Analysis of Japanese Multinationals and Other Asia Pacific Companies

This report analyzes the strategies, corporate organization, core capabilities, and government roles of Japanese multinationals such as Mitsubishi Corporation and Toyota, as well as other Asia Pacific companies like Samsung Electronics, Huawei Technologies, and TECO in Taiwan.

Running Head: ASIA PACIFIC 1
Asia Pacific
Course
Institutional Affiliation
Date

ASIA PACIFIC 2
Introduction
Following the facts on FDI as per the Asia pacific companies, the paper will focus on
companies in Europe and how they operate country wide. In this case, the report is basically on
how the Japanese multinationals plays their role. This will based on companies such as
Mitsubishi Corporation in Japan, Toyata in Japan, sumsung electronics in Korea, TECO in
Taiwan and finally Huawei Technologies in China. The report will give an analysis of teh
companies based on the following aspects. The strategy of the company, the corporate
organization of the given company, their ore capacities and finally show how government play
their role in establishment and development of the company.
Mitsubishi Corporation in Japan
Strategy
Mitsubishi Corporation is Japan largest trading company, the corporation was founded in
1950 with its headquarters based in Chiyoda, Tokyo (Buckley & Ghauri, 2018 p.569). The
corporation has its operation within many industries such as machinery as well as industrial
finance. Mitsubishi corporation strategy is based on the sound foundation to its management and
sustainable growth, the corporation has adhered to the management initiatives based on their
perspectives including growth, profitability, and efficiency (Buckley & Ghauri, 2011 p. 262).
The group through its diverse strategies has taken the challenge of resolving environmental
issues, resources, and energy issues.
Corporate organization

ASIA PACIFIC 3
Mitsubishi Corporation is based on three corporate principles, the spirit and values have
been in place since 1934. The first principle is Corporate Social Responsibility that entails their
consistent efforts to resolve communal issues and challenges. The corporate taker the initiatives
to make sure that the society within which it is situated benefits from its contributions. The
corporate respects the culture and operations in the society for the purpose of fitting according to
the culture of the society members for smooth operation (Burke, 2014 p. 467). The second
principle is integrity and fairness where the group emphasizes maintaining the principles of good
faith within the organization.
Core capabilities
The Corporation core competencies can be divided into three categories, first
information; this competency entails the incorporation of global partnerships, and by so doing
the corporation’s ability to implement multiple businesses by joining efforts with other
organizations to form beneficial business relationships locally and internationally (Luo, 2011
p.56). The second competency is technology where the corporation has ventured into various
technological advancements in order to increase efficiency, owing to the fact that Mitsubishi is a
motor company production processes will require technological intervention.
The role of government
Host governments of Mitsubishi Corporation have implementation of conditions that the
corporations will operate under the government policies, the government sets legal objectives to
the corporation to pay taxes, and for the corporation it enhances trade between the host country
and the home country (Rugman, 2015 P.678). The next role of government includes the ability of
having a control over the way trade will be contacted based on the variety of market standards.

ASIA PACIFIC 4
The government makes sure that the trade processes are well monitored and monitored for the
purpose of having a smooth operation of the company business. The government participation in
the company will make sure that the corporation is able to trade freely (Cho & Uchikawa, 2017
P. 553).
Toyota in Japan
Strategy
Toyota uses a generic strategy that enables it has a competitive advantage. The company
has set some foundation over which it offers a stiff competition with other companies within the
world. Over many years, the company has portrayed very progressive success from its operations
and advancements; this can be evidence by the fact that the company has fulfilled its goals
(Lusk, 2014 p.156). This company is categorized as one of the most developed company cross
the world. It is situated in Japan and well known for its massive production of locomotives. In
addition, it is one of the Japanese multinational automotive manufacturers; its headquarters is
based in Toyota Aichi Japan (Mottage, 2017 p.16). The corporation strategy emphasizes
environmental sustainability aligning accordingly with the Toyotas global vision of respect for
the planet. The corporation recently implemented the Toyota environmental problems solutions
for the purpose of preventing any challenge that may face the company from achieving its future
strategies in operation (Yang & Xu, 2009 p.25). The corporation is in addition focused on
making sure that it abides with the set rules and strategies for the purpose of having the operation
verifications within the governance requirements.
Corporate Organization

