著者

湯之上 隆

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.14, pp.75-94, 2008 (Released:2019-01-01)

参考文献数

10

著者

太田原 準

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.25, pp.127-140, 2019 (Released:2020-12-11)

参考文献数

17

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Although Japanese brand motorcycle have dominated the Southeast Asian markets since the 1960s, European products dominated these markets until the 1950s. The turning points resulted from differences in firm’s responses to the import substitution industrialization policies of Asian countries. This paper explores the market situation of Southeast Asia in the 1950s based on the materials of the Japanese Small Vehicle Manufacturers ’Association, and then clarifies how Japanese companies responded to their policies focusing Taiwan market. It was revealed that export-oriented company policy and the development of trade divisions of Honda Motor in the early periods made it possible to respond to local import substitution industrial policy earlier than other companies. Furthermore, the local government proceeded with the selection of companies by raising the local procurement rate of parts in a short period, underpinning Honda’s investment in production facilities for the Knock Down Assembly plant after 1962.

著者

金綱 基志

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.17, pp.169-180, 2011 (Released:2018-09-01)

参考文献数

21

著者

東谷 仁志

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.21, pp.59-70, 2015 (Released:2018-09-01)

参考文献数

19

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In this paper, I consider the automotive battery business for EV / PHV, which has come to attention in the automotive market. I pick up the Korean battery maker Samsung SDI and LG Cham’s efforts in this field. The two companies of EV / PHV automotive battery business for has been done in the relationship between different companies and business-to-business relationship in the conventional automotive market. I point out that. In the electric car market, such as EV / PHV, battery manufacturers in business-tobusiness relationships with automobile manufacturers, has built unprecedented inter-company relationship, you are affecting the future of the automotive battery manufacturer's efforts. These different companies’ relations is due to the specificity of the method of mounting a battery to be used in the EV / PHV. For this reason, in the EV / PHV, no division of labor in conventional has been built in battery procurement.

著者

安田 賢憲

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.14, pp.97-109, 2008 (Released:2019-01-01)

著者

石田 賢

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.18, pp.145-152, 2012 (Released:2018-09-01)

著者

大山 健太郎

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.3-14, 2018 (Released:2019-04-01)

著者

王 珊

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.61-73, 2018 (Released:2019-04-01)

参考文献数

25

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In terms of business strategies among global automotive suppliers, it is generally thought that the earlier a supplier becomes involved in OEMs’ advanced development phase, the greater the possibility of that supplier being selected as a mass production supplier. While the use of this strategy can lead to increased profits and company growth, it is absolutely inappropriate in transacting with local Chinese OEMs (COEMs). This is because with COEMs, the advanced development phase is typically outsourced to independent engineering companies, thus eliminating the need for supplier involvement in that phase. Despite such market constraints, Japanese suppliers are aggressive about approaching COEMs as strategic cooperation partners. This paper takes up the case study of Denso China, and examines transactions between Denso and COEMs, from the advanced development phase to mass production; this is done to determine how transaction governance contributes to reduced costs and improved quality, and to mitigating opportunism.

著者

鍾 淑玲

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.31-43, 2018 (Released:2019-04-01)

参考文献数

45

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This paper aims to propose a new framework for retail internationalization, especially for the sustainable growth of a retailer in the Asian markets. It discusses why we need to apply the embeddedness concept when investigating the process of internationalization, after studying relevant literature on these subjects. It then proceeds to discuss the factors influencing embeddedness and the differences between localization and embeddedness. Additionally, this paper proposes an analysis framework, which applies the embeddedness concept identified by Hess (2004) combined with the “Convenience Business Model” by Chung (2016a). It also recommends that embeddedness should be investigated from both the “temporal” and “spatial” angle. Finally, the paper introduces corporate social responsibility as a complementary activity during the embeddedness process of retail internationalization.

