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Robert Eberhart is an American electronics executive living abroad in Japan as market president. He's ready to move on to something new and discovers that the changing distribution laws in Japan may provide him a chance to upend the supply chain for California wines. Legal, marketing, operational, and executive management challenges ensue.

This note identifies the key issues that must be addressed in the creation of a viable venture, and provides an overview of the processes and techniques available to resolve the issues discussed.

Toshifumi Suzuki, chairman and CEO of Seven and I Holding Co., was widely credited as the mastermind behind Seven-Eleven Japan's spectacular rise. Although Seven-Eleven Japan began as a small licensee of U.S. convenience store chain 7-Eleven, Inc. (then Southland Corp.) in 1974, it grew to become the highest grossing retailer in Japan, eclipsing its then-parent Ito-Yokado's sales. By 2005, it also owned a controlling stake in 7-Eleven, Inc. Over the years, Suzuki's emphasis on fresh merchandise, innovative inventory management techniques, and numerous technological improvements guided Seven-Eleven Japan's rapid growth. At the core of these lies Tanpin Kanri, Suzuki's signature management framework.

Provides an overview of the Japanese apparel market, which was a 13.1 trillion yen industry in 2003, reflecting 5.5% year-over-year shrinkage since 1997, when retailers logged 17.5 trillion yen in sales. Compared to their global counterparts, Japanese apparel shoppers in the 12 to 35 age bracket are considered to be extremely fashion sensitive. Because these consumers commit a disproportionately large amount of their disposable income to fashion goods, the Japanese apparel market has been very attractive to global players such as Inditex, parent of Zara. Moreover, it is considered a promising market for small niche retailers and boutiques featuring up-and-coming designers, many of which are flourishing in areas of Tokyo such as the renowned Harajuku district. By the turn of the 21st century, Japan's chic apparel shoppers have enabled Tokyo to become a fashion center, influencing styles in other Asian countries such as China and Korea and drawing the attention of trend watchers and fashion journalists from around the world.

Ito-Yokado, the 16th largest retail conglomerate in the world, has struggled with the declining performance in the apparel division of its superstores for over a decade. Apparel sales are slipping, eating hard-won gains in the retailer's food division. CEO Toshifumi Suzuki has already instituted a number of revolutionary changes to sourcing and merchandising. What should he try next?

After a period of turbulence, the fourth generation of Nordstroms are in control of the $7.1 billion apparel retailer. They have instituted a number of changes in buying and IT that have turned the business around. What can they do to ensure future growth?

Presents the dilemma facing George Jones with respect to the high selling cost at Parisian Department Stores. The challenges to be considered reflect issues at different levels of the organization, including individual salespeople, the store itself, and the merchandise policy for a set of rather diverse stores.

In November 2004, Larry Fish, chairman of Citizens Bank, is wondering about the challenges posed by the latest and largest acquisition in the history of the bank. Fish has always believed that the success of Citizens thus far was facilitated by the credo he introduced in 2002. With an ever-growing organization, and more acquisitions in the future, he needs to know what changes need to be made to continue the effectiveness of the credo and his commitment to customers, employees, and communities.