著者

清水 希容子

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.2013, no.28, pp.119-132, 2013

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The rice cake industry of Niigata Prefecture accounts for half of the yearly shipment amount in Japan, according to the results of research conducted jointly since the 1950s by the industry and the Niigata Agricultural Research Institute Food Research Center. The method of rice cake manufacturing was developed after analyzing the properties of rice and considering the intuitive knowledge and skill of the producers. Thus, consistent, high quality manufacturing became possible, and a mass production system was established in Japan's period of high growth.<br>Currently, product development introduces elements such as health considerations. As the scale and strategy of each company has become increasingly varied, individual firms have tended to participate in joint research projects with the Niigata Agricultural Research Institute Food Research Center. Moreover, because mechanization has advanced, basic manufacturing techniques are being lost. Therefore, the Niigata Agricultural Research Institute Food Research Center is shifting the focus of its training courses from new technology education to basic technique acquisition and cultivation of human resources.

著者

塩地 洋

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.55-73, 2018 (Released:2019-04-01)

参考文献数

27

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This paper clarifies the causes of the increase of abandoned vehicles in Pacific Ocean Islands Countries. We find firstly that there are many abandoned vehicles without properly scrapped. This means that the abandoned vehicles discharge the harmful materials into the atmosphere and ground. Secondly the reason why the vehicle owners abandoned their vehicle is that the profitability of scrapping and recycling business are very low. Thirdly the reason of the low profitability of scrapping and recycling business results from the social, economic and geographical characteristics. These characteristics are the smallness, distance and dispersiveness. Fourthly we define the countries of these characteristics as the Country with Difficulties in Automobile Recycling. It is impossible for the Country with Difficulties in Automobile Recycling to complete the full scrapping and recycling process. Therefore the scrapping and recycling business shrink. As a result of that, the numbers of abandoned vehicles continue increasing.Our proposals consist of four basic proposals. Core one is related with the improvement of economic profitability of the scrapping firms. In order to improve the economic profitability of the scrapping firms, we have to special proposals to overcome the handicaps with which the Pacific Islands Countries confront.Other three basic proposals are related to overcome these handicaps. First basic proposal is to offer the incentives to the owners to bring their disused vehicles to the scrapping factories. Second basic proposal is to remove thoroughly the accumulated and long term abandoned vehicles by utilizing the Japan Automobile Recycling Center’s special fund. Fourth basic proposal is that Japanese government establish the Buying and Bringing Back Center, which buy the recycle materials and used parts from the scrapping firm and bring back them to Japan. At the same time this Center controls whole process of recycle scheme.

著者

石崎 昭彦

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.1996, no.11, pp.15-34,96, 1996-03-30 (Released:2009-10-08)

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During the eighties and the early nineties, the world economy has undergone a structural metamorphosis. This has been caused by the loss of international competitiveness of the U. S. and the further strengthening of the Japanese economy. The growing trade deficit of the U. S. and the growing trade surplus of Japan are the most telling symptoms of this development.The industrial structure of the U. S. has experienced the following alterations: falling relative importance of manufacturing in GDP; rising relative weight of agriculture; increasing relative share of the tertiary industries. Deindustrialization is a common phenomenon in every developed country, but that of the U. S. has gone not a little further than in other countries. The problem is that the American manufacturing industry has lost much of its international competitiveness, so that, even when there has been an increase in domestic demand, it has come to lack the capacity to meet it. Particularly the machinery and equipments industries have been affected. The result has been a large deficit in trade in manufactures. Moreover, manufacturing employment has diminished. On the other hand, the tertiary industries, which have enjoyed relative advantage, have further benefited from deregulations and have absorbed labor and capital. Thus, there has been a contrasting development between manufacturing and the services.In stark contrast to the developments in the U. S., the relative weight of the manufacturing industries has risen in Japan. The tertiary industries have gained in importance in terms of their relative share of total employment, but in terms of their relative share of GDP their importance has not risen, but stagnated. The gain in importance of the manufacturing industries is a result of their increasing international competitiveness. Their exports, particularly the exports of machinery and equipments, have registered remarkable increases. On the other hand, the development of tertiary industries has been hampered by excessive regulations by the government and by irrational taxation system. As a consequence, there has resulted a tendency for overexpansion of the manufacturing industries, which have absorbed labor and capital from the other sectors of the economy. It is this overexpansion, which has generated surpluses for exports of their products.These contrasting developments in the U. S. and Japan have now reached a phase of readjustment. In both the U. S. and Japan forces have been at work to remedy this extreme imbalance.

