Abstract
The results of an empirical study of international competition for the UK machine tools market are presented. The research focuses on the comparative marketing strategies and organizations of a matched sample of British, German, U.S. and Japanese subsidiaries competing for customers in the UK market. The most striking contrast is between the Japanese subsidiaries on the one hand, and their British and U.S. rivals on the other. The German subsidiaries fall in-between the two. In terms of emphasis on marketing performance and a willingness to take a laid-back attitude to short term profits the German subsidiaries were closer to the Japanese approach. In terms of organization, control and reporting procedures they were more akin to the other Western competitors than their Japanese rivals.
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