ASIA PACIFIC 5
Toyota corporate organization assumes an organizational structure that supports the way
the organization operates for the purpose of achieving its goals and strategies. The company is
categorized in to different corporate divisions for the purpose of significant developments in all
years. The changes the organizational structure is now comprised of global hierarchy, geographic
division, and product-based divisions. The structure was established with an aim to enhance
flexibility, this is because the corporation has established branches in various regions, the new
structure enables it to respond to regional market conditions, by so doing the corporation is in an
ability to cater and satisfaction of its customers all over the world.
Core capabilities
Focusing on Core capacities, the company is in ability to produce massive automobiles
with is very quality with pocket friendly for its customers. The best operation of the company is
in terms of automobiles production the company is able to contribute immensely to its core
competence. Toyota is popularly known with quality aspect of its products which have
revolutionized the automobiles industry hence the company pursues a pillar of cost leadership
strategy.
Role of Government
State influences in the home country of Toyota, as well as the host country, has been
beneficial for the growth of the corporation. Trade protection is one of the major government
roles especially in host countries, However, Toyota has engaged in free trade agreements that
focus on eliminating tariffs and quotas. Additionally the government in Japan intervened with a
demand that the corporation should ensure that the cars manufactured will not have software
issues or malfunctions, so doing the government is aiming to enhance quality products as far as

ASIA PACIFIC 6
technological advancement in manufacturing the cars is concerned, in this way the government
will ensure there is no consumer exploitation. Samsung established a position in white goods by
the start of the 1980s, nonetheless, the corporation went ahead to investigate further growth
opportunities (Thompson, Strickland & Gamble, 2008 p.116).
Samsung Electronics in Korea
Strategy
Samsung Electronics Co., Ltd. is based in South Korean; the corporation was founded as
an electronics company with its headquarters in Suwon. With their core vision which entails the
struggle for the maintenance of its high level position over production of the automobiles in best
quality and price. The company is renowned to be one of the largest multinational in Japan. Their
strategies have therefore been achieved through innovative technology and products.
Samsung dedicates its efforts to aspects of creativity and innovation with a shared value
between the stakeholders and the society, by so doing the company is able to achieve the goal of
becoming a beloved brand. The company is aimed at vision 2021 in creating a better competitive
environment for its operation. The corporate is aiming to be very well developed company in
terms of coming up with quality products for its customers. The company believes on the fact
that the production of the quality products will initiate high level of its customer’s satisfaction
and high demand. The company believes on innovation as well as coming up with new strategies
of operation for the purpose of maintaining high rank profile in producing quality products come
2021.
Corporate Organization

ASIA PACIFIC 7
Samsung corporate company accepts a hierarchical structure for the purpose of
maintaining high level of working capacity for it to achieve its objectives and systems. The
organization is sorted in to various corporate set goals for the improvements of its operation. The
progressions the authoritative structure is currently included worldwide pecking order,
geographic division, and item based divisions. The structure was built up with an intend to
improve adaptability, this is on account of the organization has set up branches in different areas,
the new structure empowers it to react to territorial economic situations, by so doing the
partnership is in a capacity to provide communication structure and fulfillment of its clients
everywhere in the world (Nottage, 2009 p.76).
Core Capabilities
The purpose of the company is to create a communication zone for the net work
connectivity within the entire countries o the world. The company is aimed at making sure that
there is great communication within all the countries across the world. The company is listed
among the best communication companies across the world. Following the fact that company is
one of the best corporate offering the best communication products it is working each day and
night to make sure its position is maintained. The company has set goals for achievement a way
of keeping its high ranked position to the highest level possible. The company uses the common
language in manufacture of its products so as to keep the operation setting under common
delegation. It is true that there so many competition level of operation for the company and
therefore it has taken it serious to have quality goods for the satisfaction of its customers (Law &
Chan, 2017 p.475). The company has come up with regulations which govern the way they do
production of their products.

