This book presents theories and case studies for corporations in developed nations, including Japan, for designing strategies to maximize opportunities and minimize threats in business expansion into developing nations. The case studies featured here focus on Asia, including China and India, and use examples of Japanese manufacturers. Five case studies are provided, including Hitachi Construction Machinery and Shiseido in China and Maruti Suzuki in India. These cases facilitate the reader's understanding of the business environments in emerging economies. This volume is especially recommended for businesspeople responsible for international business development, particularly in China and India. In addition, the book serves as a useful resource for students in graduate-level courses in international management.

Chapter 1 Introduction: Need for New Global Strategies.- Chapter 2 Management Strategies for Global Businesses.- Chapter 3: Comparison of Business Environments in China and India.- Chapter 4 Creating a Business Model in Response to Competition from Developing Nations.- Chapter 5: India's Neemrana Industrial Park for Japanese Firms (Case Study 1).- Chapter 6: International Alliance Management Strategy.- Chapter 7: Hitachi Construction Machinery: Becoming a Wholly Owned Chinese Entity(Case Study 2).- Chapter 8: Marketing Issues in Global Business.- Chapter 9: Shiseido Marketing in China (Case Study 3).- Chapter 10: International R&D Management.- Chapter 11: Thailand's National Science and Technology Development Agency and Japanese Firms (Case Study 4).- Chapter 12: Maruti Suzuki's Expansion in India (Case Study 5).- Chapter 13: Conclusion: Strategic Integration and Corporate Strategy of Multinationals.