Some 35 years after the establishment of the first semiconductor plant in Kumamoto, a semiconductor industry cluster, including support industries, is being formed in the Kyushu Region. In the initial phase, the successive establishment of plants by major semiconductor device manufacturers served as the driver for the formation of an industrial cluster. This in turn encouraged the active entry or establishment of semiconductor manufacturing equipment manufacturers, makers of related materials and parts, and firms in various related services sectors.
Since the IT industry slump in 2001, however, the importance of industry-academic partnerships in research and development has been increasing, becoming a new driver for the sophistication of the industrial cluster. Among companies advancing into Kyushu, one finds examples of firms seeking partnerships with local universities. There have been a slowly increasing number of cases of successful commercialization through industry-academic partnerships, an indication that the semiconductor industry in Kyushu is beginning to evolve toward an innovative industrial cluster.
In particular, medium-sized companies that cannot easily conduct research and development based only on their own management resources are emerging as active participants in industry-academic partnerships, opening up a new chapter in the developments that led to the commercialization of technological seeds held by universities.
The results of our research show: (1) in the development of new businesses, inter-company and industry-academic “partnerships” are gaining in importance, with speed, cost and expertise being the primary motives for the “partnerships, ” (2) inter-company and industry-academic partnerships have different sets of purposes, with inter-company partnerships focusing on the marketization of newly developed technologies and the complementary mutual utilization of the expertise and marketing outlets, and industry-academic partnerships being geared toward the development of new technologies and advances into new fields; and (3) high expectations have been placed on universities, particularly in terms of ideas and insights for technological solutions, theoretical verification of technologies and clarification of fundamental principles, understanding of the latest technological trends, and their extensive personnel networks.
Moreover, large companies harbor strong expectations that industry-academic partnerships will yield results in the area of basic research, while small and middle-sized companies have high hopes in the area of applied research, which is closely linked to the commercialization of technologies. However, both groups emphasize the importance of geographical proximity within partnerships, attesting to the growing importance of industrial clusters in such partnerships.
On the basis of an analysis of a number of cases, we identified the following five factors as being important for the success of industry-academic partnerships: (1) selection of appropriate counterparts; (2) market-driven research themes; (3) private sector-led promotion of research; (4) clear differentiation of the roles of industry and academia; and (5) clear means for allocating the cooperation results.

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The main theme of this years' meeting of The Society for Industrial Studies was “university industry relationship as regional industry policy”. Minakuchi and Miyake are the staffs of venture fostering room of Center for Cooperative Research and Development of Ehime University (CCRD). Minakuchi is a vice chairman of CCRD. Miyake has been directly involved in making and supporting Ehime University's Venture.
In this article, in the first chapter, we thought about the meaning of theme of university industry relationship as regional industry policy. In the second chapter, we explained the status quo of the organization of CCRD. In the third chapter, we investigated the successful model of fostering university's venture according to the report of Kinki METI Bureau. From the 4th chapter to 6th, a case of Ehime University raising of funds using patent of university's venture will be explained as the result of case study obtained through an interview. Minakuchi wrote the first three chapters. The following, three chapters were written by Miyake.
Now there are five companies involved in the university's venture at Ehime University. Two of them are bio-companies. One is an IT-company and the other one is a machine & apparatus-company. One of bio-companies has been increasing it's revenue so much this year it is going to do an IPO. Others are on early stage that they have no enough cash flow. They are raising funds from venture capital and public subsidy. Generally speaking, independent VCs, sometimes, invest to companies on ultra early stage. They call it “finding”. In Ehime University's ventures, two of bio-companies were fit for this “finding”. As for patent, four of five companies had already applied for patent before raising funds. Except one bio-company who is just before IPO, the rest of companies have no adequate knowledge on the patent strategy yet. There were cases where some professors of venture companies had to write patent specifications and apply for patents themselves because of lack of money to hire patent attorneys to do the task. All of the companies that we interviewed sufficiently know the importance of patents. They all recognize that the presence of patent including patent pending somewhat contributed to the estimation of technology and raising funds from outside.
We made a hypothesis that “in order to raise funds from outside, possessing major and related patents is an important criteria for university's ventures”. According to our research we found that university's venture, demander for funds especially professors who are inventors of these patents believe this hypothesis is true. But suppliers of funds do not necessarily recognize this hypothesis. Venture Capitalists will look favorably at the ownership of patents by universities when raising funds. It is difficult to justify the future corporate value only by looking at patent on university's venture on early stage. It seems that the judgment whether the university's venture could pass on “death valley” or not is made by the base of total judgment of effective and excellent business plan, management personality and ability and other important qualities. At last they seem to be making investment decision on “sense of skin” depending on the base of experience of president.
Only possessing high technology or patent is not sufficient for a university's venture to get funds. Business plan written by excellent manager is very important. The fact is the business plan has a secured value as intangible asset. It should be noted the importance of the role to be played by a coordinator in such a relationship. Regional programs such as MOT & MBA can train future able coordinator.

