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This report is concerned with investigating the regional differences in car ownership and their longitudinal change on a local-scale level. The purpose is twofold. First, it attempts to clarify the regional difference patterns by using some statistical methods. In doing this, it focuses on the variability and geographical distribution of car ownership. Second, it examines the determinants of the regional differences in car ownership. For the analysis, techniques of the one-way error component model and the spatial error model are applied. The panel data used is confined to shi, machi and mura of Tochigi Prefecture in the Kanto district, Japan, for the time period 1970-2000.

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The usefulness of GIS (Geographic Information Systems) came to be socially recognized widely after the Great Hanshin Earthquake generated in January, 1995. From now on, by being connected with position information, value increases by leaps and bounds and various kinds of information is considered that usefulness increases.
Based on such a social background, this study aims at grasping the present condition of the use trend by the local self-governing body from two sides, an electronic country and unified type GIS. By the result of this research, it became clear with the electronic country enterprise to disseminate the information on various fields of not only administration information but an area and to make the thing about the business inside administration into a main purpose by unified type GIS more nearly rather than information dispatch.

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Evaluation of the amount of geographical information on the Betts's terrestrial globe was carried out in this study. The procedure developed in the previous study was applied to the evaluation of the amount of geographical information on this globe.

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The Miao nationality of Guizhou had cultivated the China fir tree in the branch water river basin of the southeast since the 18th century,participate in the Hans'economic activity through trafficking the forest.Plant the forest in this way is called the artificial forest.Sprout in the 13th century,the prosperity,to the period of Ming and Qing.The ethnic minority of mountain area is with the specialty of its life mountain area;'born and brought up here'develop a set of self-life styles.Because the alone thick natural environment on deserved day of ethnic minority of this area, form one set and afforest,protect the production system of forest and cutting down,transportation and sales naturally.
The chance that the ethnic minority contacts with the Hans increases,some ethnic minorities have to give up the life of slash-and-burning cultivate originally,change to adopt the Hans and plough the farming cultivation of crops definitely.There is land that impact that some ethnic minorities can not prop up monetary economy lost and depended on supporting the family too.Forestry is it outside the Miao nationality,county of silk screen,is it support the family to depend on, can keep traditional heavy backer most that life free of the Hans to become.Agreement document signed from the Miao nationality of Guizhou of this batch,can understand and analyses how the ethnic minority is with participating in the monetary economic activity taking the Hans as the centre voluntarily,then the economic ability of setting up the society of one's own region that the forestry of Israel produces and sells the system.
Because of there is no written language to record the distinctive life shape of ethnic minority.It is a natural thing that the ethnic minority had been absent in writing history.The mountain forest agreement of Guizhou of Israel is discussed,an economic behavior of outlying mountain area,right and enough from the facing more of national , economic,mountain forest,analyses omni-directionally the ethnic minority is under the impact of the Han`s immigrant,how to adapt to the economic society of the currency.Offer a chance to supplement the life history of ethnic minority.

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Introduction
The Japanese automobile industry resembles a pyramid shape; with the automobile manufacturers at the apex supported from below by almost 10,000 parts manufacturers. Automobile manufacturers manufacture certain parts such as engines and car bodies themselves, while the remainders are manufactured by first, second, and third-tier parts suppliers or Keiretsu suppliers.
However, Mazda's Keiretsu suppliers and of cooperative makers are much smaller than those of Toyota and Nissan. Therefore, Mazda has been strongly requesting its Keiretsu and cooperative makers to enter into merger or capital tie-ups among themselves.

Mazda business strategy
Mazda also has some long term vision or strategy for their sustainable development like other auto makers (Toyota, Honda). In case of Mazda's Business Strategy has three parts, 1) is Millennium plan (2000~2004). 2) Mazda momentum (2004~2006) and 3) Long-term vision (2006~). That was the first plan for Mazda.
Mazda Business strategy is the most basic strategic plan for the long-term vision. (1) Enhance Mazda's brand power (Brand), (2) Strengthen products and technologies (Product&Tech), (3) Pursue efficiency based on global competitiveness (Supply), (4) Cultivate a global workforce through higher ideals (People).
To gain this goal, Mazda made such kinds of efforts; (a) Procurement strategy to local and global (LCCs, ABC, MDI etc),(b) Making cooperation groups among parts suppliers,(c) Production system (module),(d) production of new models;

