This paper argued what kinds of the relation between inbound and the city promotion which starts with information transmission for international tourism, and argued its significance from the viewpoint on the regional development with the investigations of local governments in Chu-Shikoku and Kyushu region (prefecture and ordinance-designated city).
    Although information transmission of tourism would be the public services for region called a city promotion, it is rational that a local public government is charged with the role for control of under-supply derived from market failure. It is also possible to understand by relating information transmission of tourism to traveler's purchase process.
    We classified information transmission by local government into four phases; a）that through exchange and experience in place of departure from place of arrival, b) that through the internet medium from place of arrival, c）that through exchange and experience in place of arrival from place of departure, d）that rooted in the usual type international exchange from place of arrival. Using the SWOT analysis, comparative studies was performed while applying this classification to investigations. Regarding local government policy, there is difference in phase a) and d). Especially in phase a) as the strengths of internal environment, some local government have set up a branch office in oversea region, other local government have dispatched a staff to an overseas local government. In phase d) as the opportunities of external environment, some local governments have been performed the international exchanges during more than twenty years. The difference in these city promotions might reduce a psychological barrier of foreign traveler's visit to Japanese local cities. This improvement of the accessibility have influenced on inbound invitation in a local city through reduction in transport costs.

    This study examines the spatial structure of the health care service supply system in Taiwan; additionally, the study considers the Taiwanese governmentʼs role in ensuring equal access to health care. The results are outlined below.
    In Taiwan, a single medical insurance system has been adopted, and health care service supply is led by private medical institutions (along with Japan). Medical information on the entire Taiwanese population is collected and made electronically available. A hierarchical health care service supply system, with the medical centers at the top, has been developed based on the function of each medical institution. Accessibility to the medical institutions in mountainous areas or on isolated islands has now improved with the use of a cloudbased medical information system as a means of remote diagnosis.
    This institutional design depends largely on the legacy left by the Japanese during the colonial period. However, while acknowledging this legacy, this study clarifies the differences between the Taiwanese and Japanese systems. The post-war authoritarian government of Taiwan prioritized economic growth. This attitude is singled out as a particular factor that has caused the regional disparities between urban areas and mountainous areas and/or isolated islands. On the one hand, private medical institutions are concentrated in urban areas; on the other hand, mountainous areas and/or isolated islands are not completely supplied with sufficient health care services. Thus, the spatial formation of the health care service supply system has several different layers between urban areas and mountainous areas and/or isolated islands on the basis of the outcome of policy responses of successive governments in the post-war period. The existing spatial formation of the health care service supply system can be seen as a geographical consequence of the cycle of policy responses and the locational behavior of the medical institutions.

    The southern part of Tokyo district includes Ota city is famous for its dens agglomeration of industrial SMEs. The district has an edge over other districts in the availability of highly skilled labor with specialized skills and many skilled engineers.
    Prior studies focused on the linkage between SMEs and their suppliers in Ota to unveil agglomeration externalities. However, these studies did not use numeric data in their analyses due to difficulty in obtaining such data.
    This study focuses on a certain basic manufacturing firm in Ota to unveil importance of rapport for tool and metal suppliers and subcontractors.
    Data from the firm，“Y” Precision Co., Ltd, were analyzed. This company was closed down in May 2014 due to aging of its skilled engineers. The data were analyzed to quantitatively determine a linkage quantitative to plot a transaction amount and frequency of transaction for suppliers and subcontractors.
    Analysis results indicate that, first, vicinity to subcontractors was important for the firm because it reduces lack of clarity in quantity ordered and due for delivery to buyers company. “Y” Precision Co., Ltd, subcontracted frequently for nearby companies because it produced prototypes, and hence, the precise quantity ordered by buyers often indeterminable.
    Second, vicinity to a machine tools supplier was important because the firm required frequent shipments of machine tools especially cutting tools, particularly cutting tools. These tools are necessary for machining but are a consumable item. Most of SME find it impossible to stock machining tools because they lack sufficient fund.
    The study thus concludes, vicinity to subcontractors and machine tool suppliers was necessary for this company to reduce risk of late delivery and also mitigate its lack of funds. This discussion can be expand to other SMEs in Ota city.

    Tourism has become to be considered as important for regional development policy in Japan since the 1990s. Prefectural governments is one of important actors for tourism policy. But a tourism area is often wider than a prefectural territory. Kyushu is remarkable for development of tourism policy, because seven prefectures arrived at a consensus about its integrated strategy for promotion of tourism in 2004. The purpose of this paper is to clarify why and how the prefectures could arrive at the consensus, using not only official documents but also memorandum of participants in various meetings for developing strategies.
    In order to develop an integrated strategy for Kyushu's economy, “the Kyushu Area Strategy Council” was established in October, 2003. This council was composed of nine prefectural governors and representatives of the four major economic associations in Kyushu. Under this council, Kyushu Tourism Strategy Committee was established in January, 2004. This committee devised strategies and proposed a suitable organization to pursue them, including the budget. The committee worked out the plan on paper “Kyushu Tourism Strategies” and reported it to the council in October 2004. And “Kyushu Tourism Promotion Organization” was launched in April, 2005. Its task is to implement the strategies.
    The conclusion of this paper is to be summarized as follows:
1. The committee accepted a minority's opinion which focused on strategy of improving human and material resources for tourism, so that this strategy was dealt as the first among four pillars of the strategies. But the committee did not change the actual priority of budget allocation to support business organizations to plan and implement tourism marketing, and to send information on Kyushu to the three largest metropolitan areas in Japan as well as abroad.
2. Because of requests by the Committee members, the number of activities to be implemented for the strategies increased. However, it was impossible to implement all the planned activities because of the budgetary restraints.
3. It was the predecessor of the Kyushu Tourism Promotion Organization that played a core role for the implementation of the strategy. It was a small organization that had have only two employees as permanent assignment staff and one part timer.
4. Committee's chairman and the Council played an important role to arrive at the final decision on how to share the expenses for the implementation of the strategy.
    These four points suggest three following points:
    First, it is neither feasibility nor effectiveness to get an agreement among various members with different interests. It is, rather, important to adopt as many various opinions as possible. Then it can lead to satisfaction of various members. Second, a new organization for a new strategy can be smoothly established, if there has existed an organization as a predecessor, even if this is small. Third, in order to formulate an agreement, a person with authority exercises strong leadership. A more authoritative organization plays the role as well.