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

江崎 康弘

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.23, pp.119-138, 2017 (Released:2018-01-01)

参考文献数

51

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With populations increasing and economic development taking place in emerging countries, water shortages are now being observed on a global scale, and a solution to this is considered as a very important challenge for the entire world. For the survival of living things on earth, water is an essential. It used to be said in Japan that,“ Water and safety are free,” and that Japanese people did not have to be aware of water issues in their everyday life, but since the 2000’s, water issues have become a regular topic of conversation. In particular, since the METI established the Water Industry and Infrastructure Systems Promotion Office, the water business has become very active in both public and private sectors, which can be considered as a shift of value for water from a public good to an economic good. Based on all of this, to understand the current situation of global water resources I will report my thoughts on (1) marketability of water as a business, (2) business strategies of global companies, and (3) further consideration on business strategies of Japanese companies

著者

垣谷 幸介

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.23, pp.139-152, 2017 (Released:2018-01-01)

参考文献数

30

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Toyota Motor Corporation is a big company, and Toyota produces and sells large volume vehicles over the world. But in the BRICs market, especially China market, Toyota’s market share is very low. In China market, Toyota share is only 4.6% (2015). In the 2000s, volume zone was Small-Low Segment. But Toyota introduced only two models, such as Vios and Yaris. Afterwards, volume zone has shifted to SUV Segment, But Toyota does not have enough model to introduce SUV segment. This is aim to analyze why Toyota failed business in China Automobile volume zone, against china motorization from the beginning of 2000s up to today. I focus on the Leadership and Organization Structure, compared with companies, which have excellent result and good industrial paradigm shift (Professor Mishina calls “TENCHI”) in Japan. As my analysis, the two key points to succeed in new developing countries, as BRICs, are, firstly to assign young leader to top management in BRIC`s volume zone market for more than ten years, and secondly to establish new organizational structure and national staffs, in order to produce much fit products and service. I found that Toyota did not do it, therefore Toyota failed in the past time. Top management from Toyota headquarter worked for average 2.8 years in joint-venture. They were all over 50 years old, when they were assigned. Toyota China Regional Headquarter (RHQ) and their Production, Sales and R&D companies are very complicated order and capital relationship. There are not enough functions in RHQ. The general managers are occupied by both mother companies, which have capital to joint venture. Sometimes order and decision were confused inside joint venture. National staffs have very small chance to promote their career. This is reason to do bad performance in China automobile volume zone, in leadership and organizational structure, by Toyota.

著者

章 胤杰

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.23, pp.73-87, 2017 (Released:2018-01-01)

参考文献数

21

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This study analyzed the store opening strategy of Japanese convenience store chains in China, including 7-Eleven, FamilyMart, Lawson, and Ministop, from the perspective of the franchise system. In a master franchise agreement, there is a trade-off between strong control of master franchisees and rapid store opening. As a result, it is important to utilize local business partners’resources. On the other hand, in sub- franchise agreements, relatively high franchising thresholds and low profitability have negative effects on business expansion. However, in the case of Japanese convenience store chains’business development in China, apart from the need to avert a trade-off, innovation in achieving both rapid store opening and a high operational level is also desired.

著者

川端 望

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.22, pp.79-92, 2016 (Released:2017-03-31)

参考文献数

24

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This paper examines the growth of Hoa Phat Group and Hoa Sen Group, two private companies in Vietnam, and their achievement of leading status in the long and flat sectors of the local iron and steel industry. Both companies have benefitted from innovations in the production system and market-oriented management that exploited local market conditions and factor endowment. Compared to state owned enterprises and other private companies, HPG and HSG exhibited speedier and more valiant managerial behaviors. Moreover, they adopted technology and focused on market segments ignored by foreign companies. HPG’s organizational behavior is regarded as catch-down innovation while HSG demonstrated the initial stage of disruptive innovation. However, both companies have been forced to adapt their corporate strategies with the disappearance of favorable local conditions given global competitive pressures.

著者

四宮 由紀子

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.22, pp.3-15, 2016 (Released:2017-03-31)

参考文献数

25

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This study investigates the characteristics and variations in the international expansion of Japanese Hotel Industry for the past 50 years. Japanese hotel industry has four international expansion phases; the first phase is “the organic growth” which Japanese hotel companies have expanded to Asia, Pacific and Europe areas gradually from 1960s to 1985. The second phase is “the rapid expansion” which the bubble economy has caused Japanese hotels to expand quickly to the US as well as the other markets from 1985-1995. The third phase is “the divestment” which most of Japanese overseas hotels have experienced divestment and/or disposal by sale because of the collapse of the bubble economy from 1996−2010, and the last phase is“ the Asia Pivot” which Japanese hotel companies have concentrated to Asia markets again since 2011. At the present, Japanese hotel companies have the long international experience, but the degree of multinationality is less than that of other hotel MNEs. And after the collapse of the bubble, the entry mode has changed from fully/partly owned operations to the non-equity alliance, that is, the management contract and franchising agreements.