Abstract

Case Studies of the efforts of the Motorola and Cray Supercomputer to sell their products in Japan and reveal the varied structural impediments limiting foreign access to the Japanese marketplace. In both of these cases, U.S. trade policy was used to improve market access with limited but largely beneficial results. The case studies demonstrate that in the presence of the unique structural features of Japanese business and government organization, something akin to "managing trade" is sometimes required to achieve something akin to a competitive outcome.