Rafael Chan
Global Marketing Director, Glaucoma
Alcon Laboratories, Inc.
Rafael Chan
Global Marketing Director, Glaucoma
Alcon Laboratories, Inc.
Prior to Japan……….
 Joined Alcon in June 2000
 Brand Manager, Intraocular Lenses (IOLs)
 U.S. Surgical Division, Alcon Laboratories, Inc.
2003: The Need
 Historically, 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 Equipment
 Vitreoretinal 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
st
1
6 months
 Assess the team, make changes if necessary
 “Right people……right job”
 Get a full-time translator
 Fluent in English, of course
 Experience 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……”
 Lots of head-nodding,
but no comprehension
 “I’m going to make swift
changes!”
 “This is what we’re going
to do…..”
 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
Sales
Sales Rep
Marketing
Desired Goal
Sales
Manufacturing
/QA
Brand
R&D
Marketing
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
Empowerment
 Challenge: Japanese are relatively risk-averse,
especially those not in managerial roles
 Formation of “One Alcon” Teams
 Multi-department team focused on one business issue
that affects everyone
 Team vs. “Silo” approach
 Get away from “it’s not my job” mentality
Step 3: Open Lines of Communication
with Western colleagues
Before:
 Typical interactions were visits to Japan 1-2x each year
 Japanese would show US visitors what they wanted to
see
 “Everything looks great…..keep up the good work!!!”
Need:
 Constant engagement
 My role was to “facilitate” dialogue so that Corporate
could fully understand the issue
Step 4: Go for Singles & Doubles
 Go 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 environment
 Don’t be afraid to take calculated risks!
Step 6: Sales & Marketing are Peers
 Still a work in progress…….
Sales
Marketing
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
importance
 The “cotton ball” experience
 What an American may not perceive as a quality issue,
Japanese will!
Business Etiquette
 Use 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!
Fugu = blowfish; containing a deadly
poison in different parts of the body
 Embrace differences
 Put yourself in their
shoes
Importance of Team
Most Important Lesson from Japan
Patience!!!!
 In Japan, customary for husband to work long hours
 Spouse responsible for taking care of the home
 Business trips during the week & sometimes over
weekends
Make the Most of the Ex-Pat
Experience
 Find time to travel &
explore
 Try different things
 Meet others with similar
circumstances
Summary
 Better 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