著者

太田原 準

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.34, no.4, pp.1-28, 2000-03-25 (Released:2010-11-18)

被引用文献数

2

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The Japanese motorcycle industry produces more than 70 percent of the world's motorcycles and enjoys the position of one of the most competitive industries in Japan. This case history aims to single out the distinctive characteristics of the industry and presents an economic analysis of its evolution from 1945 to 1965.After World War II, the market for motorcycles rapidly expanded when merchants employed them as a tool for lightweight transportation. New entry firms numbered over 200, which were mostly small- and medium-sized firms. The nature of motorcycle production then resembled bicycle making rather than automobile assembly. The entire process was basically a network of component suppliers and motorcycle manufacturers specializing in the final assembly. But Honda Motors first introduced mass production through an integrated system in its Saitama and Hamamatsu plants. This rapid expansion pushed Honda close to bankruptcy, owing to financial crises in 1954. By contrast, Tohatsu, a conservative but efficient firm, increased its market share to 20.2 percent in 1955 and became leader of the industry.While obtaining emergency financing from Mitsubishi Bank, Honda rationalized its management and plant system. Furthermore, Honda invested 7 billion -yen to build a new plant in Suzuka in 1960 in order to manufacture Super-Cub, which became a dominant model in emerging the moped market. This plant, which aimed to achieve the maximum production economy, was designed to produce only Super-Cubs and adopted a highly automated mass production system. This strategic decision by Honda resulted in increasing its market share from 18.9 percent in 1957 to 63.5 percent in 1963. Other small- and medium-sized firms were outclassed by the operation of Suzuka plant and were wiped out from the motorcycle market. This was the formation of oligo-polistic competition among the so-called Big Four and of the distinctive characteristics of the Japanese motorcycle industry, which is far larger in production size relative to all other nations and which brought the advantages of the scale economy.

著者

太田原 準

出版者

アジア経営学会

雑誌

アジア経営研究 (ISSN:24242284)

巻号頁・発行日

vol.25, pp.127-140, 2019 (Released:2020-12-11)

参考文献数

17

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Although Japanese brand motorcycle have dominated the Southeast Asian markets since the 1960s, European products dominated these markets until the 1950s. The turning points resulted from differences in firm’s responses to the import substitution industrialization policies of Asian countries. This paper explores the market situation of Southeast Asia in the 1950s based on the materials of the Japanese Small Vehicle Manufacturers ’Association, and then clarifies how Japanese companies responded to their policies focusing Taiwan market. It was revealed that export-oriented company policy and the development of trade divisions of Honda Motor in the early periods made it possible to respond to local import substitution industrial policy earlier than other companies. Furthermore, the local government proceeded with the selection of companies by raising the local procurement rate of parts in a short period, underpinning Honda’s investment in production facilities for the Knock Down Assembly plant after 1962.

著者

藤岡 章子 金森 絵里 太田原 準

出版者

龍谷大学

雑誌

基盤研究(C)

巻号頁・発行日

2010-04-01

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本研究ではこの保育所の事業システムを分析対象とし、その現状を経営学的視点から明らかにするとともに、システム再構築の可能性を検討してきた。保育所の中でも本研究ではマイナスのイメージでとらえられることの多い民営の認可外保育所に特に焦点をあて、その内実について検討を重ねてきた。これらの調査からは、資金的制約の多い認可外保育所が独自のマネジメント・システムと外部リソースの柔軟な活用によって、良質の保育の実現を可能としていることが明らかとなった。