In this paper, the direction of the Japanese industries after financial crisis is considered. However, it is not easy to draw the future image of Japanese industries. It is because it seems that many industries of Japan are mainly busy with control of production under this serious depression, and probably are not necessarily given to the stage of having concreteness and telling new direction.
Then, it is examined to the first how it was of Japanese business until now. I think it is necessary to follow the locus of development of industry and to clarify a reaching point for the view of a future image.
The second is asked about what kind of thing the locus of development of industrial research was. Industrial research is done uniting aim with the subject which the occasional industry holds. Therefore it could arrange the argument for viewing future, when industrial research pursues how industry is grasped.
This paper will focus on the steel industry of Japan, especially it after the 70s. Although Japanese steel industry has faced many difficulties, it conquers them and is still maintaining strong global competitiveness. Therefore, a certain suggestion may be obtained by surveying the steel industry.

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This paper tries to clarify the export channel management by Toyota Motor. Especially we focus on the partial delegation of export operation from Toyota Motor to Toyota Tsusho Corporation.
Toyota Motor exports automobiles to 190 countries and areas totally. Out of 190, it has subsidiary distributors in 40 countries. And it has non-subsidiary distributors in 130 countries. Out of 130, around 50 non-subsidiary distributors are owned by Japanese trading companies such as Toyota Tsusho Corporation, Sumitomo Corporation, and Mitsubishi Corporation. And other 80 non-subsidiary distributors are owned by local companies which are usually based on its countries. In last 20 countries and areas there is not distributor for Toyota Motor. In theses countries and areas, Toyota's distributor in neighboring country distributes vehicles instead.
On the other hand, concerning the export management in relatively small market countries and area, Toyota Motor usually delegates not only export operation but also distribution and marketing operation in foreign countries to Toyota Tsusho, because Toyota Motor tries to reduce man-hour of operation and streamline their export channel management. Out of 190 countries and areas where Toyota Motor exports vehicles, in around 60 countries and areas Toyota Motor let Toyota Tsusho have the export management.
Lastly we would like to compare the commonality and differences between the export channel management and other divisions in terms of delegation of operation. In other divisions Toyota Motor usually delegates their operations because of the shortage of capacity in Toyota Motor. However in the case of export channel management, Toyota Motor has sufficient capacity, but delegates operations to Toyota Tsusho in order to reduce man-hour of operation and streamline their export channel management.

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With “Lehman Shock waves” hitting established markets, the world economy has been thrown in into serious recession. Comparing with developed economies suffering have been suffering from economic stagnation, emerging economies posing both fast-growing markets and big population, such as China and India, have been targeted for next potential roles to lead global consumption by next decade. However, a number of multinational corporations(MNCs)have entered these emerging markets(EMs)—globalized-open parts of these markets—which can be regarded as top class at most time. After crisis, real local but closed part of EMs as Middleof Pyramid(MoP), called volume zone, show more tremendous opportunities than top. As an exploratory analysis, this paper examines the antecedents of strategies which using resources formatted by Offshoring trend in EMs to develop volume zone. From Case Study on ASIMCO's China Operations, we can give a hypothesis on that some local companies of EMs have succeeded in Offshoring operation can launch a kind of competitive advantage on relative high technical performance with low cost than other companies only reaching either globalized-open or localclosed parts in same market. At that time, a portfolio management on the combination of local resources Offshoring-oriented and those globalized by MNCs can be helpful for emerging markets strategy.

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In this paper, we analyze the role of the trading house of liquid crystal parts in the crystal material supply chain. This will enable us to more accurately explain the structure of dealing in the liquid crystal materials' market.
With regard to the supply chain for liquid crystal panels, Japanese companies have a noteworthy presence in the crystal materials market, though Asian manufacturers such as Japanese, Taiwanese, Korean, and Chinese companies are facing intense competition in the markets for materials such as color filters and polarization films. The trading house of liquid crystal parts plays a major role in the production of liquid crystal panels.
In this study, we examine the business relationships between three business players, namely, liquid material manufacturers, the trading house of liquid crystal parts, and liquid crystal manufacturers.
In the first section, we consider the supply chain management theory. Then, the relationship between the supply chain management theory and the trading house of products is analyzed based on previous research.
In the second section, we confirm the members of the liquid crystal materials supply chain.
In the third section, we examine the business relationships between the three business players—namely, the liquid material manufacturers, the trading house of liquid crystal parts, and the liquid crystal manufacturers—and the functioning of the trading house of liquid crystal parts.
Finally, we emphasize on the importance of the trading house of products in the crystal material supply chain.

