Transcript SOTO - 2005
SOTO
January 2005 intake
Echenne Vincent
Donescu Stefan
Graham Russell
Petrucci Massimo
Zhu Yinfeng
Best In France 2005
Report Note
At the request of the company investigated, “Soto”, is not their real
name. Also, certain details have been omitted which would otherwise
indicate the identity of the company or individuals.
This request was since the company is going through a sensitive startup period in France and publicity of this nature is not desirable in the
eyes of the Japanese headquarters.
On Wednesday June 14th we met with Mr. Myers the General Manager,
Business Development for Soto in France. Mr. Myers explained to us at
this meeting and via previous telephone discussions Soto’s activities in
France and approach to working here.
The team wishes to thank Mr. Myers for his willingness to share with us
his insights into Soto and it’s experiences coming to France.
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Background Précis
Soto corporation manufactures automotive sub assemblies for supply to
automobile Original Equipment Manufacturers (OEM’s). Soto is a Japanese
company which has traditionally sold 80% of its production to Nissan, a
Japanese OEM.
With the recent merger between Renault and Nissan, Soto has been forced
to begin operations in France to supply Renault plants here components
which are now shared between Nissan and Renault.
Soto faces challenges to integrate a largely Japanese workforce into the
French culture and vice-versa for their French workers to understand how
to succeed in a company with strong ties to Japan and Japanese business
culture.
Primary among these challenges has been the transition of control from
Japanese transplanted workers to French counterparts. This ongoing need
has forced the Soto management to work with it’s employees to instil new
values and expectations to ensure success in France.
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Report Structure
Background Précis
Company background
• Products
• Markets Served
• Growth Objectives
Best In France findings
•
•
•
•
•
French objectives
Difficulties Faced
Adaptation to France
Key Benefits of France
Essential Advice
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Soto Organisation
Name
Headquarters
Established
Capital
President & CEO
Employees
« Soto Corporation »
Tokyo
Aug. 25, 1938
¥40,606 million (as of March 31, 2005)
~ omitted
16,347 (as of September 30, 2004)
Consolidated subsidiaries
47 (as of September 30, 2004)
Affiliates accounted for under
the equity method
12 (as of September 30, 2004)
Stock Exchange Listings
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Tokyo Stock Exchange
Soto Corporation company mission
Basic Philosophy
We shall contribute to the people around the world by creating a comfortable
environment through the interactions of the earth and the human beings.
Management Policy
We aim to:
1.Coexist with the environment and treasure the nature and lives of
all human beings.
2.Lead the market by producing attractive products.
3.Promote an open and visible management style with integrity and
fairness.
4.Become an organization that can make continuous improvements
by making the best of each individual uniqueness and
capabilities.
Action Guideline
1.Strive to make one's best without avoiding difficulties.
2.Respect each individual humanity and culture.
3.Think freely and act speedily.
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Major Products Produced
Main Automotive
Products
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Cockpit Modules, Front End Modules, Car Air
Conditioners, Compressors, Condensers, Instrument
Panels, Meters, Electronic Components, ITS, Radiators,
Mufflers, Converters
Major Clients
Audi AG
Isuzu Motors Ltd.
Suzuki Motor Corporation
General Motors Corp.
DaimlerChrysler AG
Nissan Motor Co., Ltd.
Nissan Shatai Co., Ltd.
Nissan Diesel Motor Co., Ltd.
BMW AG
Ford Motor Co.
Volkswagen AG
Peugeot S.A.
Fuji Heavy Industries, Ltd.
Honda Motor Co., Ltd.
Mazda Motor Corp.
Mitsubishi Motors Corp.
Renault S.A.
and others
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Soto Company key objectives
The following 8 slides detail the opportunities that Soto has identified as
being critical to its future growth. This presentation was made by Soto to
investors in late 2004.
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Growth Targets
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Message from the president
The world's automakers are targeting the global optimization of their
procurement systems. In other words, they seek to achieve one global standard
for quality, cost, and timely delivery. Soto has met that challenge. Through
modularization made possible by our industry-leading development and
production technologies, we are meeting our customers' needs at locations
around the world.
Soto aspires to be the No. 1 module supplier globally. We are continuing to refine
our overall technology capabilities in development, production, procurement,
and other areas. We also are boosting our competitiveness by progressing with
the globalization of all aspects of our business activities. Based on these efforts,
we intend to make a leap forward onto the global stage as a company with a
superior ability to make speedy and strategic business proposals.
