Akamon Management Review
Online ISSN : 1347-4448
Print ISSN : 1348-5504
Advance online publication
Advance online publication

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Showing 1-3 articles out of 3 articles from Advance online publication
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  • [in Japanese]
    Article ID: 0180618a
    [Advance publication] Released: June 19, 2018
    JOURNALS FREE ACCESS ADVANCE PUBLICATION
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  • Chihiro Sato
    Article ID: 0170607a
    [Advance publication] Released: June 11, 2018
    JOURNALS FREE ACCESS ADVANCE PUBLICATION

    In contrast to the slump in the electronics industry, Japanese electronic parts industry shows positive business performance. However, its profitability differs widely according to the type of supplier. In comparison with a generalized supplier, a specialized supplier tends to realize higher profitability. Why a specialized supplier is securing competitive advantages than a generalized supplier with synergy effects? To this question, this paper considers the fit between architecture strategy and product development system of a specialized supplier. Then, through in depth case study of Iriso Electronics, this paper demonstrates that competitiveness and profitability of a specialized supplier is not necessarily attributed to only one architecture strategy, which means that a specialized supplier develops multiple architecture strategies and establishes product development system and process that fit to these strategies.

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  • Yoshiaki Yamashiro
    Article ID: 0171027a
    [Advance publication] Released: June 08, 2018
    JOURNALS FREE ACCESS ADVANCE PUBLICATION

    As a success factor of Harley-Davidson Japan (hereinafter referred to as HDJ), other motorcycle manufacturers point out there were regulated distribution networks without resales and parallel imports, and customer community activities by HDJ and its dealers. However, HDJ does not possess any directly operated dealers under its command and has promoted distribution system integration by the authorized dealer system by all others capital, and has built a sales network. Even though these dealers are in proxy relationship with HDJ, not only are they still in a relationship of trading. Most of dealers do family business seeking current sales rather than future profits and they do not take actions without logical and emotional consent. To such dealers, it was not easy for HDJ to be deeply committed in the management and sales process, and it was necessary to take a corresponding process. In terms of institutional factors (front management) and human factors (back management), this paper explains the background in the distribution system integration which made HDJ's sales network agile by HDJ being deeply committed in dealers who are other capital.

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