For the purpose to reveal how and why the retail technologies which compose the Japanese drug store format are transferred to East China area, the author investigated four Japanese companies who launched drug stores in this area.

The author conducted field research, interviews with top management and expatriate personnel of subsidiaries, interviews with industry participants and literature survey. In the interviews with top management, the ways of transfer of individual retail technologies were asked. The information obtained from the other interviews and the other investigations were used to complement the top management interviews. Also, follow-up interviews were conducted by e-mail or face-to-face conversation to interviewees.

As a result, each companies transfer strategies of retail technologies were identified. Also, the impact of embeddedness which affects the ways of the technology transfer was revealed. Moreover, three points can be pointed out. That is, (1) as to the technology area which the effects of host countries’ (East Chinas’) embeddedness is strong, Japanese companies only have the choices of notransfer or opportunistic modification, (2) as to many of retail technologies, home countries’ (Japanese) embeddedness affects the transfer of them through expatriates’ “genetic code”, (3) the extension of retail technologies could be occurred in the area which the effects of host countries’ (East Chinas’) embeddedness is weak

investigates eleven Japanese entrepreneurs in Thailand & Malaysia, and generalize the new business trends. As an analysis tool, the research focus on verification using 3 innovation concepts such as "The 7 sources of innovative opportunity", "Schumpeter's 5 types of innovations" and "The 3 Startup innovations (time machine, leap frog, pivot)". The three declines of youth 'entrepreneurial spirit' 'overseas desire' 'creativity', and the loss of corporate growth power in Japan are one cause of ‘the lost 20 years’ Long-term stagnation of the economy in Japan. All these problems are solved and managed by overseas Japanese entrepreneurs and this research will be the prescription of the abovementioned Japanese problems.

Using 16 firms’ product and sales shipment data for 5 years in the Indian air conditioning market, this paper reveals which type of strategy has achieved excellent sales growth and market competitiveness. First, the results showed the strategy taken by each company could be distinguished into ‘high-end niche strategy’, ‘premium-zone strategy’ in the high-end based group, ‘volume-zone strategy’ in the middle-range based group and ‘bottom-zone strategy’ in the low-end based group. Second, in compound average growth rate and market share change, the two types of strategy in the high-end based group overwhelm the other types. The analysis suggests that effective strategies have transformed from those mentioned by previous studies into other strategy types.