著者

李 東軍

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.2010, no.25, pp.83-94, 2010-03-31 (Released:2011-03-31)

参考文献数

7

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Since the mid-nineties of the last century, with the emergence of domestic manufactures such as Chery, the product development in the Chinese auto industry has started to shift into “Independent development”, Starting from simple KD assemblies or manufacturing foreign licences through joint venture companies.However, the “Independent development” that Chinese manufacturers are conducting is not literally “independent”. By a variety of case studies, It can be concluded that, in the current stage, this independent development is more an approach to overcome the technological barrier of foreign enterprises and technological learning in which a Chinese technical team can participate or even play a leading role hence making the best use of available resources. It is actually a “Self-dominating development” rather than an “independent development”.It must be emphasized that this is a transient stage instead of the ultimate goal. To achieve true independent development, the Chinese auto enterprises must be dedicated to core technology R&D and talent training.

著者

今村 一真

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.2011, no.26, pp.139-153, 2011 (Released:2012-04-20)

参考文献数

46

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The purpose of this study is to clarify through the example of SUBARU “LEGACY” that their products have their original strength after purchasing.Based on researches done mainly by case studies, it is showed that customers keep being interested in perception of the product not only before but even after purchasing, and demonstrates that efforts made by a manufacturer producing parts for racing cars. greatly contributed to improve the perceived value of the product.The author examines that these qualities are evidences of sustainable advantage and additionally, he points out that corporate activities made by other companies than the manufacturer itself has importance in co-create of value.

著者

永井 秀哉

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.2009, no.24, pp.1-13, 2009 (Released:2010-03-31)

参考文献数

8

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The banking system in Japan played the pivotal role in the process of economic and industrial reconstructions and developments after the World War II. What is, then, the role of "Finance" for the industrial restructurings and further developments in Japan now, after the bubble-busting? The Industrial Bank of Japan, Ltd.(IBJ), specialized in the long-term lending for investments, took the role of allocating and injecting the moneys in the particular industrial sectors under the national economic reconstruction program led by the Japanese Government, which resulted in great success. As a private entity, however, IBJ tried hard to establish its own independent decision making criteria for their loan commitments, which was only possible by elaborating the analytical skills of credit appraisals of the firms based on its own perspectives on the relevant industries. Unfortunately, however, IBJ was obliged to merge with other banks for survival in the financial crises in 1990s. This paper tries to examine what kind of attributes and capabilities are needed for the banking institutions, such as IBJ, to execute good lending activities contributing properly for the growth of national economy. The industrial structural reforms often have to fight against strong resistances from the current stakeholders, and the accurate and deep insights on the future of the industries are essential for leading those reforms in a right track. Nowadays, Private Equity Funds and Buy-out Funds, such as KKR which has just landed Japan lately, succeeded the role of banks partly for restructuring and re-engineering the companies by ways of M&A and other financial tools. This paper examines the features of those new financial institutions and their challenges for the sustainable growth of the national economies through their activities.

著者

榊原 雄一郎 西崎 雅仁 木野 龍太郎

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.2009, no.24, pp.53-66, 2009 (Released:2010-03-31)

参考文献数

26

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Recently, it is expected that the technologies and skills of the localized industry forms the basis of the new regional industry in the regional industrial development strategy. However, these regional industrial strategy that based the technologies and skills of the localized industry, such as regional cluster programs, has difficult problems. This Paper discusses the meanings of the technologies and skills of the localized industry by considering localized industry as one regional system which forms the product chain. We take up the Sabae eye-glasses production area in Fukui Prefecture as a case study and discuss it. We examine the difficulty of the regional industrial strategies and today's the crisis of collapse of localized industry in the views of the technologies and skills of the localized industry.In the localized industry, the companies which take the base technologies and skills are engaged in a specific works under the formation by the organizer. In this case these companies give only the "structure" to materials, but an organizer gives the "function" to it. Therefore, these companies need the organizer to shows their own ability in the localized industries. This is why the localized industry lacks in flexibility, because these companies tend to lack of the ability to understand the own technologies concerning the "function".

