Sense of Community

46). The remainder of this paper addresses these strategies slice focusing on those utilized by IBM when it un luckyly marketed the PCjr.

U. S. corporations lease turned to alliances with domestic and foreign competitors to enhance leverage in the world(a) marketplace by learning to share post and control in return for respect for partners' markets. Strategic alliances help U.S. corporations penetrate foreign markets, with help from local experts. Such alliances too turn potential competitors into allies. By sharing research and evolution costs and increasing return through market expansion, the risks of ambition in the global economy can be decrease (Williams 89).

U.S. computer and software companies can gain a profound share of the Nipponese market only if they tailor their sales and distribution strategies to that market. For example, Apple Computer japan, Inc. did not customize strategies to the Japanese market and were unsuccessful. Conversely, Lotus Development Japan, Ltd. and Nippon-Ashton-Tate used such strategies, and instantaneously do successful business in Japan. IBM-Japan Ltd. has also been successful (Stoll, 1988, p. 96).

Until the 1970s, Japanese firms had avoided direct competition with IBM, which was allowed the large mainframe market.

Japanese firms had confined themselves to making sm

Stoll, M. (1988, sniffy 22). U.S. computer companies must meet Japanese on their terms. PC Week, 96.

In fact, IBM-Japan was the dominant computer maker in Japan until 1979 when Fujitsu took the lead. In 1986, IBM-Japan dropped to third place behind NEC. With this increased competition, IBM has modify its strategies. IBM, who once barely acknowledged competitors, has abandoned the traditional go-it-alone strategy, has participated in joint ventures, and has begun offering discounts. Furthermore, IBM-Japan is operated by Japanese nationals, with the exception of round one percent of employees who are foreign (Dreyfuss, 1988, p. 73).

Koepfler, E.R. (1989, July/August). Strategic options for global market players. Journal of Business Strategy, 10-46.

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