Martial arts marketing

Multinational Business Review, Spring 1994 by Cotter, Michael J, Henley, James A Jr

A crucial factor in aikido defense is dealing with the attacker's "power range." The inner limit of power is at the point where the mass begins generating momentum (e.g. the beginning movement of a punch). The outer limit of power is at the point where the mass ends momentum (e.g. where the punch's force has diminished). The attacker strives to have a point of impact when a launched fist reaches its maximum momentum. The aikido defender may decide to quell the energy just as the attack is launched when little momentum has been generated or move just out of range so very little damage could be done by the attacker at the outside of the "power range."

One example of the Japanese businesses staying outside the competitors' "power range" is in the Mideast where they saw automobile market potential given sufficient service and channel development. To foster growth and to develop area stability, Japanese auto manufacturers began training auto mechanics all over the region. In one instance in Libya, the auto companies of Toyota, Nissan, and Honda banded together to establish auto service centers in 44 locations. This granted the companies additional income from the service business itself, and fostered additional Japanese auto sales because of the customer assurance that repairs will be convenient (Terpstra 1987). This market capture was accomplished because the Japanese used the aikido strategy of avoiding contact with the competition in the opponent's "power range."

IMMOBILIZATION TECHNIQUES

Aikido immobilizations are neutralization techniques in which physical contact with the attacker is maintained from the first defensive extension until the aggressor is secured in a joint lock. Consider a straight blow aimed toward the defender's head. If the defender chooses the irimi or "entering' variation of addressing the attack, the defender's forearm turns toward the attacker's wrist and makes contact. The contact will reduce the momentum of the attempted punch and guide the punch in a harmless direction. An instant after contact, when the power of the blow has been dissipated along the defender's obliquely extended arm, the attacker's wrist is clasped by the defender. The experienced aikidoist does not try to stop the blow with either or both hands. This may lead to injury and interferes with the momentum necessary to properly implement the next aikido technique.

The crucial principle is not to attempt to completely stop a power play head-on. Instead, turn the blow into a less damaging glancing strike while positioning for eventual control through leading. An example of this Japanese principle in business is found with Dow Chemical Corp.'s attempt to attack the Japanese market. The U.S. firm of Dow worked to get permission to build a plant in Japan to better compete with Japanese firms. Instead of allowing Dow to land their "punch" by building the plant and striking back through product, price, distribution, or promotion counterattacks, Japan diverted Dow's attack through oblique blocks by initially not permitting direct foreign investment. Over time under U.S. pressure, Japan's Ministry of international Trade and Industry gradually liberalized the policy of foreign investment into Japan. When Dow then tried to secure land for plant construction either through purchase or lease, the local authorities blocked Dow's attempt. When Dow sought another location, again the next local authority blocked the acquisition of land which preempted the construction of the plant. Therefore, Dow never had a head-on battle with Japanese firms on a product level and has not built the plant (Mason 1992).