In the pre-winter of 2002, JAFCO Asia, a backup of JAFCO Co., Ltd., turned into the first outside private value firm to open an office in Beijing's Haidian Science Park. JAFCO was the main Japanese private value firm working in China. In that capacity, Managing Director Vincent Chan watched, "JAFCO is the scaffold in the middle of Japan and China." Yet, under that extension the waters showed up progressively uneven. While the financial relationship in the middle of Japan and China had developed progressively shut, their political relations had not and some Japanese firms had started to reassess their dedication to China. Would capital-rich Japan and capital-poor China figure out how to rise above their grieved history? Could JAFCO Asia be an impetus for collaboration, or would its supervisors locate their own operations influenced by contention between Asia's two most critical nations? The blend of formal standards and casual practices that represented outside private value firms in China was mind boggling. Opening an office in Beijing connoted a replenishment of JAFCO Asia's endeavors to ace these difficulties and harmonized with a quickening of the association's ventures. However, JAFCO's first years of engagement with China had not been remarkably effective, and without some major changes, there was little motivation to trust that the expansion of a physical vicinity there would yield better results now.
1. General Overview of the Case
2. Supporting Facts
3. SWOT Analysis
4. Alternative Solutions
5. Stated Conclusion of the Case