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The existence of different field communities for the industrial promotion or industry-university cooperation in an area, is important. Successful research conducted jointly by universities and private sector corporations or business is crucial because confidential relationships form a fundamental foundation.
INS has promoted exchange via social drinking for years with volunteers from Iwate University, Iwate Prefecture and private enterprise. Now, it is industry, academia and government people forming a national community numbering 1, 000 members. In INS, although affiliation differs by position, many of those who participate have built mutually confidential relationships. As a result, research conducted jointly by universities and private sector corporations and new private enterprise is produced. Moreover, INS has extended the sphere of activity to include the fields of education and labor. INS has also played a role in the local community.
KNS started in Kansai in 2003 is also working as an industry, academia and government community which aims at brewing confidential relationships. KNS' activities have just started. The remarkable result has not yet come out. However, between the different fields with differing senses of values and culture, if deep confidential relationship can grow, we can expect new possibilities in industrial promotion and industry-university cooperation to spread.

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Following the collapse of the Soviet Union in 1991 and having overcome the economic crisis of 1998, the Russian economy has entered a period of stable growth. Key factors supporting this trend have been the stabilization of high oil prices, which greatly impacts Russia, the second largest oil producer in the world, and a booming stock market. Despite ongoing struggles with terrorism, the Putin administration has entered its second term and personal consumption has been active. However, the development of Russia's manufacturing industry is overdue, given the nation's high dependence on the energy industry.
Under these circumstances, the Russian government has targeted the automobile industry as an industry for national development. As a result, the world's major automakers, such as GM and Ford, are expanding their business in Russia and Toyota has also announced its intention to build a factory in Russia. The latent potential of this past superpower is difficult to fathom. Going forward, Russia is expected to join the WTO and subsequent development can be anticipated.

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Shortage of seasonal workers from villages occurs in the east coastal region of China, the most active economic area, such as the Pearl River delta (PRD) from the middle of 2003. In the PRD area that was paid attracted attention as the growth model that exported low-priced products with a weapon of cheap personnel expenses, why did such a problem occur? As a result of my investigation, the migrant workers who were applied for an inferior company surely decreased, but more application staff confirmed the fact that they are increased sharply in a superior company of personnel management. A superior personnel management system was represented by the Solid Inc. which is a main target of choice by the worker side. The relationship between supply and demand in labor market changed greatly. Mechanics found their own value as work force, and the times that the workers can choice the company they love and can work for have come. The company where working conditions are inferior will be screened in a labor market naturally. Therefore a superior “hearts of the people management” system of the Solid Inc. will give us a good suggestion.

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This article explores how industrial policy influenced enterprises, and allowed them to develop independently. The article focuses on two points, one, how the government build up an environments which promoted enterprises to develop independently and two, how it created technology transfer capacity of the enterprises.
The article focuses on two industries, air-condition and DRAM industries for comparison, comparing the same technology supplier to omit the influence from technology supplier, further limiting each industry to two cases.
The result is as follow.
Under the same industry, two cases had the same technology transfer result. Both aircondition companies depended on Japanese technology and could not expand production scale, although they had transferred technology from Japanese companies more than 15 years. However, the production scale of DRAM companies expanded, although before that, they had no DRAM technology foundation.
Under two different industries, the technology transfer result had a big difference. Air-condition and DRAM enterprises transferred technology from the same technology supplier, had completely different result, with two cases having the same phenomenon. Air-condition company had poor technology transfer result but DRAM companies had remarkable result.
The result above shows that technology transfer is influenced by industrial policy as follow.
Under protection policy, Air condition industry had many foreign capitals invested or technology transferred to Taiwan to avoid high tariff. This resulted in too many enterprises competing for a small market, preventing each enterprise to expand its production. Furthermore, the government did not build up potential of enterprises technology, which limited the development of enterprises.
Whereas DRAM industry, under free trade policy, had no foreign capital invested in Taiwan semiconductor industry. Furthermore the government continued investing in human capital and transferring technology to private sector to build up their technology ability from the very beginning. Under the condition of the increase in human capital and technology built up in the mid-1990's, the foreign capitals transferred technology to Taiwanese enterprises to build up international production base. The competitive environment and technology transfer capacity enabled Taiwanese enterprises to transfer technology smoothly, and expand production scale after technology transfer.
The result of comparing inter-industries and inter-enterprises, shows that industrial policy makes enterprises develop independently; therefore, the government should build up an environment which can promote enterprises to develop independently and create technology transfer capacity.

