Collaboration Between For-Profits and Non-profits: Strategies for Successful Market Entry into Developing Countries

Hiroshi Hoshino ()
Additional contact information
Hiroshi Hoshino: Kyushu University

Chapter Chapter 1 in Base of the Pyramid and Business Process Outsourcing Strategies, 2023, pp 1-20 from Springer

Abstract: Abstract Japanese multinational companies have long been dependent on specific markets such as those in developed countries in Europe, North America and the neighboring northeastern Asian countries, as well as the ASEAN countries. While other multinational corporations, including firms in China and Korea, are aggressively expanding business by introducing reasonably-priced products with simple functions for developing countries, most Japanese firms are not yet ready to effectively develop products targeted at new markets there. The decision to enter emerging markets is not so easy considering the higher country risks, lower return on investment in the short term, lack of expertise in managing operations in developing countries, availability of human resources, and other factors. However, the trend of aging society, decreasing population and shrinking labor force in Japan are all urgent issues which Japanese firms need to tackle. It is predicted that the present population of Japan—125.5 million in 2022—will become less than 90 million in 2060, according to the Statistics Bureau in Japan’s Ministry of Internal Affairs and Communications. Companies and businesses depending on the domestic market can no longer expect future growth in the shrinking market. To find out why Japanese companies have hesitated to expand their business and how they can enter developing countries are my research questions for this project. This paper presents the results of research conducted to find out how latecomers can successfully reach new markets in emerging countries. In various studies in Africa and Asia, it has been found that unique methods are required to enter into new markets as latecomers. Among these unique methods, collaboration with non-profit organizations such as Non-Governmental Organizations (NGOs) and international organizations such as UN agencies can be a powerful tool in overcoming various entry barriers and penetrating local markets.

Keywords: Collaboration; Partnership; Social Business; Multinational Corporations; Non-Governmental Organization (NGO); Learning; SMEs (search for similar items in EconPapers)
Date: 2023
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-981-19-8171-5_1

Ordering information: This item can be ordered from
http://www.springer.com/9789811981715

DOI: 10.1007/978-981-19-8171-5_1

Access Statistics for this chapter

More chapters in Springer Books from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().