著者

陳 晋 韓 金江

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.2014, no.29, pp.91-102, 2014 (Released:2015-04-01)

参考文献数

24

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This paper discusses the causes of rapid growth of Sany Heavy Industry Ltd (SHI), China's largest construction machinery manufacturer, through their various efforts addressing the external market environment, based on a field survey of the head office and related factories of the company.SHI, as a private company, entered the construction machinery market as a concrete machinery manufacturer in 1993. In only 18 years, it had become the largest company in China's construction machinery industry by 2012, keeping the 5th position in the world for construction machinery manufacturers in terms of sales. The company's rapid growth has attracted much attention both domestically and internationally.As regards to the external factors of the rapid growth of SHI, there are four main considerations as follows, (1) rapid expansion of the construction equipment market in China (2) intensifying domestic market competition (3) convenient procurement of parts and supplies (4) indigenous characteristics of users in China.On the other hand, looking at internal factors, the following four characteristics were recognized, (1) R&D strategies to enhance product competitiveness (2) aggressive strategy for human resource development (3) quality control efforts (4) unique efforts in sales and after-sales services.As described above, SHI has successfully achieved rapid growth taking a chance with its business expansion through its active strategy. Facing a more stable growth of the Chinese economy, how to keep increasing its corporate competitiveness is the most important strategic challenge for SHI in the future.

著者

陳 晋

出版者

沖縄大学

雑誌

基盤研究(C)

巻号頁・発行日

2002

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本研究は「世界の工場」になりつつある中国の製造業を取り上げ、企業戦略論の枠組を適用しつつ、最も代表格にあげられる自動車産業と家電産業に参入して大量生産の確立を目指す中国上位メーカーの競争力蓄積の成果と問題を比較し検討した。あわせて、WTOの加盟にともない、中国製造業のダイナミックな変化、およびグローバル化を踏まえた企業行動の行方を分析した。中国の自動車メーカーと家電メーカーはともに1950年代中期に現れたが、70年代の中期まで国際比較から見れば、自動車メーカーの生産規模や技術水準は家電メーカーよりかなり上であった。その後、1970年代末の改革開放から今日までの20数年間の発展を経て、ともに政府の産業保護、政策支援を受けながら、両産業の競争力は逆転し大きな格差が現れてきた。以上の認識のもと、本研究の問題関心は次のとおりである。すなわち、WTO加盟にしたがって中国の自動車と家電メーカーの間で、顕在化しつつある競争力の格差は、どのように生じたのか、その要因はなにかである。具体的に、いままでの政府による産業政策などといった外部環境要因とともに、それぞれ産業における内部競争の度合いおよび各自上位メーカーの戦略構築過程とどのような関係があるかなどである。結論として、両産業それぞれの外部環境要因、業界内部の競争の度合いおよび各上位メーカーの戦略構築過程の差異は、それぞれ上位メーカー間に行動重心の政策適応から市場適応へ修正する時間差を発生させ、競争力の格差を形成させたことを明らかにした。まず、中国の自動車メーカーにおける競争力の蓄積は、政府の一貫した競争排除政策、とくに需要がトラックから乗用車へ移行しはじめた80年代の後半に採られた中央政府の厳しい参入制限と競争排除政策によって強く制約された。これに対して、家電メーカーに対する政府政策の直接介入は80年代の後半になると、多数の新規参入と大量生産能力の導入によって、家電製品の生産が売り手市場から買い手市場へ転換したため、ほぼ不可能になった。また、大手国有自動車メーカーは、業界の中核的な地位を占めながら、終始政府政策や計画投資の依存から抜けられないので、市場環境の変化に備える競争力の構築は大きく立ち遅れた。これに対して、80年代に後発した非国有企業を中心とする家電メーカーは、初めから政府の計画投資などに期待せず、市場ニーズに応え、厳しい国内市場競争でしのぎを削ってたたかい、市場経済の波に乗って業界の上位に上り、競争力を着々と伸ばして強くなっていた。

著者

陳 晋

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.28, pp.25-38, 2022 (Released:2023-04-08)

