著者

V・L カーペンター 四宮 俊之 神田 健策 黄 孝春

出版者

弘前大学

雑誌

基盤研究(B)

巻号頁・発行日

2010

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りんごを事例にして農産物の生産販売における知的財産の活用に不可欠な育成者権(特許)と商標権の管理運営・保護に関わる諸課題を考察し、その商標権に基づく商標使用ライセンス契約等による一貫した新しい生産と販売の試みを検討した。また、知的財産(商標権)活用の先駆者となったピンクレディー(品種名:クリプス・ピンク)管理・運営の「クラブ」システムの展開と実態を調査した。

著者

黄 孝春

出版者

弘前大学人文学部

雑誌

人文社会論叢. 社会科学篇 (ISSN:13450255)

巻号頁・発行日

no.1, pp.45-59, 1999-03-20

著者

黄 孝春

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.4, pp.1-25, 1995-01-30 (Released:2010-11-18)

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The general trading company, Sogo Shosha, is usually defined as “a firm that trades all kinds of goods and services with all nations of the world.” The emergence of the Sogo Shosha in Japan has been heavily written about from different perspectives. Some used models to focus their attention on the internal organizations and management policies. Some stressed the importance of economic circumstances in Japan.In this paper, I explain the formation of the general trading company from the perspective of customer relations. I did a case study on Mitsui Busan (Mitsui Co. Ltd), one of the biggest Sogo Shosha in Japan.From the information I gathered from Mitsui Busan, I have focused on their customer relations around 1959. From there, I have grouped the major customers, who have business dealings of more than ¥0.5 billion a year with Mitsui Bussan, into Mitsui Keiretsu, non-Mitsui Keiretsu, and subsidiary companies. I discovered that Mitsui Bussan's transactions with its major customers were consistent and that they covered a very wide variety of goods and services. It was also discovered that Mitsui Busan had very specific product dealings with specific groups of customers. The formation of Mitsui Busan arose from the transaction and relations with its customers, and thus formed a heavily dependent customer network.In conclusion, the most important factor was their tightly-knit customer relations and network with all its customers. It is a misconception that Mitsui Busan only had strong relations with the Mitsui Group. In actual fact, non-Mitsui Group customers were as highly valued as those from the parent group. Therefore, in analysing the emergence of Sogo Shosha in Japan, it is best to look at the customer relations and network of the Sogo Shosha.

著者

黄 孝春

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.23, no.4, pp.55-77, 1989-01-30 (Released:2010-11-18)

著者

田中 彰 黄 孝春 康上 賢淑

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.27-39, 2016 (Released:2017-04-03)

参考文献数

16

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This article discusses the 2010-2013 supply restrictions on rare earths called the “rare-earths crisis,” and examines the strategies of sogo shosha, or Japanese general trading companies. In particular, we focus on three companies—Sojitz, Mitsubishi Corporation, and Toyota Tsusho—as study cases.China has dominated the world’s rare-earths supply, accounting for more than 90% of global production since the early twenty-first century. The Chinese government began restricting exports of rare earths by the late 2000s, introducing an export surcharge and export quota in 2006. Furthermore, following the 2010 Senkaku incident, it halted exports of. This caused a severe supply shock and a 10-times rise in international prices. In response, the Japanese government planned urgent countermeasures via such means as innovation for the development of substitutes, reduction in the use of rare earths, recycling from used products, and diversification of sources via development of alternative mines. However, no measure other than source diversification was likely to yield immediate results.Sogo shosha historically took a significant role in investing in overseas natural resources and importing the same to Japan, and have redefined natural resources as one of their core businesses based on the returns on risky assets. Several sogo shosha reacted to this crisis. However, the rate earth business is small as compared to other major resources such as iron ore, coal, and oil and gas, and accordingly, sogo shosha merged their rare-earths and rare-metals field units, and instead divided their operations into two units, one for commodity trading and another for customer-oriented activities, particularly for long-term procurement for the Japanese automobile industry. Sojitz committed to a huge production project for an Australian supplier with financial assistance from the Japanese government, while Mitsubishi Corporation was not willing to invest in green-field rare-earths mines. Toyota Tsusho moved to secure alternative sources for the Toyota Group.

著者

黄 孝春 四宮 俊之 CARPENTER Victor L. 神田 健策 荒川 修

出版者

弘前大学

雑誌

基盤研究(B)

巻号頁・発行日

2005

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この研究は日本と中国におけるりんご産業の棲み分け戦略に関する基礎的調査(2年間)プロジェクトであるが、初年度は主に中国のりんご産地を調査したのに対して、次年度は大連と青島の両都市でりんごの消費状況について視察した。それとは別に青森産りんごの中国での販売状況を把握するために2007年1-2月に青島でアンケート調査を実施した。これは地元の業者・片山りんご園の協力をえて百貨店マイカル青島で同社のりんごを購入した顧客を対象に行ったものである。また中国のりんご生産と消費事情に関する情報交換を目的に初年度に中国のりんご産業に詳しい地元関係者を呼んでシンポジュウム、次年度に中国陜西省果業管理局、中国西北農林科学技術大学との共催で日中りんご技術フォーラムを開催した。日本と中国のりんご産業の現状と課題を品種開発、栽培、貯蔵、加工、流通、政策など様々な視点から比較し、交流を図った。また青森県のりんご関係者(生産者、商人、行政担当者)を呼んで計3回りんごトークを実施し、青森りんご産業が直面している課題を討議した。研究チームは以上の活動を通してそれぞれの専門領域から与えられた研究課題について分析し、その成果を研究報告書にまとめられているが、研究代表者はそれを踏まえて青森りんご産業が輸出産業として位置付ける必要性を提言し、そして輸出産業として成功するために知的財産権を活用したブランド化戦略の追求が急務であることを指摘した。