Here in case study 3 questions please help me especially if the company didn't adapt its business model. To overcome the problems of Japaneseculture and history being incompatible with the Toys " R" Us business model, Den Fujita, whohad successfully run McDonald's Japan, was enlisted as a local partner. At the time, he was theonly Japanese business leader who had succeeded in bringing foreign nonluxury retail businessinto the restrictive Japanese market. His experience, political influence, vision, and uniqueunderstanding of both Japanese and US cultures enhanced the probability of success of Toys "R" Us in Japan. With the help of Fujita, a powerful opinion leader who affected governmentpolicy making, and a younger generation that had started to realize that they were paying inflatedprices for many consumer goods, many commercial restrictions were lifted. Toys “ R" Us wasable to implement a business model that was closer to the one that underpinned its success in theUnited States. There are now more than 160 stores in Japan.1 What are the firm-specific advantages of Toys "“ R" Us?2 What specific cultural and political barriers to entrydoes it face?3 Why was Toys “ R" Us more successful in Japan thanin Germany? | Toys "R" UsToys "R" Us opened its first international outlet in Canada in 1984 and then it expanded to partsof Europe, Hong Kong, and Singapore, where the company's "discount formula" was as popularas in the United States. The international business model applied to new markets was the same asthat used by the company in the United States; identical stores with a self-service supermarketformat that offered a great variety of toys sold at low prices. By 2015, Toys “ R" Us was presentin 38 countries operating more than 755 international stores and over 250 licensed stores. Theseincluded 346 in Europe, 261 in Greater China and Southeast Asia, 83 in Canada, 59 in theMiddle East, 34 in Australia, and 46 in Africa. Entering new markets, however, has not alwaysbeen easy for the company. As this case shows, cultural and regulatory differences can makeestablishing a foreign business model very difficult.Toys " R" Us in GermanyMany foreign firms targeting the mainland European market start with the largest economy,Germany. It has a strong economy, a high per-capita GDP and a population with high levels ofdisposable income. It also greatly influences what happens in the rest of the EU. When Toys "R"Us decided to enter the German market, it was greeted by a partial boycott and a public relationsblitz that condemned the concept of a self-service toy supermarket as being alien and wrong.Even though the managing director of Toys " R" Us was German, strong objections weredirected against a US retailer wanting large-area sales space in Germany.The company soon learned that legal and cultural barriers could be effectively used to blockforeign competition. When Toys " R" Us applied for a construction permit in Cologne, the cityfathers asked the local chamber of commerce and retailers' association how they felt about theapplication. The latter replied that a toy store belongs in the center of the city, not on the edge oftown. Yet this is exactly where Toys “ R" Us needed to be located so that it could build asprawling store and a parking lot that was the size of a soccer field. In addition, the German ToyManufacturers Association questioned why a toy store would sell so many non-toy items.The managing director of Toys " R" Us refused to allow these early setbacks to thwart hisefforts. He continued making the rounds of trade shows, negotiating for store sites and presentingthe company's plans to local officials; eventually he wore down the resistance. Even thecompetition began to realize that successful large toy stores could spark a boom in the toymarket. Soon, competitors began copying some of the approaches used by Toys " R" Us, such aspiling shelves at the back of the store with baby food and diapers. Parents who came in to getdiapers or baby food seldom leave without buying a toy for the child. The German experiencetaught the management that despite cultural, legal, and technical barriers, a foreign retailer cansucceed in Europe if it is patient, maintains a strong consumer-oriented marketing focus, and isnationally responsive. By 2015 Toys “ R" Us had 66 stores in Germany and had expanded toestablish 346 outlets across Europe, including 86 in the UK, 48 in France, and 50 in Spain.Toys " R" Us in JapanThe Japanese toy market is one of the largest, making it an attractive market for Toys “R" Us.But when the firm decided to enter this market in 1991, it had some major hurdles to overcome.Despite the rapid growth it had experienced, Japan's toy industry remained highly fragmentedand locally focused. Japanese consumers appeared to prefer personal attention from the shopowner rather than low prices. In addition to customers' habits and personal loyalties, Japan'sretail structure was also bolstered by a series of laws restricting the spread of larger retail stores.At the time, a typical Japanese toy store was less than 3,200 ft2 (300 m2) in area. Nearly allretail shops were domestically owned and bought their toys from local wholesalers, usually for75-80 percent of the manufacturer's "suggested price." Retailers then sold the toys for thesuggested price, deviating from it only rarely. Fragmented wholesalers served these shops. Thesewholesalers sold their products through a complex distribution system that typically involvedbetween three and five layers of intermediaries. The Toys "R" Us business model clashed withtraditional business structures. Its self-serve format put more attention on lower prices,minimizing personal attention to each customer, and cutting out intermediaries from the supplyprocess. Japan not only presented great possibilities but also involved a high risk of failure,

