Globalization at NTT DoCoMo : implementing global business management strategies

Global business management has become one of the most important issues facing companies today, and global economic dynamics provide companies with both tremendous opportunities and formidable challenges. Countries are increasingly tied to each other through deregulation and liberalization for economic exchanges. Global competition is a necessity rather than a matter of direction for many companies. Global business management is more complex than doing business in a single country because of differences in source and nature between the home country and a target country. There are more managerial items that require modification with the passage of time. To be a successful multinational corporation, companies must recognize the whole picture of global business management and pursue best practices continuously. NTT DoCoMo, the largest Japanese mobile network operator, has achieved great success in the domestic market by leveraging its technological superiority since it was established in 1992. As the signs of market saturation began to emerge in Japan, NTT DoCoMo advanced its plans for globalization aggressively. For NTT DoCoMo, which does not own real products and production facilities, this represents a new challenge a Japanese company, namely, that NTT DoCoMo needs to enhance its global management system more than other Japanese manufacturing MNCs. This thesis introduces the key elements and appropriate procedures for decision making in global business from top management's point of view. These elements and procedures are represented in the "2C + 5P Model," which is composed of two fundamental elements and five managerial essentials. I briefly review the history of globalization by Japanese MNCs, and identify the composition

Department dc:contributor.department

Sloan School of Management.

Grantor dc:publisher

Massachusetts Institute of Technology

Year dc:date.issued

2004

Author dc:creator

• Takagi, Katsuyuki, 1964-

Advisor dc:contributor.advisor

• Michael A. Cusumano.

• Sloan School of Management.

Statement dc:rights

• M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.

Licence dc:rights.uri

• http://dspace.mit.edu/handle/1721.1/7582

Language dc:language.iso

eng

Handle dc:identifier.uri

http://hdl.handle.net/1721.1/17889

OAI identifier oai:identifier

oai:dspace.mit.edu:1721.1/17889