参考文献数

18

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From the perspective of the business ecosystem, this paper analyzes the competitive advantage and platform strategy of Dajiang Innovation Technology Inc (DJI), a Chinese commercial drone maker that is currently leading the global commercial drone industry. DJI was established in 2006 and developed the industry’s first core components such as drone control system. DJI released its “Phantom” in the United States in 2013 and occupied the global commercial drone market accounting for 70% in a short period of time. Its market share has maintained its superiority till present. During the inflection transition from the formation of a new ecosystem to expansion, DJI has defended and strengthened its core technology through a strong containment strategic action of competing with GoPro, therefore DJI has obtained its hub position of multiple markets with bargaining power. In addition, DJI has entered the surrounding markets of corporate market from the general consumer market, instilled its own product standards & design standards (reference design). Furthermore, it has stimulated and revitalized coexisting companies, individual & corporate customers for expanding the ecosystem of drone industry.

著者

藤本 隆宏 陳 晋 葛 東昇 福澤 光啓

出版者

国際ビジネス研究学会

雑誌

国際ビジネス研究 (ISSN:18835074)

巻号頁・発行日

vol.2, no.2, pp.35-46, 2010

参考文献数

14

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グローバル化の時代における、微細な産業内貿易、企業の多国籍展開といった現象を説明する一つの論理として、組織能力とアーキテクチャの適合性を重視する設計立地の比較優位論がある。これまで、多くの日本企業が「生産は中国へ移し、設計は日本に残す」という、比較的シンプルな立地方針で日中生産・設計分業を進めてきた。これは、華南の低賃金・単能工・モジュラー生産というモデルを前提にした分業構想である。しかし、中国での賃金は高騰を続けており、東莞や青島などに進出した低賃金のみに依存する外国企業は、中国から撤退を始めているように見受けられる。このように、多国籍企業は、最適立地を見直す必要に迫られている。中国には、産業平均の定着率が比較的良い地域や企業の定着政策次第で、その離職率をさらに下げる余地のある地域がある。その典型例が大連をはじめとした東北地域であり、本研究では、日系企業2社の大連拠点の事例研究を行った。大連をはじめとした東北地域では、華南や長江と比べて賃金が低いことに加えて、賃金水準に対して低い離職率、豊富な設計技術者の供給など、インテグラル型製品に適した労働環境が存在する。そこでは、日本企業は、従来考えられていた日中生産・設計分業とは異なる形での企業内国際分業体制を構築可能である。ものづくり組織能力の偏在とアーキテクチャの適合の観点から中国への国際展開を考えた場合、インテグラル・アーキテクチャ寄りの設計業務の一部を中国で行うことが可能であるということが示唆される。

著者

陳 晋 韓 金江

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.2014, no.29, pp.91-102, 2014

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This paper discusses the causes of rapid growth of Sany Heavy Industry Ltd (SHI), China's largest construction machinery manufacturer, through their various efforts addressing the external market environment, based on a field survey of the head office and related factories of the company.<br>SHI, as a private company, entered the construction machinery market as a concrete machinery manufacturer in 1993. In only 18 years, it had become the largest company in China's construction machinery industry by 2012, keeping the 5th position in the world for construction machinery manufacturers in terms of sales. The company's rapid growth has attracted much attention both domestically and internationally.<br>As regards to the external factors of the rapid growth of SHI, there are four main considerations as follows, (1) rapid expansion of the construction equipment market in China (2) intensifying domestic market competition (3) convenient procurement of parts and supplies (4) indigenous characteristics of users in China.<br>On the other hand, looking at internal factors, the following four characteristics were recognized, (1) R&D strategies to enhance product competitiveness (2) aggressive strategy for human resource development (3) quality control efforts (4) unique efforts in sales and after-sales services.<br>As described above, SHI has successfully achieved rapid growth taking a chance with its business expansion through its active strategy. Facing a more stable growth of the Chinese economy, how to keep increasing its corporate competitiveness is the most important strategic challenge for SHI in the future.