ASIA PACIFIC 8
Role of government
The role of the government in of Samsung Corporation is to make sure that the company
has usage of conditions that the partnerships will work under the administration arrangements,
the administration sets legitimate destinations to the enterprise to settle government obligations,
and for the company it improves exchange between the host nation and the nation of origin. The
job of government is to incorporate the capacity of having a power over the manner in which
exchange will be reached in light of the assortment of market norms. Proper governance of the
company ensures that the exchange forms are very much observed and checked to have a smooth
activity of the organization business. The administration support in the organization will ensure
that the partnership can exchange openly cross all parts of the world.
Huawei Technologies in China
Strategy
The strategy of the Huawei Technologies in China is to make sure that the needs of the
customers are well met. They focus in deep research to ensure that what the company need for
the production of the quality Huawei products is done on time. The company is so wide having
so many employees operating 24/7 to make sure that the needs of the customers are catered for
incase a need arises. The company is operating most of the countries across the world covering
and approximate of 170 countries. The goals and the strategies of the company are aimed at
making sure it working within its initiatives to make sure that the customers are served well. It is
one of the sustainable companies having its head quarters in Shenzhen.
Corporate Organization

ASIA PACIFIC 9
It involves shareholders' Meeting, Independent Auditor, and Supervisory Board.
CEO/Rotating CEOs includes Group Functions a) Carrier BG b) Enterprise BG c) Consumer
BG. Service BG (SBG) and lastly Financial Investment Management Platform. Bridging this so-
called digital divide is vital to a host of development goals, from full access to education and
health services through to achieving livable cities and delivering economic opportunity for all.
Bridging this so-called digital divide is vital to a host of development goals, from full access to
education and health services through to achieving livable cities and delivering economic
opportunity for all (Van Tulder, Verbeke, & Voinea, 2012 P. 90).
Role of government
The role of the government is to state impacts in the nation of origin of Huawei
Technologies. The government has been helpful for the development of the organization.
Exchange assurance is one of the significant government jobs particularly in have nations,
However, Toyota has occupied with unhindered commerce assertions that emphasis on wiping
out levies and quantities (Lamont, 2008 p.46). Huawei Technologies built up a situation in white
products by the beginning of the 1960s, in any case, the partnership proceeded to research
facilitate development openings (Jaccard, 2013 p. 475). The government of china has been
focusing on multinational partnership with Huawei company for the purpose of making sure that
MNCs meets the standards of production as far as Huawei technologies is concerned (Lamont,
2008 p.46).
TECO – Taiwan
Strategy

ASIA PACIFIC 10
Teco is one of the companies having so many employees across the world. The company
is kept in the book of records for having chieved more than 1 billion Euro shillings over the sales
across all the coutries of operation in just a single year. The strategy of the company is to make
sure that 50% of the Taiwain economy is kept in stable by the company. It is not a company of
small scale production but a large scale for that matter (Nelson, 2008 p.6). The company has
created economy breakthrough in the country by making sure that it has highest number of
export of its products. It mainly focuses at making sure that its products are significantly at
quality service for the purpose of keeping its customers on satisfaction.
Corporate governance
According to the company's charter, the board of directors has 15 seats (including three
for independent directors), for a three-year term. According to article 192-1 of the "Company
Act," candidates for the board of directors are nominated and the acceptance of nomination and
publication is carried out, in accordance to the regulations (Hitt, Ireland, & Hoskisson, 2017 p.
56). The members of the board of directors are all outstanding figures in industry and academia,
boasting abundant corporate-governance experience and industrial technological skills, as well as
expertise in banking, finance, accounting, and law (Müller, 2011 p.96).
Role of government
Home governments and host governments of TECO regulates retakes and the generating
capacity plans of investor-owned utilities. Following an example in Taiwan, the government has
adopted the policy of reducing the growth rates of the consuming the electric. The government
has encouraged so many people to use oil in most of its company operation. This has led to the

