Global Perspective
Recounts one American executive, “My first trip to Japan was pretty much a disaster for several reasons. The meetings didn’t run smoothly because every day at least 20, if not more, people came walking in and out of the room just to look at me. It is one thing to see a woman at the negotiation table, but to see a woman who happens to be blonde, young, and very tall by Japanese standards (5'8" with no shoes) leading the discussions was more than most of the Japanese men could handle.”
“Even though I
was the lead negotiator for the Ford team, the Japanese would go out of their
way to avoid speaking directly to me. At the negotiation table I purposely sat
in the center of my team, in the spokesperson’s strategic position. Their key
person would not sit across from me, but rather two places down. Also, no one
would address questions and or remarks to me to everyone (all male) on our team
but none to me. They would never say my name or acknowledge my presece. And
most disconcerting of all, they appeared to be laughing at me. We would be
talking about a serious topic such as product liability, I would make a point
or ask a question, and after a barrage of Japanese they would all start laughing.”
Another example regards toys and consumer behavior. For years, Barbie dolls sold in Japan looked different from their U.S. counterparts. They had Asian facial features, black hair, and Japanese-inspired fashions.
Then about seven years ago, Mattel Inc. conducted consumer research around the world and learned something surprising : The original Barbie, with her yellow hair and blue eyes, played as well in Hong Kong as it did in Hollywood. Girls didn’t care if Barbie didn’t look like them, at least if you believed their marketing research.
It’s all about fantasies and hair,” said Peter Broegger, general manager of Mattel’s Asian operations. “Blonde Barbie sells just as well in Asia as in the United States.”
So
Mattel began rethinking one of the basic tenets of its $55 billion global
industry that children in different countries want different playthings. The
implications were signifi cant for kids, parents, and particularly the company.
In the past, giants such as Mattel, Hasbro Inc., and Lego Co. produced toys and
gear in a variety of styles. But Mattel went the other direction, designing and
marketing one version worldwide. Sales plummeted, forcing a Barbie makeover that
most recently includes Hello Kitty clothes and a new video game, iDesign. Now,
even at age 50, Barbie is making money again.
