著者

沈 昌求 孫 一善

出版者

公益社団法人 日本薬剤学会

雑誌

薬剤学 (ISSN:03727629)

巻号頁・発行日

vol.73, no.4, pp.207-210, 2013 (Released:2019-02-10)

参考文献数

5

著者

孫 一善

出版者

日本薬史学会

雑誌

薬史学雑誌 (ISSN:02852314)

巻号頁・発行日

vol.53, no.1, pp.13-18, 2018 (Released:2020-07-15)

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This paper analyzes the activities of Japan Roche Ltd., which sold pharmaceutical products on the Korean peninsula before World War II (WW II). The Keijo (Seoul) branch of Japan Roche was active from 1925 through 1932. Working at the Keijo branch, Yukichi Uemura and Jungjae Lee were members of the first medical representatives (MRs) system, which was similar to that of the one being used in Japan. Mr. Uemura managed the Keijo branch of Roche Japan, being the first president at the time it was established. After leaving Roche in 1932, he founded Uemura Pharmaceutical Manufacturing Company in Keijo. A graduate of the Korean Pharmacy School, Mr. Lee was the first Korean MR in the Keijo branch of Japan Roche. In 1931, sales generated by the Keijo branch of Japan Roche reached one-tenth of that of Japan. Popular pharmaceutical drugs sold there were similar to Japan, such as Pantopon, Digalen, Allonal and Sedobrol. In 1932, as a result of closing the Keijo branch just before WW II, many details of Keijo branch of Japan Roche still remain unknown.

著者

孫 一善

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.29, no.3, pp.1-34, 1994-10-30 (Released:2009-11-06)

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In this study I shall examine the forward integration of distribution (in the perspective of wholesaler-hansha-) focusing on Matsushita Electric corporation during the high growth period in Japan. In the foregoing chapters I have examined selected aspects of intrabrand competition and interbrand competition. In the second section, I discuss the establishment of the first stage of hansha and examine the principle of operation. In the third section. I look at the first stage of hansha to the process of the expansion of the hansha system. In the fourth section, I analyse the relationship between Matsushita and hansha (including existing wholesalers) from the point of view of capital and manager. In the fifth section, I examine the changing functions of the sales offices. Throughout this study it has been clearly observed that (1) Hansha refers to an exclusive dealer who sells certain maker's goods only in certain territories. The former can exclude the competition of multiple makers in the existing dealer system (interbrand competition). The later can remove the intrabrand competition of a certain maker in the same area. Matsushita owns the wholesale channels, most of which came into existence through the use of separation of top level dealers with a long history and accumulated capability to operate. I studied changes that have taken place within the hansha system, the first stage of the development of hansha, and the second stage of the spreading of hansha nation-wide, to the third stage of the restructing of hansha. In particular, in 1961, the second stage of the expansion of hansha can be seen as the turning point. (2) In 1951, Matsushita announced regulation of the hansha, whereby Matsushita was to invest over 50% of capital and to send managers to the hansha. Until 1974, they were unable to reach that goal. (3) Prior to the hansha system, Matsushita was in contact with wholesalers through the sales offices. After the hansha system was instituted, however the sales offices' functions changed, as they attmpted to encourage the hansha, and increase their strength through exclusive dealing and Keiretsu of the dealer shop.

著者

孫 一善

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.27, no.4, pp.32-63,iii, 1993-01-30 (Released:2010-11-18)

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The objective of this paper is to examine changes in the vertical integration of distribution with regard to marketing policy during Japan's High Growth Period (1955-1973). Specifically, I deal with the senmon-hanbaigaishya (calling hansha) a system of selling companies created by the Kao Corporation, a major manufacturer, by the forward integration of wholesale distribution. With the shift in market demand during the High Growth Period from soaps to detergents, two characteristics of the traditional wholesalers became apprent : 1) inefficiency due to excessive fragmentation, and 2) a large discrepancy in size between the various wholesalers. On the other hand, a new force in distribution appeared with the advent in retail business of supermarkets, which used brand-name toiletary products in loss-leader selling. In October 1964, Kao responded to these developments by instituting a program of Resale Price Maintenance (R.P.M.) which reformed trade practices in an attempt to stabilize prices. However, it oved ineffective due to the shortcoming that it continued to use general wholesalers who also dealt with other toiletary products from competing manufacturers. This prompted Kao to take a further step of establishing a network of selling companies, the hansha, that handled only Kao products. Kao's hansha was a vertical integration of existing wholesalers undertaken in response to the fierce competition between toiletary manufacturers following the development of new detergent products as well as an out growth of the R.P.M. strategies that were implemented due to the appearance of supermark retailers. The hansha network of manufacturer's selling companies was established in three steps : initial selling companies, national selling companies, and broad-region selling companies. The initial selling companies were set up from specific whole salers from specific areas. Due to new trading practices implemented by Kao in 1968, national selling companies came into being when all primary and secondary wholesalers participated financially in the manufacturer's selling companies. After the hansha became a nationwide network, a series of mergers by selling companies brought about the broad-region selling companies. The implemetation of Kao's hansha system had a wide impact on the entire toiletary industry. For exemple, it prompted co-operation between small wholesalers as can be seen in the establishment of several jointpurchase institutions. It also caused the creation of broad-region selling companies from the merger of smaller selling companies, prompted one of Kao's competitors to adopt a multi-divisional structure of management, and brought about the establishment of a joint-purchase institution. With this modern system for managing the flow of both goods and information, Kao has been able to defend its position as top toiletary manufacturer in Japan since the oil embargo of 1973.