著者

陳 晋

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.24, pp.123-135, 2018 (Released:2019-04-01)

参考文献数

15

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The Chinese market of smartphone became the largest in the world beyond the United States in 2012, which currently occupies about 30% in the world market. At the same time, as to the shipments of the Chinese smartphone makers, their market share in the global market has rapidly increased from 20% or less in 2011 to 40% or more in 2016. Almost all makers occupying the top position till 2013 were foreign-funded makers concerning the market share by makers in the Chinese smartphone market. But Xiaomi started its smartphone production & sales from the middle half of 2011. It increased to the top position referring to the shipments of the Chinese smartphone market just within 3 years and kept top for two consecutive years. But as for its growth rate, its growth declined from 2015, and its market ranking decreased to the fifth place from the top in 2016 as well. This paper analyzes the growth factors of a Chinese smartphone maker which has emerged in the world market and the relevant issues encountered with, by focusing on Xiaomi, which used to occupy the top position in Chinese smartphone market regarding market shipments in 2014 and 2015, and has declined from its rapid growth.

著者

陳 晋

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.2017, no.32, pp.123-136, 2017 (Released:2018-04-01)

参考文献数

33

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This paper focuses on the growth pattern of the competitive advantage Dajiang Innovation Technology Inc. (DJI), a Chinese drone manufacturer currently enjoys, and how it has developed so as to lead the global commercial drone industry.In 2005, DJI was ranked third among “The World's Top 10 Most Innovative Companies” by Fast Company, an American consumer electronics magazine, after Google, a leading U.S. internet search engine provider, and Tesla, a leading U.S. electric vehicle manufacturer. DJI’s drone model “Inspire” was ranked second on the list of “Top 10 Tech Product Designs of 2014” by the American magazine TIME.Unlike the conventional growth pattern of all other Chinese companies, DJI developed the core components, such as the controller system, on its own, and captured 70% of the global commercial drone market in a short period. Moreover, the sales destination of DJI’s products is not developing countries, such as China and other Asian countries, but developed countries such as the U.S., Europe and Japan, where 70% or more of its sales are produced.This paper explores the key research question of what growth pattern DJI has followed to gain its competitive advantage and jump to the top position in the world commercial drone industry.Firstly, DJI has created value for customers through its originality and has invented a drone fitted with a camera for a niche market, thus achieving technological leadership as a first mover.. Secondly, DJI has quickly responded to changes in the markets of developed countries centered around the U.S. and established its own brand by letting consumers recognize the value of DJI’s technology and products.Thirdly, with its production base located in Shenzhen, a superb industrial clusters center, DJI has made efficient use of the industrial infrastructure of parts makers to establish its competitive advantage of low cost and leadership, and expand its market share successfully.

著者

陳 晋

出版者

沖縄大学人文学部

雑誌

沖縄大学人文学部紀要 (ISSN:13458523)

巻号頁・発行日

no.7, pp.17-27, 2006-03

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本論文は、中国市場に進出し、且つ成功している日本のエアコンメーカーと乗用車メーカーを取り上げ、これら日本企業の中国市場での戦略策定と戦略実行を観察し、経営戦略論の観点からその成功要因を究明した。ダイキンとホンダが本格的に中国に進出したタイミングは先行組の日米欧メーカーより遅れていたが、WTO加盟に備えて市場を再開放し、洗練された商品のニーズが拡大する黎明期に当たった。両社が中国で成功した重要な要因のひとつは、先行組の外資系やローカルメーカーが持っていないオンリー・ワンの先端技術にある。また、両社は経営ノウハウを生かして、現地の市場調査や販売システムの構築に力を入れていたことも大きい。さらに、両社が共に中国市場で自社の技術や販売の優位性を活用しながら、新しい製品セグメントを開拓し、世界市場に向かって事業を拡大していることも注目すべきところである。This paper discusses the strategy formation & implementation of successful Japanese manufacturing makers in the Chinese market and traces their successful factors by the framework of management strategic theory. First of all, even though Daikin and Honda entered Chinese market much later than other early advanced foreign enterprises of Japan, Europe and America, the timing was quite fortunate since it was China's economic opening reform preparing for entering WTO and also at the dawn of expanding needs for refined commodity. Moreover, one of the most important factors of two manufactures succeed in China is their only-one-hightechnology that early comers of foreign and local manufacturers do not posses. In addition, both manufactures strived to do the local marketing research and to build their own efficient sales system should be considered. They did not use existing distribution route, instead established their unique sales channel from the very beginning. Finally, it is necessary to pay attention to the development of a new product segment and the business expansion toward the global market by two manufactures' flexible utilization of their original technology and sales superiority.