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The article “Collision Course: Selling European High Performance Motorcycles in Japan” explores the issues affecting the success of Tommasi Motorcycles in Japan. The authors identify the strained relationship existing between Tommasi Motorcycles and its dealers. According to these dealers, the ideas and strategies embraced by Tommasi are not supporting their business needs.
The company is mainly “focusing on complex Information Technology (IT) systems” (Hicks and Lehmberg 3). However, this strategy cannot address most of the problems affecting these dealers. The authors also highlight the best practices that can support the performance of every dealer. Tommasi should therefore focus on the changing needs of different Japanese consumers.
Issues and Actions
The managers at Tommasi Motorcycles are facing numerous challenges. To begin with, most of the dealers are unhappy with the company’s marketing strategy. The firm mainly focuses on “the larger bike models” (Hicks and Lehmberg 7).
However, such motorbikes have become less favorable in the Japanese market. The company’s marketing strategy has failed to support the needs of different customers. Most of the dealers are forced to offer different maintenance services to their customers. Paint quality has also been a major challenge (Hicks and Lehmberg 12). Majority of these dealers are unable to overcome the increasing level of competition.
A number of strategies are required in order to support the needs of different customers. For instance, the firm should focus on the smaller motorcycles. The firm’s adverts should also promote safe riding habits.
Tommasi should also import properly-sized riding leathers and helmets (Hicks and Lehmberg 12). The company must offer the best maintenance programs to its customers. The firm should also deliver quality motorcycles to these dealers. A proper communication network is necessary in order to achieve the best outcomes. The new IT System should be used to collect the best feedbacks from different clients. The firm should establish a positive business environment for its dealers.
These problems explain why a powerful solution is required to make Tommasi a competitive player in the Japanese market. The best approach is “restoring trustful relationships between JNO and the dealership network” (Hicks and Lehmberg 14). Tommasi should also “balance global product and marketing strategies with the needs of local customers” (Hicks and Lehmberg 14). The firm should also recruit a Japanese to monitor its operations in the country.
Nabu Katoh and Fabio Bonardi have several issues to address at Tommasi Motorcycles. I strongly believe that the industry is becoming very competitive. The Japanese focus on the quality of every product. This fact explains why Tommasi should focus on these expectations. The issue of quality should not be taken lightly in Japan. The case study also explains why “Tommasi dealerships lack the required standardizations offered by domestic producers” (Hicks and Lehmberg 4). This development has been affecting the company’s performance in Japan.
Tommasi Motorcycles should not focus on its Customer Data System (CDS). New practices are required because most of the colleagues at JNO are unhappy with Tommasi’s efforts. According to the article, cultural fluency is critical in every business practice. This consideration will be critical towards the success of Tommasi. This fact explains why transparent communication is required at Tommasi Motorcycles. A proper communication network will make it easier for Tommasi to address the problems affecting its performance (Hicks and Lehmberg 15).
Hicks, Jeff and Derek Lehmberg. “Collision Course: Selling European High Performance Motorcycles in Japan.” Richard Ivey School of Business 1.1 (2012): 1-15. Print.