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The government of Japan has officially promoted “the Tourism Nation Promotion Basic Plan” since the Japan Tourism Agency (JTA) was established in 2008 based on the Tourism Nation Promotion Basic Law enacted in January, 2007.
The JTA has tried to promote the project with concerned authorities such as travel agencies in Japan, but the JTA has failed to achieve results with the Tourism Nation Promotion Basic Plan in regard to five fundamentals required for the realization of “Building a Tourism Nation”.
This paper focuses on one of these fundamentals which is the goal to increase the number of Japanese travelers traveling overseas to 20 million by 2010. It also explains the reasons for not achieving this target with reference to the consumer survey and interviews conducted in the tourism industry in Japan.
The finding after the survey is that not only the social issue in the world but also an existence of gap, in a product design between consumer and travel agencies in Japan, causes the less travel consumption by the Japanese. In particular, faced with an environment of disincentive for travel consumption in Japan, the travel agencies appear to merely engage in price wars.

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This paper investigates the assembly process outsourcing of Toyota group. I examine the characteristics of division of labor between Toyota motors and Complete vehicle OEM makers such as Kanto Auto works or Daihatsu motors. This study reveals the following results:
(a) in Japan, Complete vehicle OEM makers are playing a role of production and development of Complete vehicle and production of parts; in contrast, in overseas, Complete vehicle OEM makers are playing an important role of technology support of Toyota's oversea plant.
(b) The characteristics of division of labor between the Complete vehicle OEM makers and Toyota can be summarized as this, for the production of main mass production models, the “Toyota + Complete vehicle OEM makers” is the main type; on the other hand, for production of non mass production models, “Toyota or Complete vehicle OEM makers” is the main type.
Many studies about division of labor of production or product development of parts in automotive industry has shown that Japanese automakers and their suppliers cooperate closely even in product development processes. However most of these studies merely analyzed the division of labor of production or product development of Complete vehicle. So this paper is a new attempt to analysis that.

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Since the mid-nineties of the last century, with the emergence of domestic manufactures such as Chery, the product development in the Chinese auto industry has started to shift into “Independent development”, Starting from simple KD assemblies or manufacturing foreign licences through joint venture companies.
However, the “Independent development” that Chinese manufacturers are conducting is not literally “independent”. By a variety of case studies, It can be concluded that, in the current stage, this independent development is more an approach to overcome the technological barrier of foreign enterprises and technological learning in which a Chinese technical team can participate or even play a leading role hence making the best use of available resources. It is actually a “Self-dominating development” rather than an “independent development”.
It must be emphasized that this is a transient stage instead of the ultimate goal. To achieve true independent development, the Chinese auto enterprises must be dedicated to core technology R&D and talent training.

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The world major countries, in cooperation with the Green New Deal Revolution of President Obama proposal, has begun to move for large-scale economic measure that invest in environment and energy field chiefly all at once. Therefore, Green New Deal measure became the key word to overcome a global economic crisis. The measure is not aiming to built road, buildings etc., but trying to create new industry by environment and energy.
And also it creates new employment.
More than 40 trillion yen scale investment is already settled in various countries(government level) in the world. It seems that the inv. finally reaches 100 trillion yen. This will stimulate private 200 trillion yen CAPEX, and in the end, environmental/energy new industrial market of 700 trillion yen scale will be created.
In PV field, Japanese solar panel makers are accelerating CAPEX, and the amount of CAPEX will reach the semiconductor industry level after 2010. The PV that utilized a natural energy, the rapid spread advances worldwide. Japan have maintained the first place in the world once for several years, however, in 2007, blundered in Germany, Spain, and Japan fell to the third place. Now, domestic solar panel makers are poised to hold world hegemony again by those CAPEX. I predict that the positive investment will continue in future.
In Europe, introduction of Wind power generation advances rapidly. The main reason is the cost reduction. 10 years ago, the cost was 10 yen/kWh, but nowadays, it is 7 yen/kWh that is same as nuclear generation level. In France, the government announced the introduction of 6GW wind power generator on the sea by 2020.
On the other hand, Chinese government announced the positive introduction of renewable energy, such as PV, wind power generation, Biomass generation and etc., and the total amount will reach 13 times of the level in 2008 in 2020. The investment will reach up to 60 trillion yen, however, if it include not only the generation plants but also the CAPEX of material suppliers, 100 trillion yen scale of investment will be performed in China.

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