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In this paper, I analyze the formation of marketing channel for two representatives of the Japanese automobile industry, Toyota and Nissan. The analysis is focused on the period immediately following world War II, which is from 1946 to 1947.
I carried out research on all 94 dealers for Toyota and Nissan during that period, with special attention paid to the identity of those dealers and distributors regulated in wartime, the so-called “Jihai”. This is due to the fact that these “Jihai” had the largest scale and monopolized the industry in each prefecture so we can suppose that significant resources were integrated into “Jihai”. In addition, I carried out research on the rapidity of establishment for new dealers under either Toyota or Nissan by comparing them. This is because it can express the aggres-siveness of both manufacturers' marketing channel strategies and a dealer's selection and decision-making regarding its long-term partner.
The conclusion of this paper suggests the following. (1) Much of the identity of “Jihai” can be seen in Toyota dealers. However, “Jihai” that held large market share in large cities had a tendency to change to that of Nissan. (2) Location of the manufacturers might have also had influenced the identity of dealers and “Jihai”. (3) Toyota dealers were established earlier than those of Nissan. (4) Especially in the prefectures or areas where Toyota dealers, with the identity of “Jihai”, were established earlier than those of Nissan, the start of Nissan dealership was delayed very much.

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Japan is striving to be a trading nation. For this purpose, manufacturing industries with global competitiveness are needed for our nation to survive and continue to grow for the future.
Large numbers of Japanese manufacturing enterprises have taken the lead in global competition. However, they are currently implementing strategies through management innovation in order to survive.
Based upon this process (i. e. development, production and sales) in which an enterprise seeks out additional value, this paper presents three different classifications of strategies among the Japanese highly-competitive manufacturing enterprises. First, an enterprise concentrates on the manufacturing of a highly value-added, specialized product (focusing strategy). Second, an enterprise concentrates on development and service processes (U curve strategy). Third, an enterprise finds additional value in the entire process of the value chain (consistent, horizontal curve strategy).
After illustrating the enterprises' strategies, this paper discusses the following two management strategies: strengthening cost-competitiveness through an international division of labor with Asian countries and obtaining additional value through a sophisticated value chain. Long-term, sustainable development can be done by harmoniously implementing these two management strategies. In fact, the Japanese manufacturing enterprises retain world-class competitiveness through management innovation and integrating these two strategies. This paper concludes that the management innovations among the Japanese enterprises will create Japan's new industrial vision.

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The most obvious changes in national output mix in Japan that have occurred since 1975 show the continuous decline in manufacturing share and the rise in services share. Even though more recently the shift has been dramatically changed from manufacturing to services, international competitiveness for exports in service industry is extremely weak. It appears that Japan imports of services have been running consistently ahead of Japan exports of services in Japan.
This article presents the performance of Japanese international service transactions through cross-border trade, and it explains the huge deficits in the service industry which consists of travel, transportation, and other private services. The main reason for deficits in the service industry is primarily attributed to the steep deficits in travel services. As the number of Japanese travelers to foreign countries has sharply increased, foreign visitors to Japan have increased minutely. Japan should try to increase the number of foreign visitors and their expenditures.
Other factors that contribute to the deficits are private services which include communication, construction, insurance, financial, computer and information, royalties and license fees, and etc. Japan needs to increase the receipts of royalties and license fees. Japan parent's receipts from their foreign affiliates in the manufacturing industry, especially those in U. S., Asia, and Europe have rapidly increased in recent years. However, unaffiliated royalties and license fees receipts may have barely changed. Japan also has to collect the royalties and license fees on sale of copyrights, franchises and the rights to use and distribute software.
In addition, receipts for financial advisory and custody services have to grow in order to promote the rise of Japan as a soft power. Toward the 21st century, with the further development of the high-tech industry, these service industries need to become the pillar of the new Japanese economy.

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