Mathis Hubert

Lorenzo Di Pietro
 Summary
A. Brand strategy analysis
Core activities evolution
Core DAS by countries
Market entry strategy
Corporate Brand Management
Marketing Mix 4 P’s

B. Cultural analysis
Hofstede vision
Trompenaars process
Core activity evolution
 DAS by countries
FRANCE JAPAN

Consumer Electronics (Televisions, laptops, and audio equipments) Consumer Electronics (Televisions, laptops, and audio equipments)

Home Appliances (Refrigerators, washing machines, and air Industrial Systems: Advanced technology solutions for various industries
conditioners) including manufacturing, transportation, and logistics.

Energy Systems :Toshiba provides energy solutions and systems for

Electronic Components (semiconductors, storage devices, and electronic
both residential and commercial use, focusing on renewable energy
devices for a wide range of applications)
and energy efficiency

Infrastructure Solutions: Toshiba offers a wide range of infrastructure

solutions including transportation systems, information technology Social Infrastructure Solutions (power generation, transportation, healthcare,
solutions, and building systems and urban development)
 Market entry
strategy by SBU
In 1986, Toshiba expanded its operations in France, increasing
semiconductor facilities by 55%. In 2019, its Dieppe site was
acknowledged for advancements in AI tools. Toshiba also
installed LED lighting at the Louvre. After accounting issues in
2015 and deficits in nuclear energy, it shifted focus to energy,
infrastructure, and electronics. Currently, Toshiba aims for
carbon neutrality through cyber-physical systems, prioritizing
energy and infrastructure in France.

Toshiba operates in oligopolistic and competitive markets,

competing with Texas Instruments, Samsung, and Intel in
semiconductors, and facing numerous rivals like HP, Samsung,
Sony, Apple, Lenovo, and ASUS in consumer electronics
 Market entry
strategy by SBU
Toshiba entered the Japanese market through two separate
companies that merged to form Tokyo Shibaura Denki, later
renamed Toshiba in 1950. Tanaka Seizo-sho, established in 1882
by Hisashige Tanaka, and Hakunetsu-sha & Co., Ltd., which
became Tokyo Denki in 1899, merged in 1939 to create an
integrated manufacturer of electrical equipment. Over the
years, Toshiba experienced rapid growth through a combination
of organic growth and acquisitions, expanding its operations into
various sectors and establishing several subsidiaries.
Additionally, the company acquired businesses such as Semp in
Brazil and entered into strategic partnerships, such as Sharp's
acquisition of Toshiba's Client Solutions division (personal
computers) in 2018.
 Corporate Brand Management
Sustainable Squared Worldwide Innovation
 Toshiba’s 4 P

Price
Product
Toshiba employs varied pricing strategy based on competition,
Japanese conglomerate, offers diverse range: electronics,
appliances, TVs, laptops, HVAC systems, medical equipment, perceived product quality, market demand, and production
semiconductors. Diversified portfolio spans multiple industries, costs. Targets premium pricing for high-quality products in
reaching various market segments. certain sectors, while adopts aggressive pricing strategy in
others to capture market share.

Promotion
Place
Toshiba maintains global presence through diverse
distribution channels: retail stores, distributors, Toshiba employs various promotional tactics: TV
online shops, and partnerships. Has agreements with ads, online campaigns, in-store promotions,
numerous retailers and partners worldwide to ensure marketing events, partnerships with
easy access of products to consumers across various influencers/organizations. Emphasizes quality,
markets.
innovation, and reliability to bolster brand
image.
Hofstede matrice
 Power Distance
At an intermediate score of 54, Japan exhibits

characteristics of a borderline hierarchical

With a Power Distance score of 68, France
society. While the Japanese people are
embraces hierarchy, evident in child upbringing
consistently aware of their hierarchical
and acceptance of inequality in familial and
positions in social settings and tend to behave
social contexts. French companies often have
accordingly, the level of hierarchy is perceived to
more hierarchical levels than German and UK
be less pronounced compared to many other
counterparts, with titled superiors ("Mr. PDG,")
Asian cultures. Some foreigners, however, might
enjoying privileges. This title is commonly held by
perceive Japan as highly hierarchical,
individuals from prestigious institutions,
particularly in a business context where
emphasizing entrenched hierarchy in French
decision-making processes can be perceived as
society.
slow and meticulous.
 Individualism
France, scoring 74, is an individualistic society Japan scores 62 in Individualism, reflecting
with unique workplace dynamics. Strong family
characteristics of an individualistic society without an
bonds coexist with contradictions at work, where
extended family system. Traditionally paternalistic,
subordinates may act differently behind their
family assets were inherited by the eldest son, leading
boss's back. Power distance is seen in rejecting
younger siblings to establish their own households.
authority, relying on strikes for change. The
Japanese exhibit loyalty to chosen companies, aligning
strong need to separate work and private life

emphasizes emotional dependence on bosses. with individualist tendencies. The in-group in Japan is

Despite a preference for government situational, and Japanese people are known for being

dependence, strong leadership is sought in crises. private and reserved compared to other Asians.
French aspire to be recognized as "patrons," with

customer service emphasizing self-motivation

and respect for expertise.