Global optimum procurement characteristics
A vehicle is made up of some 20,000 components, 70 % of which are supplied by sources outside the company. This clearly shows that the reduction in purchasing costs is directly connected to the earnings of Mazda. The auto maker is promoting a global and optimum procurement scheme, in which parts which satisfy its requirements in terms of quality, cost, and delivery time, are bought from anywhere in the world.
Mazda itself emphasizes that, with the market becoming increasingly borderless, parts suppliers can't stay in business if they focus only on the market in Hiroshima, or even the domestic market for that matter. Because of the changes to global optimum procurement system, Mazda had many world wide affiliate companies and many other domestic part suppliers from Kantou, and Kansai regions.
Basically, Mazda has three types of parts suppliers, the first one is the local suppliers (based at Hiroshima prefecture), the second one is domestic suppliers (Japan) and the last is global suppliers. Most of the components are divided by share percentage among those components suppliers from Mazda. Some parts suppliers can get variety of parts order, with low or high percentage or some can get small amount of order with low variety at every year. Are there any other significance factors? Why and what is the reason? Based upon mentioned above I aimed to analysis the correlation between the global optimum procurement system and the difference location of the suppliers and their components which will return to affect the three different types of parts suppliers to face with the fluctuation of parts order from Mazda and long run collaboration with Mazda.

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Schlunze(2004) showed that the geographical approximation to Tokyo is important to implement European management practices. Plattner showed that locational preferences vary with urban hierachy (Plattner 2005). Research on foreign firms in Japan indicated that the integration of analyses on the work and life of foreign managers is necessary to explain fully the corporate behavior of foreign firms. We observed the interconnectedness of these issues and became more encouraged to shift the focus onto the behavioral aspects of managerial decision making. To our knowledge, systematic work on the locational adjustment and preferences of foreign managers in Japan is still sparse. However, former approaches focused on environmental determinants affecting international managers' decision making, whereas nowadays managers are rather seen as "change agents" because increasing competition between firms set them on emergency routes (Thrift 2000). Here, a new framework is introduced to evaluate the locational behaviour of foreign managers.
The research purpose is to explain how the locational behavior of foreign firms is influenced by the individual characteristics of foreign managers, such as life-style and locational preferences. How does the globalization process affect the acculturation of foreign managers and therefore locational decision making in global cities?
An analytical framework was developed that incorporates characteristics of the performance of foreign managers. On the one hand, the individual working and life style impacts the creation of synergy effects. Individual locational preferences of foreign managers directly affect the quality of locational decisions of foreign firms. Using a framework to evaluate a) the life-style and b) the locational preferences by conjoint-analysis, we conducted structured interviews with more than 30 managers.
The metropolitan area Tokyo-Yokohama received most headquarters of foreign firms and therefore has got the highest concentration of foreign expatriated managers. In comparison, the internationalization process of the Osaka-Kobe area did not advance that much. The relative high concentration of Asian firms and the reluctance of Western firms to locate their headquarters in Osaka or Kobe can be interpreted as a more regional orientation or as a left behind within the internationalization process. This is also reflected by the spatial behavior of foreign managers.
The mobile elite increasingly concentrate in Tokyo-Yokohama. They do not depend on social and cultural interaction with Japanese as much as the foreign managers working in the Osaka-Kobe area. Meanwhile in Tokyo the 'mobile elite' of foreign expatriates can rely on the support of international experienced Japanese, foreign managers operating in the Osaka-Kobe area need to have more skills for operating in the local Japanese/Asian business environment and therefore need to undertake more acculturation efforts. Here, the hybrid manager type, who is trained in Japan, speaks fluent Japanese and often even married to a Japanese national, tends to be more effective in the local business environment. The results from the interview survey led us assume that indeed locational decisions of foreign firms depend on the foreign managers' ability to create synergy effects internal as well as external to the organizational framework of the firm and to learn about the local business environment.
We can conclude the more a business environment advances in the internationalization process, the less the foreign managers do need to make an effort to adjust to the local culture. Global managers do operate best in the global city! In locations with a lower degree of internationalization foreign managers are expected to create synergy effects with a more localized approach.

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