著者

宮田 矢八郎

出版者

日本大学

雑誌

産業経営研究 (ISSN:02874539)

巻号頁・発行日

vol.18, pp.21-30, 1996-03

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The strong yen is willy-nilly forcing Japan's economy into a paradigm shift. With the large and mainstay enterprises leading the way, the nation's business community is steadily relocating its investment activities overseas--and this shift is simultaneously foreshadowing the disintegration of a unique business arrangement, which has for long subsisted on a system centered on a tight network of industrial-banking groupings (keiretsu) and a labyrinthine pyramid of subcontractors. As a result, medium and small Japanese enterprises estranged from the embrace of the conventional "keiretsu" now have no recourse but to opt for a business plan by which they can restructure themselves into self-standing "independent-type" companies. In other words, the strategy will perforce need to be one in which management's efforts focus on placing on the market products carrying its own unique "brand name"--whether it be a final product or a component. By examining the precedent-setting example set by "a high-share enterprise" (i.e., a company that holds a high market share), this paper hopes to contribute to the developing of a pathway that will help Japan's medium and small enterprises overcome the challenges they now confront and create for themselves a new 21st-century-style management strategy.