Motivation towards achievement and success

France, scoring 43, is a Consensus society with a focus Japan, scoring 95, is highly decisive, emphasizing

on welfare, the 35-hour workweek, and quality of life. group competition over individual assertiveness.

A unique aspect is the upper class's low motivation From childhood, group activities cultivate a collective

for achievement, contrasting with the decisive spirit. In the corporate world, motivation thrives in

culture of the working class. This reflects in top winning teams. Japan's pursuit of excellence is

managers earning less than expected. Cultural evident in production, services, and daily life.

tolerance for publicized affairs and lenient sentencing Workaholism, driven by long hours, poses challenges

for crimes of passion also shape French societal for women in corporate hierarchies due to the decisive

dynamics focus on rigorous work schedules.

 Uncertainty Avoidance

With a score of 86 in Uncertainty Avoidance, With a score of 92, Japan's high uncertainty
French culture values structure and planning, avoidance stems from constant natural
evident in their proficiency with complex disaster threats, fostering a culture of
meticulous planning. This extends to all aspects
technologies. High Uncertainty Avoidance,
of life, emphasizing preparation for uncertainty.
Power Distance, and Individualism create a
Japanese society is ritualized, with detailed
culture where emotional expression serves
ceremonies, and life is characterized by
as a release. Despite a reliance on rules,
predictability and adherence to norms. This
adherence may vary, especially among those in aversion to uncertainty presents challenges for
power, due to the high Power Distance. implementing changes, reflected in meticulous
Common individuals seek connections with planning and a reluctance to act without
power holders for potential exceptions to rules precedence in corporate and public spheres.
 Long term orientation

France scores 60 in this dimension, making it Scoring a perfect 100, Japan prioritizes Long-
Term Orientation, viewing life as part of a
pragmatic. In societies with a pragmatic
broader historical context. This influences a
orientation, people believe that truth depends sense of fatalism and a commitment to
doing one's best. In the corporate realm, this
very much on situation, context, and time. orientation is seen in sustained R&D

They show an ability to adapt traditions investments, higher own capital rates, and a
focus on long-term sustainability over short-
easily to changed conditions, a strong term profits. The emphasis is on serving
stakeholders and society over generations,
propensity to save and invest, thriftiness, and
rather than a short-term pursuit of
perseverance in achieving results. shareholder profits.
 Indulgence
Japan, with a low score of 42, is shown to have

France scores somewhat in the middle (48) a culture of Restraint. Societies with a low

where it concerns Indulgence versus Restraint. score in this dimension have a tendency to

cynicism and pessimism. Also, in contrast to

This, in combination with a high score on
Indulgent societies, Restrained societies do not
Uncertainty Avoidance, implies that the
put much emphasis on leisure time and
French are less relaxed and enjoy life less
control the gratification of their desires. People
often than is commonly assumed. Indeed,
with this orientation have the perception that
France scores not all that high on the their actions are Restrained by social norms

happiness indices. and feel that indulging themselves is

somewhat wrong.
Trompenaars’ 7 dimensions

Tends towards Universalism, emphasizing adherence to rules and Leans more towards Particularism, where relationships and context
Universalism / Particularism
standards. often influence decisions.

Embraces Individualism, valuing personal achievement and Prioritizes Communitarianism, emphasizing group harmony and
Individualism / Communitarianism
autonomy. collective success

Leans towards Diffuse, with blurred lines between personal and

Specific / Diffuse Tends towards Specific, separating personal and professional spheres
professional life

Tends to be Emotional, emphasizing harmony and subtle

Neutral / Emotional More Neutral, valuing logic and objectivity in communication
communication cues

Embraces Achievement, where status is earned through personal Leans towards Ascription, with emphasis on one's position and age
Achievement / Ascription
accomplishments determining status

Prefers Synchronous time, where harmony and context influence the

Sequential Time / Synchronous Generally Sequential, focusing on punctuality and linear progression
pace of activities

Tends towards Outer Direction, where societal expectations and group

Internal Direction / Outer Direction Internal Direction, valuing individual goals and personal fulfillment
harmony guide behavior