ASIA PACIFIC 11
increase of the set limits of the operation of the company (Elger & Smith, 2015 p. 61). The
government, therefore, allowed TECO to offer PCS audits.
Conclusion
The report shows that this all companies discussed are covering much of their economy.
They cover most strategic goals for the rise of the economy. Its strategy methodology is
concentrating on four supportability and related vital activities, by so doing the organization is
advancing the amicable advancement of the economy, society, and nature, also, the partnership
as a component of their technique underscores on crossing over the computerized partition by
furnishing individuals over every single geographic territory easily of access to voice
correspondence administrations. Further, supporting system dependability and security,
particularly at basic occasions, for example, tremors, tidal waves, and other cataclysmic events
and crises is our most astounding need and comes in front of our own business advantages.

ASIA PACIFIC 12
References
Buckley, P., & Ghauri, P. (2011). The global challenge for multinational enterprises. Global
challenges Studies I, 5(7), 262-689.
Buckley, P., & Ghauri, P. (2018). The global challenge for multinational enterprises. Global
challenges Studies II, 4(6), 569-575.
Burke, P. (2014). Green Pricing in the Asia Pacific: An Idea Who’s Time Has Come. Asia & the
Pacific Policy Studies, 1(3), 467-575.
Cho, F., & Uchikawa, S. (2017). Toyota production system and kanban system materialization of
just-in-time and respect-for-human system. The International Journal of Production
Research, 15(6), 553-564.
Elger, T., & Smith, C. (2015). Assembling work. Oxford: Oxford University Press. Journal of
Assemblying work,121(9), 61-75
Hitt, M., Ireland, R., & Hoskisson, R. (2017). Strategic management. Boston, MA, USA:
Cengage Learning. Journal of Strategic management, 1(3), 56-57.
Jaccard, M. (2013). The objective is quality. Boca Raton, Fla.: London. Journal of quality
objectives 23(4), 475-492
Lamont, D. (2008). Global Strategy. Chichester: Capstone Pub. Journal of Global Strategy, 6
(4), p.46-85.
Law, K., & Chan, A. (2017). Managing knowledge work in Asia Pacific contexts: case studies of
Hong Kong SMEs. Asia Pacific Business Review, 23(4), 475-492.

ASIA PACIFIC 13
Luo, Y. (2011). Strategy, structure, and performance of MNCs in China. Westport, Conn.:
Quorum Books. Journal of Structure management, 3 (13), p.56-87.
Lusk, S. (2014). Rethinking Public Strategy. Strategic management. Boston, MA, USA: Cengage
Learning. Journal of Strategic management, p.156-277
Mottage, M. (2017). Business Systems and Organizational Capabilities, Boston:
McGraw-Hill/Irwin 6(11), p.16-37
Müller, C. (2011). Case study and comparative strategic analysis of Toyota and Ryanair.
München: GRIN Verlag GmbH. 6 (12), p.96-107
Nelson, S. (2008). Strategic planning for results. Chicago: American Library Association.
Journal of Strategic management, 6 (9), p.6-7
Nottage, L. (2009). Corporate Governance in the 21st Century. Cheltenham: Edward Elgar Pub.
Journal of governance, 1 (2), 76-97
Rugman, A. (2015). The Regional Multinationals. Journal of Strategic management, Cambridge:
Cambridge University Press, P.678-987.
Thompson, A., Strickland, A., & Gamble, J. (2008). Crafting and executing strategy. Boston:
McGraw-Hill/Irwin. Journal of crafting management, p.116-170
Van Tulder, R., Verbeke, A., & Voinea, L. (2012). New Policy Challenges for Global MNEs.
Bingley: Emerald Group Publishing Limited. P. 90-134.

ASIA PACIFIC 14
Yang, T.S. and Xu, J., 2009. Efficacy and safety of sorafenib in patients in the Asia-Pacific
region with advanced hepatocellular carcinoma: a phase III randomised, double-blind, placebo-
controlled trial. The lancet oncology, 10(1), pp.25-34.