Characteristics and Influencing Factors of Lawson’s Internationalization Strategy

A Historical Perspective

Abstract

This analysis scrutinizes Lawson’s internationalization strategy in two phases. The first phase（1996–2009）began with a passive approach driven by the Chinese government’s request, evolving into a proactive strategy with the establishment of overseas subsidiaries and diverse entry methods. Mitsubishi Corporation’s increasing ownership and leadership influence played a pivotal role in shaping this phase. The second phase（2010–present）marked a shift from passive to active internationalization due to domestic market saturation and heightened involvement from Mitsubishi Corporation. Lawson expanded not only in China but also entered other countries like Indonesia, the United States（Hawaii）, Thailand, and the Philippines. Factors influencing this phase included domestic market saturation, Mitsubishi Corporation’s reinforced involvement, and the proactive internationalization efforts of other major convenience store chains. Lawson adjusted its entry methods based on previous experiences, introducing diverse strategies in different markets. Post-entry feedback and performance evaluation led to strategic modifications, demonstrating Lawson’s adaptability in response to evolving market dynamics. The analysis underscores the complex interplay of government requests, corporate characteristics, and leadership dynamics in shaping Lawson’s internationalization journey.