Professional Documents
Culture Documents
GROUP 2
TAMARAISELVI (PGP/17/184)
VIGNESHWARI K(PGP/17/186)
NITISH KUMAR (PGP/17/222)
REINA BHARDWAJ (PGP/17/230)
SAMIT DAS (PGP/17/237)
KUNAL HANDE (PGP/17/272)
ABOUT THE COMPANY
Brainchild of Charles Lazarus; initially a children’s furniture seller later
transformed to toys
Selfservice, supermarket style format of shops with huge variety
In 1966, Lazarus sold the company to Interstate Stores for $7.5 million
In the next decade, sales compounded by 26% and productivity/sq. ft was
double that of competitors
By 1988, it captured 20% of the US toy market with sales of more than $4
billion
Toys were sourced directly from manufacturers enabling them to offer goods
at 1020% discount
Each warehousesized store (54000 sq.ft) stocked 815000 SKUs
Central control was the key feature
In 1984, it went global to countries like Canada, Europe, Hong Kong and
Singapore
By 1991, it operated 97 stores abroad, with 14% of total sales coming from
these
THE JAPANESE TOYS MARKET
Reasons for booming toy market in Japan –
Toys as compensation for constant pressure to excel
Falling birthrate which allowed parents to spend more on children
World’s 2nd largest market after US worth $7.1 billion
Japan’s toy industry was highly fragmented and locallyfocused
Typical toy store was 3200 sq.ft in area and stored 12000 SKUs
Retail shops were domestically owned and sourced toys from local wholesalers
Only two national players – Chiyoda and Marutomi
Distributors formed the keylink between manufacturers and retailers
Giants like Nintendo distributed its products through a network of 70
distributors
So, the whole industry was based on longterm relationship rather than
competitiveness
STRUCTURE OF JAPANESE RETAIL
Small Shops: 85% shops employed less than 5 people
75% of retail sales and 50% retails are in food
Decrease in no. of small shops
Large Distribution system: 18% Employment, 13% GNP
Social service: 25% above 60 age, 26% as security
Manufacturer Primary wholesaler (close to
manufacturer) – Secondary wholesaler (regional
distributor) – tertiary wholesaler ( local distributor)
Retailer
Fixed price as suggested by manufacturer
Consumer buying pattern : Buy only small quantity;
space constrain
STRUCTURE OF JAPANESE RETAIL
Keiretsu store
A group of manufacturers supplying material to
stores & providing them with required information
Retailers must have to follow guideline and can
keep products of group manufacturers only
Regulation:
In support of local retailers
Restricting large retail stores for 20 millions vote
Retailer with more than 1500 sq.m are need
permission
Power in the hand of small retailers to delay large
retail projects for years
INNOVATIONS
Rise of Convenience stores
Major change in the retail structure
7Eleven chain – small, locally focused, “open all hours”
Close inventory control Adoption of IT
Very well established regional distribution system
MITI’s “Vision for the 1990s”
Japan’s changing demographics bold venture from younger generation
MITI advocated reform of Japan’s retailing sector mainly addressing
the distribution system problems
Structural Impediments Initiative
In 1989 U.S. negotiators had a series of discussion with Japanese
counterparts
Structural Impediments Initiative Prevalence of keiretsu structures,
consumer prices in Japan were higher
THE MOVE INTO JAPAN – FINDING
THE RIGHT PARTNER
Decided to seek an alliance with a strong local partner as
done by most foreign retailers
Partner with a better grasp of U.S. retailing practices
In 1989, Joseph Baczko (head, TRU International) met Den
Fujita (president of McDonalds Japan) – PERFECT FIT in
terms of
• Retail experience
• Political experience
• Vision
• Unique understanding of both Japanese and American
cultures
• Flamboyant style and frequent new ventures
• “He was not only bilingual, but bicultural”
Price Lower
Japanese Concession Retail
Toys R Price
Toy Customer
Us
Makers
Circumvent
Wholesalers
CRITICISM AND OPPOSITION
Criticism: “unrealistic” to consider bypassing wholesalers
Manufacturers tied closely to wholesalers and small retailers
Fear of being locked out of distribution network if join US company
Proposed store 50times larger than average Niigata toy shop (given
density 322/sq.km) attracted opposition
Niigata toy sellers public warning of wipeout of Japanese toy
stores. More than a political issue, toys are a culture
Petition by toy wholesalers & retailers in Fukuoka demanding 1yr
delay to opening of proposed store
Similar reaction by toy industry in Sagamihara
CASE
ANALYSIS
JAPAN GOOD MARKET FOR TOYS R US?
Using the CAGE framework
Yes, considering the pros and cons, Toys R Us is good for the
consumerbackward retailing industry of Japan.
RETAILERS/
CUSTOMERS ECONOMY MANUFACTURERS
WHOLESALERS
YES, it has chosen the right partner
Influential – the way Fujita bought McD in Japan market
McDonalds indepth market knowledge and research skills as well as
the communication lines to the target groups of children and young
families
No competition rather help each other in developing their business.
Also, similarity in their target market may reduce or remove any
conflicts that might arise out of the venture.
THANK YOU!