1. Strategy on expansion and brand recognition: By taking over a local distributor, Jergens', Kao corporation had acquired a complete and well established distribution system and sales network in a blink of eyes. Base on this mature system, Kao Corporation can market their own products with relative ease. George Sperzel, a veteran financial expert, joined Jergens' after 5 years of the purchase, had brought in many new ideas and undertaken some significant reformations. To suit better in the U.S. market, He vitalized the role of the finance department of the company and put more emphasis on cash flow. As he fought in a very competitive market, he bended Kao's philosophy of aiming high at the profitability into his own thinking. Running Jergens', like all other local companies, required more localized strategy and tactics. With autonomy from the parent company, Sperzel brought in some new financial experts and restructured the management team so that the company is fully capable at competing in the U.S. market.
             Since Jergens' is relatively small in size, it demanded to have more new products to ensure the company's survival and prosperity. BIORE pore strip is a milestone in Kao's history, but Sperzel is not satisfied. Jergens' cannot compete in conventional ways in the hope of winning other huge rivals, so he is always looking out for new prospective products. Riding high on the frenzy of BIORE strip, Sperzel purchased two established brands, Curel and Soft Sense, thus enabling him to market more of Kao's products on BIORE's success and hopefully perpetuate the life cycle of BIORE series.
             2. Unsynchronized Marketing: Kao Corporation is based in Japan and remains a typical Japanese corporation. Its products were mainly designed for domestic consumers, i.e. the Japanese. There are always some modifications to be done before Kao introduces the products to the re
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