日本企業のカラーテレビ対米輸出

-松下電器のケース-

抄録

This article analyzes the catching-up stage of Japanese color television manufacturers in the competitive market of exports to the United States. Around 1964, Japan's color TV industry was far behind the United States in both technology and marketing. Due to the high price of color TVs, a demand in the domestic market was not expected. Suddenly that year, the demand from American TV manufacturers and private label customers changed the situation. Facing uncertainties and obstacles, how did Japanese manufacturers catch up in the competitive export market?
In this article, the author studies the case of Matsushita Electric. Around that time at Matsushita Electric, even the head of the R&D Division was pessimistic about the possibility of exporting.
The Television Division, however, decided to take the opportunity of the strong demand from the United States and, despite trials and errors, started production in the Osaka main factory. After a few months, Konosuke Matsushita, the founder of the company and chairman at that time, suddenly decided to transfer the export production to a subsidiary on Shikoku island (Saijo factory) that had no experience in color TV production and exports. By Konosuke's decision, a large-scale investment was made, and many unskilled workers were hired. Export model production was begun at Saijo factory under such disadvantageous circumstances. It was an imitation-based operation and OEM/PB business acting as a training school. Uncertainties and obstacles were overcome by substitutes, and organizational learning was provided under the strong leadership of the top management. Many positive traits were created among workers to improve skills. Process innovations were made. After two-three years, the export-exclusive Saijo factory was able to catch up in its competitiveness and claim about a 20% share of the total color TV exports from Japan. The strategies and actions taken at Saijo factory to catch up in export competitiveness are typical cases of speculative and risk-taking Japanese entrepreneurship.
Konosuke Matsushita's decision to separate export from domestic production had been considered unreasonable at the beginning. But it proved right when the domestic market took off at high speed. Both the Osaka and Saijo factories were able to comply independently to the growing demand in the respective markets. Unless otherwise carried out, the catching up of export competitiveness could not have been accomplished so smoothly.