Student's Name: Nguyen Thi Nguyet Ha

Student’s ID: 11230058

● Fried Chicken as a Christmas Tradition in Japan: In Japan, fried chicken has become
synonymous with Christmas, thanks to a marketing strategy by KFC in the 1970s. The
tradition began when a foreign customer bought KFC as a turkey substitute, prompting
KFC to promote fried chicken as a festive meal. This cultural phenomenon has made
December the busiest month for KFC outlets in Japan, with sales doubling compared to
other months. Customers can reserve their orders as early as October, with lines on
Christmas Eve sometimes lasting up to six hours. A basic KFC Christmas set, priced
around $35, includes chicken, salad, and cake, symbolizing the widespread adoption of
the custom.
● Christmas Cake Culture in Japan: Another hallmark of Japanese Christmas is the
"Christmas cake," typically a strawberry shortcake with white frosting and fresh
strawberries. The tradition dates back to the 1910s, gaining mass popularity by the 1950s
with the advent of refrigerators and greenhouse strawberries. Confectioners nationwide
stock up on these cakes, and reservations for them also start in October. High-end cakes,
such as the $178 "Reve" cake and the $495 Dom Perignon macarons cake, highlight the
luxury market for Christmas treats.
● Unique Japanese Christmas Customs: Despite being a predominantly Buddhist and
Shinto country with fewer than 1% Christians, Japan has embraced Christmas with
unique traditions, including decorations, Santa Claus appearances, and musical
performances of Beethoven’s Symphony No. 9 during the holiday season. Social customs
emphasize family celebrations with fried chicken and cake, making Christmas an
informal yet widely celebrated occasion.
● Alternatives and Competitive Market: Convenience stores like Family Mart compete
with KFC, offering more affordable premium chicken options starting at $20,
highlighting the commercial nature of Christmas in Japan. Companies like Koikeya Co.
innovate with unique products such as strawberry shortcake-flavored potato chips to cater
to individuals spending Christmas alone.
● Cultural Perspectives on Global Traditions: Many Japanese are unaware of Western
Christmas customs involving turkey and ham. For them, chicken is deeply integrated into
their Christmas experience, with one student exclaiming, “Christmas and chicken are
one.” This divergence from global practices underscores Japan’s ability to reinterpret and
integrate foreign traditions into its cultural fabric.
 ● Three key takeaways from the article: The first is about KFC’s successful marketing
campaign. KFC successfully established fried chicken as a staple of Christmas in Japan
through a 1970s marketing campaign, turning it into a beloved custom. December sales at
KFC doubled compared to other months, with customers reserving chicken months in
advance or waiting in hours-long lines. The second is about strawberry shortcake as a
yuletide icon. The strawberry shortcake, characterized by white frosting and fresh
strawberries, is the quintessential Japanese Christmas cake. Its popularity grew in the
mid-20th century due to refrigeration and greenhouse farming, making it a cherished part
of the holiday. The third is about Japan’s unique adaptation of Christmas. Despite fewer
than 1% of Japanese identifying as Christians, the country has embraced Christmas with
unique traditions such as fried chicken, strawberry shortcake, Beethoven’s Symphony No.
9, and Santa Claus appearances, reflecting a blend of local culture and Western influence.
2. “P&G Lightens the Load on Diapers”, Wall Street Journal, September 8, 2013
● Price Increase via Downsizing: Procter & Gamble (P&G) is implementing a
"downsizing" strategy for its Pampers and Luvs diaper lines, reducing the number of
diapers per box by 5% to 7% while keeping the retail price steady. This effectively
increases the price per diaper without visibly raising shelf [Link] example, a 140-
pack of size-five Pampers Cruise diapers will now include only 132 diapers, raising the
cost per diaper from 33 cents to 35 cents.
● Justification for Changes: P&G cites product improvements as the reason for the price
increase. Enhancements include better absorbency and leak protection, reflecting
substantial research and development efforts. The company interviewed over 9,000
parents to determine consumer needs and redesigned packaging to enhance shelf appeal.
● Economic Context and Competitive Pressures: The downsizing approach is part of a
broader trend among consumer goods companies during fragile economic recoveries to
avoid outright price increases, which could alienate cost-conscious consumers. Retailers,
including Wal-Mart, have encouraged manufacturers to offer smaller package sizes to
keep overall prices affordable.
● Market Significance of Pampers and Luvs: Pampers, P&G’s premium diaper brand,
generates over $10 billion in annual global sales, making it the company’s largest brand.
Luvs serves as the mid-tier option. Changes are being introduced at a strategic time, with
new products shipping around September 16, the most common U.S. birthday, ensuring
high initial demand.
● Comparison to Competitors: P&G’s competitor, Kimberly-Clark, which produces
Huggies, has not recently raised diaper prices, though it has previously employed similar
"desheeting" strategies for its tissue products.
● Broader Industry Practice: Downsizing, or reducing the quantity of product per
package while maintaining or slightly increasing prices, is a common practice across
industries, including paper goods, cereals, snacks, and candy. P&G's strategy mirrors
Kimberly-Clark’s recent move to reduce the number of tissues in Kleenex boxes by 13%
while claiming improved sheet quality.
● Strategic Importance for P&G: Under CEO A.G. Lafley, P&G is focused on boosting
sales and maximizing profits for its core products. By implementing incremental price
increases disguised as product improvements, the company aims to maintain consumer
trust while enhancing revenue. The last significant price increase for P&G diapers
occurred in 2011, when rising costs necessitated a 7% price hike.
● Three key takeaways from the article: First is about price increase during downsizing.
P&G is increasing diaper prices indirectly by reducing the number of diapers per box by
5% to 7%, a strategy known as downsizing, effectively raising the cost per diaper without
changing the retail price. Second is the product improvements. The company justifies the
downsizing by citing product enhancements, including better absorbency and leak
protection, which were developed through extensive research involving over 9,000
parents. And the final is the economic context at that time. Downsizing reflects an
industry-wide trend to avoid overt price hikes during fragile economic conditions, with
similar strategies used by competitors like Kimberly-Clark and across other consumer
goods sectors.