2001). When considering marketing activities, Canon managed to capture and object all the different local market needs and appears to implement a world-wide approach and not just following home-country objectives.Part Sama Corporate Social Responsibility initially international expansion was thoughted as something very positive. It would not only help the richest nations, but also the brusqueer countries were able to benefit from globalization. However, in the last years of the twentieth century contradicting views were arising. People saw a lot of drawbacks, globalization was seen as continued exploitation by MNEs. The growing gap between the rich and the poor was seen as an evidence of this exploitation. There was a need for a different approach and many people believed that MNEs could provide a solution.Because MNEs controlled the resources and power, they should play a bigger role in the global development. (Bartlett & Beamish, 2011, p. 646) Canon is a perfect example of a company who is hard to be responsible and who wants to take care of the world. In 1988 Canon officially introduced its corporate philosophy ofkyosei. This means living and working together for the common good (Canon, 2011). They want to achieve this in a society in which all people, regardless of language, culture or ethnicity, live together.Based on the concept of kyosei and with the idea of their excellent global corporation plan in mind, Canon tries to take the responsibility for the impact of its activities on society. (Canon, 2010) Besides that they also focus on CSR internally, a puritanical example is the change of offices in 2008. They implemented Feng-Shui in their European offices to remedy a real, modern problem high levels of employee office stress and rage. In the end, a Zen Workplace was created by a US-based Feng Shui ensure consultant. (Mainini, 2007) According to Bartlett and Beamish (2011, p. 49) there are four MNE responses to developing world needs. The first one is the exploitive MNE, this company only focuses on reservation profit and does not care about the federation at all. The issue of sweatshops is common within these companies. The present moment response is one of a transactional MNE, today this is viewed as the minimum expectation of MNEs behaviour. These companies do not pursue the bottom-line at all costs but respect laws and regulations. The third approach is the responsive MNE, they are making a difference. Canon can be categorized into this category.They really try to make a difference and not only for their own benefits. The distrust that could arise is if Canon should try to move to the one-fourth one, the transformative MNE? In this transformative approach companies are trying to caterpillar tread the chang e, so take a initiative to fructify up projects. In our view this should not be the head for Canon, they are already making a huge difference because of their commitment to society. A good example to show why they are let off a responsive MNE is the investment of Canon afterward the recent Japanese earthquake, their commitment was enormous but this was also due to their own damage.The most important reason for their action was their own recover. This is in line with Prahalad and Hammond (2002), companies can help the community profitably. On marchland 11, 2011 a great Japanese earthquake caused a lot of damage. This earthquake took place where Canons operations are based. Canon acted immediatley and advocateed the reddish Cross Society with a financial grant but more important with portable digital radiography systems. This system has shown to be effective in contributing to medical activities in disaster areas.The earthquake caused damage to buildings and equipment of Canon , but most of all their leave chain was hitten. Canon realized the only mien of minimizing the impact was a rapid recovery so they concentrated all of their resources and tried to provide customers soothe with a supply of their products. (Canon, 2011) Canon focuses on 2 different parts of the community, the social and cultural support activities and milieual acitivities. This is still a really huge focus, because they want to be committed to everyone and everything.Their environmental view is the produce use recycle circle, in which they want to reduce their environmental impact in every stage. (Appendix, figure 1) Canon is also focused on the social and cultural support activities. Canon Global uses the philosophy of Kyosei to focus their CSR iniatives in a play off of categories. They are humanitarian aid and reprieve, art, culture and sports, study and science, local communities, social welfare and conservation of the environment. Due to cultural differences and needs, the implementation of projects varies between branches. Canon, 2010) death The aim of this paper was to investigate in the evolution of Canon from a Japense company to a global player. . blabla Conclusion * References Bartlett, C. A. & Beamish, P. W. (2011). Transnational Management, Text, Cases, and Readings in Cross-Border Management. (6th ed. ) New York McGraw-Hill. Canon. (2010). Social and ethnical support activities. Retrieved from http//www. canon. com/scsa/index. html Canon. (2011). Canon support relief efforts following Japan quake. Retrieved from http//www. canon. om/scsa/aid_relief/support/japan_quake/index. html Canon. (2011). Canon up to now. Retrieved from http//www. canon. com/about/history/outline. html Canon. (2011). Products. Retrieved from http//www. canon. com/products/ Canon. (2011). Sustainability report. Retrieved from http//www. canon. com/environment/ Flannery, N. P. (2011). Japanese Business Culture and the Value of good Governance. Retrieved from http// foundersforum. gmiratings. com/2011/11/japanese-business-culture-and-the -value-of-good-governance. html Ghemawat, P. (2001).Distance Still Matters The Hard honesty of Global Expansion. Transnational Management, Reading 1. 2. Mainini, S. F. (2007). Zen Workplace, how to use Feng Shui to reduce office stress? Retrieved from http//www. canon-europe. com/Images/Feng_Shui_report-v1_0_tcm13-612885. pdf Perlmutter, H. (1969). The Tortuous phylogenesis of the Multinational Corporation. Transnational Management, Reading 1. 1. Prahalad, C. K. & Hammond, A. (2002). Serving the areas Poor, Profitably. Transnational Management, Reading 8. 2. Appendix framing 1 Canon. (2011) Sustainibility report