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Report Structure
Background Précis
Company background
• Products
• Markets Served
• Growth Objectives
Best In France findings
•
•
•
•
•
French objectives
Difficulties Faced
Adaptation to France
Key Benefits of France
Essential Advice
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French Activities
Soto is an extremely traditional Japanese company.
Historically most of it’s business (80%) has been in Japan with
Japanese customers. As a result, the challenges posed by a
significant expansion in France with new customers and a new
culture to adapt to will be challenging.
In January 2001 a holding company was setup in France to
prepare for the French operations. In January 2004 this was
first registered as a French company to begin operations
serving a joint Nissan / Renault platform.
The French company presently employs 60 people, 35 of whom
are Japanese nationals.
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Why France?
Soto, like most tier 1 automotive suppliers is forced to follow
the production strategy of it’s major customers into new
markets
Due to the merger between Renault motors of France and Nissan
Corporation of Japan, Soto’s major customer Nissan is now
sharing considerable technology and joint platforms with
Renault.
This means that Soto must now serve Renault operations in
Europe more than in the past and France was the obvious choice
for expansion as Renault is headquartered here.
Soto has limited production and distribution facilities in Wales,
however these were deemed to be insufficient to meet Renault’s
needs so over the next 3 years much of the services offered from
Wales will be transferred to France.
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Difficulties Faced
Cultural difference
This is the most significant challenge faced by Soto in adapting it’s
workforce to the European business and French culture in particular
Integration of Japanese employees into the French society
Eg.
Necessary to encourage them to consider France as a long term
assignment worth adapting to rather than just a temporary leave from
Japan
Integration of French employees into Soto
Eg.
Difficulties faced by new employees who do not have experience
working in Japan or with Japanese who may have different expectations
and methods
Expectations of Japanese head office
Eg. Tendency to not embarrass managers with the faults of their division
had repercussions when European customers expected to discuss these
face to face. Obedience to management above all else difficult in Europe
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Difficulties Faced
Company culture
Japanese employees are less likely to volunteer to embrace
responsibilities unless directed to by their manager
Tendency to obey without considering the implications of the action
because it was a management directive.
These two cultural differences stood out initially until the French
General manager was appointed who understood western
management
35 hour working week
Japanese culture is for employees to occasionally work extremely
long hours whether to impress management or to fulfil a difficult
assignment
French employees who left at 5pm were questioned on their
commitment initially by Japanese colleagues
This has had to be discouraged by management as it contravenes
French industrial law
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Difficulties Faced
Cultural differences result in Soto-developed solutions
Very few external consultants have been hired to assist with
development of operations in France
Communication
Predominantly only Japanese language used with communication
between head office in Tokyo
English is the second language therefore French workers must be
proficient in it
Language barriers cause many problems to be handled internally
within the organisation rather than using external resources
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Adaptation to France
Recruitment
There currently is no HR department
Recruitment is done directly by managers
Tendency to hire only Japanese (75% of the total number of
employees)
Actions taken and plans for the future
Recruitment of a French development manager
Invert the proportion of Japanese employees working for the
company
Providing training sessions on Japanese culture for new French
recruits
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Adaptation to France
Performance appraisal
To-date has been subjective appraisals by immediate manager
No set evaluation sheets
Compensation policy
Fixed salary plus limited bonuses
Company car, apartments and other benefits
No salary based on performance from Japanese background
Job design
No use of job description
Has been necessary to create role descriptions and use in appraisal
HR manager to be appointed will develop this appraisal system
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Adaptation to France
Training
Japanese headquarters in Tokyo, but no training for employees
transferred to Europe yet
International transfer and use of expatriates
Transfer of Japanese from the headquarters
English language requirement but no French requirement for Japanese
expatriates assigned to France
Development manager is a French expatriate with 35 years experience
with Japanese company
Ad-hoc training and immersion programs developed within the office to
help immersion
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Key Benefits of France
R&D grants given by French government
These have resulted in the transfer of the European R&D headquarters
to France
Highly educated workforce – Japanese have been impressed so far with
the skills of the French engineers particularly in product design
Location benefits
Proximity to major European clients
Understanding of the European market
Expansion opportunities
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Essential Advice
Integration of cultures
The most obvious impediment to efficient growth has been the
barriers which have existed between the Japanese and French
business cultures and a lack of commitment of either party to
embrace the other
This has begun to change now that the senior French management
is Japanese and understands the western business culture and how
to succeed in Europe
Hiring of more French employees with Japanese experience
Establishment of a shared team culture within the French workforce
rather than two different groups – Japanese and French.
For an Asian company coming to France:
Do not underestimate the effort necessary to communicate with
and understand the western / French «business philosophy »
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