This article is based on a study which examined hypotheses about Japanese marketing using a matched sample of British companies and their major Japanese competitors. Japanese subsidiaries in Britain were shown to be much more marketing-oriented, more responsive to strategic opportunities, and more single-minded in their pursuit of market share. Organizationally, there were few differences between the two groups. The japanese subsidiaries, however, were more inclined to use product or market-based divisions and continuous, informal planning and control procedures. The result is that managerial focus and responsibility are centered upon overall product-market rather than financial or production performance, with continuous feedback facilitating rapid adaptation and implementation of marketing plans and strategy.