著者

時吉 康範 田中 靖記

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.1-12, 2016 (Released:2017-04-03)

参考文献数

13

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Every industry is faced with high uncertainty of the social and economic environment. Companies in the social infrastructure industry also adequately deal with such uncertainty. In these surroundings, “Forecast” approach is necessary but no longer sufficient for the new business development, subject creation of research and development and medium and/or long term strategy formulation. This paper indicates that it is important that the companies fully utilize “Foresight” approach for the companies to deal with the uncertainty. Forecast approach adopts the following methods that using the definite elements and the quantitative datasets. One set of prior conditions draws one certain conclusion on this approach. This is suitable under the stable-growth period or in the stable industries. “Foresight” approach focuses, meanwhile, on the uncertain materials and qualitative elements for developing businesses and strategies. Such materials and elements list users’ sense of values, societal changes and some other impacts in the future. This paper provides two examples in order to show the efficacy of “Foresight” approach. First example is the current situation and new business model of the water industry in India. Second one is the actual practices of the approach from some Japanese infrastructure companies. A telecom company, a power company and some governmental organizations have adopted the “Foresight” approach. In addition, other many private companies plan to adopt the approach. The high uncertainty of the social and economic environment requires companies in the social infrastructure industry to develop the new businesses and business models with the assistance of “Foresight” approach in order to know the changes of consumers’ and customers’behaviors.

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

高石 義一

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.1988, no.3, pp.24-38,78, 1988-03-31 (Released:2009-10-08)

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Over the past thirty years, the Japanese computer industry has dramatically grown and Japan has become one of the most-advanced computer countries. This remarkable growth of the Japanese computer industry was partly due to the industry's own efforts for development of advanced technologies, quality improvement, active importation of foreign technologies, formation of various business relationships with foreign computer manufacturers, and an aggressive pricing and other marketing strategies. However, the Japanese computer industry's success was largely due the Japanese government's computer industry promotion policy. An adoption of such an industrial policy by the Japanese government is not unique to the computer industry, but a mere copy or an adaptation of the industrial policy previously adopted by the Japanese government for other industries such as steel, chemical, shipbuilding, textile, automobile and so forth.Japan has been successful in developing its various key industries by adopting and implementing such industrial policies particularly since the late 1940s after World War II.All industrial policies so far adopted by the Japanese government to develope those industries were virtually the same in their major characteristics and constituents of the policy. However, a magnitude of the government's assistance to the Japanese computer industry in finance, providing the legislative basis for the industry growth and local computer manufacturers' market domination including antitrust exemption of various collusive activities among the Japanese computer manufacturers and a market reservation for Japanese manufacturers far exceeded to the assistance to other industries.The Japanese computer industrial policy consisted of the following measures: (1) restrictions on importation of foreign computer and on the inflow of foreign capitals into Japan so that a growth of the infant Japanese computer industry would not be hindered; (2) the governments' assistance in an acquisition of foreign computer technologies, for example, through a way that unless the foreign computer manufacturers make their patents open and available to the Japanese computer manufacturers, these computer manufacturers were not allowed to remit a profit and repariate the invested capital; (3) a provision of huge amount of the government subsidies and the low-rate interest loans the statutory basis of which was the computer industry promotion laws such as the Designated Machinery and Electronic Industry Promotion Provisional Law (1971-1978); (4) creation of various governmental research projects under which the government provided the huge amount of research fund for developing computer technologies to compete with foreign competitors; only the Japanese computer manufacturers were allowed to participatc in such projects; this was another form of the government's financial assistance; (5) tax incentive to computer leases in case where the special computer leasing company which was created under the special legislation was utilized; again, only the Japanese computer manufacturers were entitled to use such a leasing-company; and (6) the Cabinet Determination of “Buy Japanese Computer Policy” (September, 1963) under which the national and local governments as well as educational institutions were forced to use the Japanese computers; even private companies were requested to cooperate to this policy.Such an industrial policy successfully built up the Japanese computer industry on one hand, but it obstructed a fair competition in the industry and distorted its industry structure which should have been formed based on the free-competition market principle on the other hand. The major task for the Japanese government from now on is to make all segments of the market open and to restore a free and fair competition principle in the market.

