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Asia-Pacific country, Japan. In 2006, Vodafone was forced to exit Japan because of a massive hemorrhage of customers. The reason for this failure was simple, and has been noted by industry watchers: “Vodafone was focused more on the benefits of using its massive scale to spread the same phones and brand image globally rather than focusing on the trendchasing Japanese consumer” (Kiessling, Marino, & Richey 2006, p. 245).

We do not intend to repeat this mistake son soon after the bitter lessons of Japan. Chastened by that experience, Vodafone will rely on the existing marketing plan of MobiFone, which has succeeded in attracting hundreds of thousands of new subscribers a month with its current approach. MobiFone is already a hugely successful brand in Vietnam, and we retain the MobiFone name, messaging, and advertising strategies with minimal interference from Vodafone. This approach privileges the experiential knowledge of MobiFone rather than Vodafone objective knowledge, which failed the company in its last venture into the Asia-Pacific region.

Aside from the Japanese experience, however, there are other reasons to leave marketing to MobiFone: “Global marketing is not easily transferred to Vietnam. Like China, Vietnam has a tonal language that poses problems in marketing communications for firms” (Yip 2000, p. 284). Learning from our new Vietnamese colleagues about the special requirements of tonal advertising will be an immensely valuable addition to the knowledge base of Vodafone, which can mobilize this knowledge in China.

In addition to language, another potential minefield in marketing is the realm of culture: “when Coca-Cola launched its Viet Nam marketing campaign by placing two giant inflated Coke bottles on the steps of the Hanoi Opera House, the Vietnamese scowled at the vulgarity of the...gesture” (Shillue 1997, p. 176). Based on this information, there is an unacceptable high chance that Vodafone's advertising culture, with its reliance on garish advertising (including in auto sports environments) will not transfer to Vietnam.

Future Strategic Plan and Recommendations:
The favorable climate for foreign direct investment (FDI) is not only Vietnam but
also the entire Asia-Pacific region is highly favorable (Freeman, 2002)
As FDI inflows have accrued, and confidence has grown, the foreign
investment regimes have continued to improve, in tandem with
improvements to the wider business environment in these host countries.
There is little doubt that considerable progress has been made over the last
decade in the field of FDI activity in Cambodia, Laos and Vietnam.

These trends are based on not only top-down initiatives, such as governmental pushes for privatization and the creation of favorable tax regimes but also the bottom-up affection of consumers in these countries for Western brands, products, and services. However, since we will remain in the background of the MobiFone deal, we will remain happily insulated from the possibility of an unpredictable Vietnamese backlash against the West. Our risk profile therefore dictates that we will not advertise with the Vodafone name or otherwise promote our brand in Vietnam as we do in Europe. We are buying subscribers only, and are content to allow MobiFone to be the operationa