著者

赤松 裕二

出版者

関西ベンチャー学会

雑誌

関西ベンチャー学会誌 (ISSN:21853541)

巻号頁・発行日

vol.10, pp.81-91, 2018 (Released:2018-10-31)

著者

赤松 裕二

出版者

産業学会

雑誌

産業学会研究年報 (ISSN:09187162)

巻号頁・発行日

vol.2018, no.33, pp.167-185, 2018 (Released:2019-04-01)

参考文献数

38

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Japan’s musical instrument industry grew during the nation’s postwar period of rapid economic growth, centered on piano manufacturing. As domestic demand grew, the industry’s exports also captured high market shares and strong reputations internationally. However, due to slowing domestic sales as a result of Japan’s low birth rate and diversification of consumers’ interests, as well as price competition with emerging markets for exports, Japan’s musical instrument industry faces difficult circumstances.As the Japanese musical instrument industry reaches a turning point amid tough market conditions, wind instrument makers manufacturing flutes and saxophones are making particularly strenuous efforts. They have earned very strong reputations overseas, including in Europe and North America, in the field of Western musical instruments. Japan long has been home to a number of flute manufacturers, such as Muramatsu, that are world leaders in technology and product development, and Japanese saxophone makers, such as Yamaha and Yanagisawa, are also highly regarded internationally for the quality of their products, from entry-level models to high-end professional saxophones.Focusing on the product development strategies of flute and saxophone makers in Japan, this paper considers product strategies and market sales over the past 30 years. Flute makers have shifted from mass-production models to diverse product lines, increasing added value through the use of new metal materials and improvements in their instruments and reflecting these in their prices. Saxophone makers also have continued steady product development, differentiating their products through new added value amid international price competition.This study confirms a common trend among Japanese wind instrument manufacturers producing flutes and saxophones toward a strategy of shifting to higher-end models and expanding model lineups, through continual development of new products. It also shows that the new materials and new features introduced by these manufacturers are highly regarded in the market, and that the distinctive new models are a factor behind rising prices.

著者

赤松 裕二

出版者

産業学会

雑誌

産業学会研究年報 (ISSN:09187162)

巻号頁・発行日

vol.2016, no.31, pp.89-101, 2016 (Released:2017-04-03)

参考文献数

28

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Strategic management and decision-making for the brand portfolio are essential means of maintaining competitive advantage. Brand portfolio strategy is attracting attention as a method of managing multiple brands. This paper looks at the cosmetics industries of Japan and Korea, comparing the brand strategies of Shiseido and Amorepacific, leading companies in these countries, to examine the importance of brand positioning in strategy for competitive advantage. It also considers positioning in brand portfolio strategy, through consistency between companywide strategies and individual strategies from a competitive strategy perspective. Previous studies have discussed the strategic importance of diversification of risk, synergy effects, and efficient operation through the composition of the brand portfolio. This study considers the differences between the brand portfolio and its constituents the corporate brand and individual brands, from a competitive strategy perspective. It also reviews the brand positioning of Shiseido and Amorepacific by comparing their brand deployment graphed in three dimensions along the axes of function, price range, and distinctiveness, based on product characteristics. The results showed that while Shiseido focuses on function and price range, Amorepacific focuses on distinctiveness and function, leading to some new discoveries regarding the strategies of both companies. While it had not been possible to describe consistency between positioning of the corporate brand strategy and individual brand strategy solely from a traditional competitive strategy perspective, the author was able to identify such consistency through depiction along three axes.

著者

赤松 裕二 新藤 晴臣

出版者

関西ベンチャー学会

雑誌

関西ベンチャー学会誌 (ISSN:21853541)

巻号頁・発行日

vol.12, pp.115-124, 2020 (Released:2020-04-17)