The wave of mega M&A between top enterprises is now uprising in Japan. The causes are relative descents in market shares, actual values or presence of Japan top companies and their threat towards rapid globalization and acceleration of M&A in oversea, accompanied with wealth accumulation in China in the development of Asian economy. More over, the East Japan earthquake and nuclear power plants accidents of Fukushima TEPCO occurred on March 11th 2011 are accelerating the movement of M&A following the shortening of internal market by issues of electricity shortage or super strong yen. I refer to business models and related issues, taking three cases of mega M&A, steel metal industry of Nippon Steel and Sumitomo Metal, food industry of Kirin and Suntory and electric and heavy industry of Hitachi and Mitsubishi, and attempt future development of M&A within Japan industries
The markets have been diversified significantly as globalization of the markets proceeds. Companies intend to explore development of new business in the global markets for their sustainable growth. It has been revealed that effective development of engineering brands is a key for establishing a business with overseas clients. Needless to say, it is important for engineers to improve their English speaking skills for effective communications and to enhance understanding of cultures and business practices in the countries they deal with. Furthermore, it is essential for companies to have engineers who can understand customers' needs correctly, put their technologies and products together and propose problem resolving solutions to their clients. This paper closely discusses development of engineering brands in the global markets.
This paper states that the mission of Japan in the 20th century has been completed and the 21st century real paradigm has started, and how to strength the international competitive power of Japan. We must do away with the existing state of Japan faced with the 6th historical crisis, and fight for future plans how to develop the society and rebuild up the social rule from the point of the outlook of the world and the traditional sense of value that is based on the Japanese mind. The new Paradigm for Green civilization of the 21st century is proposed by the Innovation induced by the minds peculiar to Japan. The object we Japanese must aim is the establishment of a state on the basis of advanced technological and mature culture. We must cultivate the strength of Japan by J-Brand, in the Zen and art of design and manufacturing, and link to the state of great originality in the field of cooperate management in the era of globalization. The first step for the paternal turnover in the 21st century of Japan, is the promotion of J-mind innovation. The Japanese mind should be mentioned first is the obedience of nature, respect of beauty, leave off from the dependence upon the materials, the spirit of inquiry and altruism.
Survival and development of a company can be determined by whether it has brought innovation successfully into the right market in the right time frame. In other words, successful organizations and companies are the ones capable of responding to shifts in needs in the changing environment. In this context, I have tried to establish a system, which I have named CKS, Collective Knowledge Stations, to replace existing EMS or OEM, and have reviewed the operation and results. The system, CKS, goes beyond the traditional forms of alliance, and operates as a giant coalition force, which balances no systems in large corporations. It can be established by collecting strengths and expertise of each knowledge-creating company. It is radically new in the sense that it has no hierarchical relationships.
The Engineering firms, who deal with Lump Sum Turn Key base projects for Energy sector, i.e. Oil & Gas, have been transforming its Business Model. In this paper, we review Engineering firms once structured "Integral style Plant Export Package" together with the other Japanese manufacturers and constructors before 1990s. Then, due to severe competition, Engineering firms has fit up its "Module style Project Management package" with promoting outsourcing. During this process, their remarkable Project Management Skill has been established and has become their core-competence. It shall potentially work well also for Exporting Infrastructure as System, which Japanese firms have not been succeeded.
Project Finance is the long term financing of infrastructure and industrial projects based on the future cash flow rather than the balance sheet of the project sponsors. The loans are non-recourse basis which is secured by the project assets and contractual framework. The purpose of this paper is to clarify the difference between traditional balance sheet basis finance and project finance and to study the possibility for placing project finance as one of the innovation under the finance field.
Broadcast content is reached to the viewers through the Internet, satellite television, etc. in Japan. However, television content is not delivered to other media in many cases. In this paper, two types of "Business Innovation cases are reported to solve the problem. One is "Production Partnership", which organized various media companies and have the plans to get revenue through various types of business (ex. movie , television, DVD sales, character merchandizing and etc.) The other is "TV content evaluation methods", which are essential for broadcast content trading.
The cell phones diffused all over the world. But, although Japanese cell phone companies had a leadership in achievement of high functionality, they lost international competitiveness. To analyze the reduced international competitiveness, we based on the lead market theory by Mr. M. Beise. It consists of five factors: Cost, Demand, Transfer, Export, and Market structure. In this study, we visualized the evolution of the cell phones quantitatively and dynamically based on these five factors. On the trajectory of the evolution, there were differences between Japanese market and the world market.
Domestic geothermal energy resources in Japan expanded the range of applications as complete economical technology with high cost-performance. It is a crystal of pioneers' wisdom and effort who aimed at saving petroleum oil. This paper shows the current state and future prospect of geothermal electric power generation and geothermal energy other than electric power generation. It is the guideline for the geothermal business based on the latest developments. The author hopes this will help challengers for the geothermal energy business in their macro decision.
In consideration with the global trilemma of 3E (Economy, Energy, Environment), Japanese marine energy is reviewed for this century. The highest priority should be set on social sustainability. However, the question is how many years the society should keep sustainable, as the sustainability is perturbed not only by the human activities but also by planetary or universal activities. So far as human activities are concerned, attention should be paid to waste not only of materials but also of heat. In particular, waste heat under the sea surface should be elaborately released to the tropopause, as the second law of thermodynamics does not allow waste heat to be exhaustively converted. The United Nations expects global-population increase to slow down during this century. Labor-cost cut by improvement of labor productivity without discovery of new demand from stable population will results in wage cut or in unemployment-ratio increase. Depending on the future costs against typhoons and marine bio-fouling, wave farms off and north of the Boso Peninsula and ocean thermal energy conversion of the Kuroshio Current are estimated as highly potential.
The Globalization of Japanese businesses has involved large and small companies alike, and has become one of the inevitable missions to accomplish in the interest of Japanese society. It is considered that patent strategies of Japanese companies have been through qualitative transitions along with the changes of the times, and these transitions are difficult to define merely by the number of patent applications. However, under the recent economic circumstances, Japanese companies are beginning to see limitations being put on their investment capacity. Far-sighted and pain-staking patent strategies, which correspond not only to macroscopic globalization but also to market conditions in target countries, would be the key to the successful future of Japanese businesses.
Bulgaria has long traditions, extensive experience in agriculture and very rich farmland. Now is the right time to revitalise and develop further the country's agriculture, which unfortunately is not utilized and managed effectively to its full potential. Our company which owns excellent farmland near the Danube river has successfully grown and sold profitably wheat, barley and sunflower. Excellent business relationships were cultivated with the Bulgarian Soy Research Institute, soil institutes and seed suppliers in Japan and Bulgaria, with leading foreign land management and commodities production funds operating in the area. With further growth in mind we obtained all permits and licenses, including EU subsidy approval for about 50% of the construction cost of a vegetable oil factory to be build on our land plot. Further growth is envisioned through modern irrigation, expansion of areas under cultivation through lease agreements, and solar panel energy generation on the grounds of the factory.