著者

宋 娘沃

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.2008, no.23, pp.63-77,158, 2008-03-31 (Released:2010-05-27)

参考文献数

25

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The mass retirement of Japan's baby-boomers has been a source of concern in recent years as one of the so-called “2007 problem”. Japan's baby-boomers, born in the 1947 to 1949 period, account for a little less than 10% of the country's work force. Japan's baby-boomers have built up the experience and knowledge, and played important roles in the mass production in Japan. They also have cultivated and enhanced foundation technology in the design, production and repair of products. However, many enterprises, especially small and medium enterprises are facing a shortage of younger workers in production and difficulty in transfering skills.The purpose of this paper is to describe methods of skills transfer in the age of information technology. What are methods of skills transfer from one generation of workers to the next in the age of IT?In this paper, first, I analyze the factors behind skills transfer. I point out factors such as mass retirement of veteran baby-boomer, a shortage of younger generation of workers, constant advances in technology and global competitive pressure. Second, the paper contends diversifying of channels on skills transfer. Enterprises are developing many methods of skills transfer, for example, database of know-how, manuals, textbook, video, e-learning and training. Thirdly, I make reference to skills transfer through use of IT, conversion of explicit knowledge through use of IT and manuals. Skills that have traditionally been difficult to convert to explicit knowledge are replaceable by IT.In conclusion, I note that skills transfer of the foundation technology through use of IT or digitization is progressing. The digitization of skills transfer is one of work process, visibility of skills or technology database through use of IT. The factors of skills transfer through use of IT or digitization are an increasing sophistication of technologies, shortening of technology cycles and lack of human resources to assist the transfer of skills. The positive effects of skills transfer through use of IT on enterprises are the reduction of working hours, cost-cutting and the speeding up of work process. On the other hand, the negative effects are the leakage of technologies and the lack of preparation for technological security.

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

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

芦田 尚道

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.2007, no.22, pp.101-111,161, 2007-03-31 (Released:2009-10-08)

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The relationship between wartime regional controlled distributors called “Jihai” and postwar dealers has been said as a cause of Toyota's advantage of sales capability against Nissan. My previous research had already shown that the Toyota's domination on the competition setting up their dealers. Its evidences was the continuity as a company with trade name change between each Jihai and dealer, and rapidity of foundation of dealers. But it haven't surveyed the managerial resources inside of Jihai concretely. So in this research I focused on transfer of each executive from Jihai to postwar dealers of Toyota and Nissan.Results of this research are below. In general, Jihai's choice which manufacturer it dealt with depended on the final consensus of whole executives. This means that each executive inside a Jihai had significant influence on the choice. This fact makes us presume that trade name change by Jihai was uneasy decision-making, and that Toyota won such a project, that is, recruiting competition of managerial human resources in number and in speed.And the cases of 3 Toyota dealers which made those decisions very rapidly implied that they had sustainable and strong connections with, and loyalties to the previous partners throughout wartime. This is the common characteristic. 2 cases the dealers have been set up by means of trade name change of Jihai showed us the dynamically stabilized constructions of executives throughout wartime. On the other hand, from the case of dealer it hadn't been set up by trade name change of Jihai, however, we could realize the significance of Jihai as the sauce of managerial human resources again. But, the case implicated the necessity of reference to not only executives of each Jihai but also functions and business domain of them. This means that manysided survey of managerial resources of both of Jihai and newly founded dealers is quite important and meaningful for the comparative and historical research of the competition of marketing channel construction in automobile industry.

