Yogo Game: Strategy in The United States
(8 pages of text)
Yogo Game, Inc., a successful Japanese social media company, had launched a subsidiary in the United States. In spring 2016, the parent company directed the subsidiary to expand its U.S. operations. Yogo Game America projected that it would need to triple its workforce by the end of 2017, which required that the U.S. subsidiary decide whether to hire locals or expatriates, and whether to adopt the company’s home culture of Japan or its adopted culture in the United States. These decisions were complicated by the fast-paced, highly competitive gaming industry targeted by the subsidiary. Employment in the high-tech sector had its own subculture within the broader U.S. culture. What policies and practices would help the company adapt to the U.S. culture without sacrificing the Japanese policies and practices that had already made the parent company so successful?
The case is ideal for use at the undergraduate or graduate level in a course on managing cross cultures or any other business course related to culture and business strategies for success in a foreign market. Using this case, students will do the following:
- Identify American and Japanese cultural dimensions and the motivations underlying each.
- Compare, contrast, apply, and evaluate Hofstede’s cultural dimensions as they pertain to the United States and Japan.
- Compare the subsidiary’s hiring strategy with other new social media companies.
- Use a value, rarity, imitability, and organization (VRIO) assessment to evaluate the company’s resources and core competencies.
- Identify the risks of the company’s business strategy as applied in its domestic market (i.e., Japan).
Information, Media & Telecommunications
Japan, Medium, 2012
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