Question

Here in case study 3 questions please help me especially if the company didn't adapt its business model. To overcome the problems of Japaneseculture and history being incompatible with the Toys &#34; R&#34; Us business model, Den Fujita, whohad successfully run McDonald's Japan, was enlisted as a local partner. At the time, he was theonly Japanese business leader who had succeeded in bringing foreign nonluxury retail businessinto the restrictive Japanese market. His experience, political influence, vision, and uniqueunderstanding of both Japanese and US cultures enhanced the probability of success of Toys &#34;R&#34; Us in Japan. With the help of Fujita, a powerful opinion leader who affected governmentpolicy making, and a younger generation that had started to realize that they were paying inflatedprices for many consumer goods, many commercial restrictions were lifted. Toys “ R&#34; Us wasable to implement a business model that was closer to the one that underpinned its success in theUnited States. There are now more than 160 stores in Japan.1 What are the firm-specific advantages of Toys &#34;“ R&#34; Us?2 What specific cultural and political barriers to entrydoes it face?3 Why was Toys “ R&#34; Us more successful in Japan thanin Germany? | Toys &#34;R&#34; UsToys &#34;R&#34; Us opened its first international outlet in Canada in 1984 and then it expanded to partsof Europe, Hong Kong, and Singapore, where the company's &#34;discount formula&#34; was as popularas in the United States. The international business model applied to new markets was the same asthat used by the company in the United States; identical stores with a self-service supermarketformat that offered a great variety of toys sold at low prices. By 2015, Toys “ R&#34; Us was presentin 38 countries operating more than 755 international stores and over 250 licensed stores. Theseincluded 346 in Europe, 261 in Greater China and Southeast Asia, 83 in Canada, 59 in theMiddle East, 34 in Australia, and 46 in Africa. Entering new markets, however, has not alwaysbeen easy for the company. As this case shows, cultural and regulatory differences can makeestablishing a foreign business model very difficult.Toys &#34; R&#34; Us in GermanyMany foreign firms targeting the mainland European market start with the largest economy,Germany. It has a strong economy, a high per-capita GDP and a population with high levels ofdisposable income. It also greatly influences what happens in the rest of the EU. When Toys &#34;R&#34;Us decided to enter the German market, it was greeted by a partial boycott and a public relationsblitz that condemned the concept of a self-service toy supermarket as being alien and wrong.Even though the managing director of Toys &#34; R&#34; Us was German, strong objections weredirected against a US retailer wanting large-area sales space in Germany.The company soon learned that legal and cultural barriers could be effectively used to blockforeign competition. When Toys &#34; R&#34; Us applied for a construction permit in Cologne, the cityfathers asked the local chamber of commerce and retailers' association how they felt about theapplication. The latter replied that a toy store belongs in the center of the city, not on the edge oftown. Yet this is exactly where Toys “ R&#34; Us needed to be located so that it could build asprawling store and a parking lot that was the size of a soccer field. In addition, the German ToyManufacturers Association questioned why a toy store would sell so many non-toy items.The managing director of Toys &#34; R&#34; Us refused to allow these early setbacks to thwart hisefforts. He continued making the rounds of trade shows, negotiating for store sites and presentingthe company's plans to local officials; eventually he wore down the resistance. Even thecompetition began to realize that successful large toy stores could spark a boom in the toymarket. Soon, competitors began copying some of the approaches used by Toys &#34; R&#34; Us, such aspiling shelves at the back of the store with baby food and diapers. Parents who came in to getdiapers or baby food seldom leave without buying a toy for the child. The German experiencetaught the management that despite cultural, legal, and technical barriers, a foreign retailer cansucceed in Europe if it is patient, maintains a strong consumer-oriented marketing focus, and isnationally responsive. By 2015 Toys “ R&#34; Us had 66 stores in Germany and had expanded toestablish 346 outlets across Europe, including 86 in the UK, 48 in France, and 50 in Spain.Toys &#34; R&#34; Us in JapanThe Japanese toy market is one of the largest, making it an attractive market for Toys “R&#34; Us.But when the firm decided to enter this market in 1991, it had some major hurdles to overcome.Despite the rapid growth it had experienced, Japan's toy industry remained highly fragmentedand locally focused. Japanese consumers appeared to prefer personal attention from the shopowner rather than low prices. In addition to customers' habits and personal loyalties, Japan'sretail structure was also bolstered by a series of laws restricting the spread of larger retail stores.At the time, a typical Japanese toy store was less than 3,200 ft2 (300 m2) in area. Nearly allretail shops were domestically owned and bought their toys from local wholesalers, usually for75-80 percent of the manufacturer's &#34;suggested price.&#34; Retailers then sold the toys for thesuggested price, deviating from it only rarely. Fragmented wholesalers served these shops. Thesewholesalers sold their products through a complex distribution system that typically involvedbetween three and five layers of intermediaries. The Toys &#34;R&#34; Us business model clashed withtraditional business structures. Its self-serve format put more attention on lower prices,minimizing personal attention to each customer, and cutting out intermediaries from the supplyprocess. Japan not only presented great possibilities but also involved a high risk of failure,

Accepted Answer

Toy company - 
It was a toy company who was dealing in the business related  with the toy…

1 What are the firm-specific advantages of Toys “ R" Us? 2 What specific cultural and political barriers to entry does it face? 3 Why was Toys " R" Us more successful in Japan than in Germany?