著者

芦田 尚道

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.2005, no.20, pp.81-93,150, 2005-03-31 (Released:2009-10-08)

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In this paper, I analyze the formation of marketing channel for two representatives of the Japanese automobile industry, Toyota and Nissan. The analysis is focused on the period immediately following world War II, which is from 1946 to 1947.I carried out research on all 94 dealers for Toyota and Nissan during that period, with special attention paid to the identity of those dealers and distributors regulated in wartime, the so-called “Jihai”. This is due to the fact that these “Jihai” had the largest scale and monopolized the industry in each prefecture so we can suppose that significant resources were integrated into “Jihai”. In addition, I carried out research on the rapidity of establishment for new dealers under either Toyota or Nissan by comparing them. This is because it can express the aggres-siveness of both manufacturers' marketing channel strategies and a dealer's selection and decision-making regarding its long-term partner.The conclusion of this paper suggests the following. (1) Much of the identity of “Jihai” can be seen in Toyota dealers. However, “Jihai” that held large market share in large cities had a tendency to change to that of Nissan. (2) Location of the manufacturers might have also had influenced the identity of dealers and “Jihai”. (3) Toyota dealers were established earlier than those of Nissan. (4) Especially in the prefectures or areas where Toyota dealers, with the identity of “Jihai”, were established earlier than those of Nissan, the start of Nissan dealership was delayed very much.

著者

近藤 信一

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.137-153, 2017 (Released:2018-04-01)

参考文献数

32

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In China, the IOT market has already been established in the consumer sector, and many Chinese companies have already entered the consumer IOT market. In this paper, the primary data collected in the local interview survey was sorted out using the PEST analysis of the external environmental analysis tool in the marketing strategy. I will introduce the “alliance”, “policy response” and “technology outflow” among the points of entering the market of Japanese companies that emerged based on PEST analysis. Business in China’s IOT market will be a different business model from business in global market. And China’s IOT market is policy driven and needs to pay attention to government trends.

著者

大村 いづみ

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.1999, no.14, pp.75-86,107, 1999-03-30 (Released:2009-10-08)

参考文献数

28

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The main industries in the Hamamatsu-area are the textile industry, the musical instrument manufacturing industry and the motorcycle manufacturing industry. Recently, due to intensification of the international competition and the structural change of the social circumstances, the industries in this area are pressed to change their economic system and management style. In fact, the sluggishness of the textile and the musical instrument manufacturing industry has become a serious problem to this area. The musical instrument manufacturing industry is a representative industry of the Hamamatsu-area. As the subject of our research we took up the piano manufacturing industry and tried to make clear why the piano manufacturers have gathered in the Hamamatsu-area and what difficulties they face at the turning point of the Japanese economy. We also touched future perspective and problem on this industry.The results of our study are summed up as follows.(1) The piano manufacturing industry came into existence, based on the local, historical accumulation of skill, as other local industries.(2) The accidental factors as the success of domestic production of the organ by T. Yamaha, had a big effect on the development of this industry.(3) The competition between enterprises in the area hastened the growth of this industry.(4) Now at the end of the 20th century this industry approaches the turning point, facing stagnant demand and international competition.

著者

丹野 平三郎

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.1993, no.8, pp.1-15,55, 1993-03-31 (Released:2009-10-08)

