My Experience in JapanRafael Chan

Global Marketing Director, GlaucomaAlcon Laboratories, Inc.

Was It Really 4 Years?Rafael Chan

Global Marketing Director, GlaucomaAlcon Laboratories, Inc.

Prior to Japan……….Joined Alcon in June 2000

Brand Manager, Intraocular Lenses (IOLs)U.S. Surgical Division, Alcon Laboratories, Inc.

2003: The NeedHistorically, Alcon had been the dominant

player in the Ophthalmic Surgical business in Japan, with #1 market share positions in the following areas:IOLs (AcrySof®)Cataract EquipmentVitreoretinal Equipment

In 2001, a Japanese company (HOYA) launched their version of a small-incision IOL and rapidly gained market share

Market & Training Visit – October 2003

1st 6 monthsAssess the team, make changes if necessary

“Right people……right job”

Get a full-time translatorFluent in English, of courseExperience living in a “western” environment

Meet customers

Get in the field!What exactly are our Sales reps doing? What are they

saying to create demand for our Brands?

“Gunslinger” vs. Godzilla

Things that worked in the US may not work in Japan…….

Internal Challenges“Here’s the

plan……”

“I’m going to make swift changes!”

“This is what we’re going to do…..”

Lots of head-nodding, but no comprehension

You’re a short-timer, gaijin….and you’ll be gone in a few years

This is Japan, we cannot do this

How do we gain alignment with the Head of Sales?

Shogun: a hereditary military dictator in Japan

SalesSales Rep

Marketing

Desired Goal

Brand

Sales

Marketing

R&D

Manufacturing/QA

Adapting to the Environment

Step 1: Establishing “honne”Tatemae vs. Honne

Tatemae – hearing what you want to hear; a façade

Honne - Truth

Frequent 1-1 meetings

Shut up & listen

Step 2: Create Environment of EmpowermentChallenge: Japanese are relatively risk-

averse, especially those not in managerial roles

Formation of “One Alcon” TeamsMulti-department team focused on one

business issue that affects everyoneTeam vs. “Silo” approachGet away from “it’s not my job” mentality

Step 3: Open Lines of Communication with Western colleaguesBefore:Typical interactions were visits to Japan 1-2x each

yearJapanese would show US visitors what they wanted

to see“Everything looks great…..keep up the good work!!!”

Need:Constant engagementMy role was to “facilitate” dialogue so that

Corporate could fully understand the issue

Step 4: Go for Singles & DoublesGo for “small” wins --- and celebrate small

wins

Success builds upon success

Step 5: Change is good!Performance based compensation

Hire from outside if necessary

People development – stretch assignments & tasks

Create a learning environmentDon’t be afraid to take calculated risks!

Step 6: Sales & Marketing are PeersStill a work in progress…….

Sales

Marketing

What did I learn from our Japanese Colleagues?

Customer is ICHIBAN (#1)

Nemawashi works in the Western World“The meeting before the meeting…….”

Gain alignment with key stakeholders prior to the official meeting where decisions are made

Quality is of paramount importanceThe “cotton ball” experience

What an American may not perceive as a quality issue, Japanese will!

Business EtiquetteUse of Meishi (business cards)

Dining with customers and business associates

Avoid usage of “slang” words

Careful in using jokes to break the ice

Not a matter of right & wrong…just different!

Embrace differencesPut yourself in their

shoes

Fugu = blowfish; containing a deadly poison in different parts of the body

Importance of Team

Patience!!!!

Most Important Lesson from Japan

What About The Family?

In Japan, customary for husband to work long hoursSpouse responsible for taking care of the home

Business trips during the week & sometimes over weekends

Make the Most of the Ex-Pat ExperienceFind time to travel &

explore

Try different things

Meet others with similar circumstances

SummaryBetter sometimes to ask questions and listen

Encourage the “meeting before the meeting”

Embrace change / embrace differences

If given the opportunity, make the most of an ex-pat experience