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The role of the textile and apparel industry of Italy in the growth and maintenance of Italy's economy is an important and greatly anticipated force for the future.The textile and apparel industry of Italy is in a strategic and important position in Italy's economy because it produces enormous added values and contributes to Italy's economy through the export of textile and apparel goods.Since 1980, the textile and apparel industry of Italy has remarkably developed. Why has it developed?Some factors of the development of the textile and apparel industry are as follows.First of all, the textile and apparel industry of Italy adapted to the quality change of consumption demand, so-called individualization, multiplication, and betterment of demand. Then it converted a mass production system for a few kinds of products to a production system for various kinds of products in a few quantities.Secondly, there are many excellent enterprises in the textile and apparel industry of Italy. Textile and apparel products are made under the complex division of the production system. Generally the textile and apparel industry covers all processing stages of the production, namely; basic material industry, spinning industry, weaving industry, knitting industry, and sewing industry. There are a few big makers and many small and medium producers in the textile and apparel industry of Italy. Small and medium producers have the capacity for the planning of new products, developing of creative design, and flexibility for the needs of users. They are continuously maintaining close relations such as mutual cooperation or mutual trust through an organic management system.Thirdly, the positive marketing movement must be acknowledged. They hold the substantial exhibitions in Milano, Como, Firenze and other cities. They eagerly try to find some new domestic and foreign markets.Fourthly, Italy's background of historical culture and art, and traditional craft has played a remarkable role in the development of the textile and apparel industry.At present, because of the severe economic environment both in Italy and in overseas countries, progressive efforts are required, and the textile and apparel industry of Italy should be seeking the following countermeasures to solve its problems.1. Strengthening the price competitive capacity by the mutual cooporation of traditional hand craft skill and advanced high technology.2. Overcoming the increasing production cost and high burden.3. Adapting smoothly to the growth and advancement of Newly Industrializing Economies or developing countries.4. Promoting the convertment and expansion of textile materials and products in a regional cluster in Italy.

著者

藤川 昇悟

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.2007, no.22, pp.29-42,155, 2007-03-31 (Released:2009-10-08)

参考文献数

11

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Recently Hyundai has increased its presence in the world automobile industry by expanding overseas production. But, when an automobile producer expands into a foreign country, its productivity is decreased through increased transportation costs. Thus it is necessary for automobile producers to also take parts suppliers to the foreign country. In other words, location with parts suppliers matters.In this paper, to estimate the current growth of Hyundai and the Korean automobile industry in general, we analyzed the location of Korean parts suppliers in comparison with that of Japanese parts suppliers.The results are summarized as follows:1. Korean parts suppliers are concentrated in China, while Japanese parts suppliers are located close to their production centers in North America, Europe, and Asia.2. In North America and Europe, there is a large disparity between the number of Korean automobile producers' production plants and the number of their parts suppliers.3. In comparing the Hyundai Alabama plant and the Toyota Canada plant in North America, it can be seen that Toyota has 82 Japanese suppliers located nearby, while there are only 11 Korean suppliers around the Hyundai plant meaning that Toyota's local procurement rate of parts is higher than Hyundai's by 10-20%.4. In order to maintain growth, Hyundai must raise the rate of procurement of parts from already established local parts suppliers. This expansion of transactions with non-Korean parts suppliers would be accompanied by M & A or strategic alliances between Korean and non-Korean parts suppliers.

著者

湯川 抗

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.2013, no.28, pp.87-102, 2013 (Released:2014-06-01)

参考文献数

5

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Recent years have seen an explosion of Startup Accelerators, which invest small amounts of money in seed-stage startups and management teams and hold intensive training programs. At the same time, Super Angels, which also invest small amounts of money in early-stage startups, are increasing in number. These new investors are producing ICT ventures one after another and starting to have a considerable impact on the whole venture-ecosystem. This report looks at the 13 Startup Accelerators and 15 Super Angels which are currently garnering attention and analyzes their programs in detail. In addition, this report analyzes the growth pattern of Dropbox as a case study of a new type of ICT venture company in the cloud computing age.One of the reasons that these Startup Accelerators have taken center stage is that, when it comes to ICT business, starting up a new business is much easier than ever before, and real-world advice is worth more to an entrepreneur than money. Super Angels were born to fill the gap of necessary finance between conventional Angel investors and Venture Capitals. These new investors are starting to be considered as new infrastructure for venture companies because investment demand for ICT ventures is decreasing.In fact, rapidly growing Dropbox, a graduate of Y Combinator, the most famous Startup Accelerator, developed its product on Amazon's cloud service and conducts its marketing activities through social media alone. It sells its product on iPhone and android market places. This means that Dropbox needs much less money for its corporate activity than conventional ICT ventures, which usually need significant funds for R&D, marketing, and selling their products.These new investors are becoming a new business infrastructure for venture companies, and ICT ventures are growing rapidly using various cloud services and less money. This suggests that the way in which ICT corporations innovate is changing rapidly.