Given the LDP (Liberal Democratic Party)'s overwhelming victory in 2013 Upper House election and the increase in fuel costs for thermal power plants, some nuclear power plants are likely to resume operations. However, we must take the honest view that this will never be the restart of the existing forty-eight reactors, but rather the restart signaling the start of the decline of the reactors, since resumption of operation of some thirty reactors will be under discussion for the foreseeable future.
Meanwhile, with respect to electricity system reform, the amendment of the Electricity Business Act was passed in the Diet, and the reform will be carried out by dividing it into the three phases, as described below.
In the first phase, by around 2015 an organization for nationwide coordination of transmission operators will be established. Along with it, a new regulatory body will be put in operation. In the second phase, by around 2016 the full liberalization of electricity retailing will be implemented. As a result, residences and other small users of electricity will have a free choice of power companies. In this stage, however, regulations on electricity charges will not be abolished but remain as a transitional measure. In the third phase, by around 2018-2020 the electric power transmission and distribution sector will be legally separated. In step with implementing the separation of electric power generation and transmission due to this legal separation method, the regulations on electricity charges that remain as a transitional measure will be abolished.
In reality, however, there is the possibility that the electricity system reform will make progress by following a different path from the work schedule. This could be triggered by implementation of the true revitalization plan for TEPCO (Tokyo Electric Power Company).

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This paper examines the issues regarding the future of Japan's electricity industry based on the current situation of electricity sectors in Japan after the Great East Japan Earthquake on March 2011, and the reform policy of the electricity system adopted at the Cabinet meeting on April 2nd, 2013. Moreover, we will review the cases already introduced abroad and extract what can be adopted for the policy in Japan.
The most prioritized problem in Japan is the long term electricity supply system and the“best mix,”the optimal combination of different energy supply sources. It is essential to ensure enough capacity under the liberalized electricity market by measures such as introducing a capacity market. The second most important problem is how to incorporate renewable energy into the grid. In Germany, for instance, renewable energy was massively introduced with the expectation of complete elimination of nuclear power generation in 2022. However, problems of indirect financial burden emerged, such as feed-in tariffs, the cost for establishing direct subsidies, the additional requirement of distribution and transmission line investment to stabilize the system, which lowers the profitability of thermal power plants. Thirdly, Japan needs to consider international interconnectivity, according to the progress of electricity sector reform. In the long run, Japan should try to stabilize the western Japan area by interconnecting Japan and Korea, and having the two countries mutually enter the wholesale market together. Furthermore, while taking the opportunity to install gas pipe lines extending from Russia, Japan should aim to open the domestic gas market, and promote competition of the electric field.

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From July 2012, the FIT (Feed-in-tariff) scheme was brought to effect to enhance deployment of renewable energies in Japan, in a similar way with European countries. Although the FIT succeeded in increasing share of renewable energies in those preceding countries, but high cost caused by introduction of renewable energies imposed heavy burden on economy and society of those countries. In Spain, France, Italy and even Germany, the FIT has been already stopped or abolished due to expanding governmental expenditure or high electricity tariff. And there seems to be one more important factor for those countries to decide to take a backward step from the FIT, that is, increasing share of imported renewable energy facilities, especially from China. Originally the expected outcome by introduction of the FIT also includes the development of“domestic”renewable energy industry, resulting in green growth, which can be thought to cover the high cost of renewable energies. This is also one of the targets that Japan's FIT scheme is expected to achieve. However, the reality is that Chinese companies grabbed most of share especially in European solar photovoltaic industry, focal industry in the FIT, by making use of their cost competitiveness. How can Chinese companies obtain cost competitiveness of renewable energy industry? This is the question answered in this article. Wind turbine industry is taken as a case study, which is an emerging industry to Chinese companies in 2000s. It is paid attention that Chinese government adopted the RPS (Renewable Portfolio Standard) not FIT to promote the deployment of wind power, which gave more incentives for companies to reduce their cost. And national project in which government opened bid to build national wind farm, played important role to nurture domestic companies at the early stage. In conclusion, the incentive design and industrial policy are important in the development of competitive renewable energy industry, which are missing in Japan's FIT scheme.

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“Smart-ization”is a keyword for corresponding to many subjects of complicated in our society.“Smart-ization”will begin from energy field, and will be expanded to traffic field, medical field, etc., and our society as a whole will make it smart. Society's becoming smart is connecting by network the individual market closed until now, changing the combination of the existing system, and making it efficient.
And a new market will be created by that. The purpose of this report is to explore that solution for how Japanese electrical equipment manufacturers should approach to this new market.
Japanese major electrical equipment manufacturers are able to build the smart city (Galapagos smart city) applied only to Japanese market in the Japanese company which has technology in many fields of an individual element system or the individual component engineering, and has technical predominance by the actual proof experimental stage. However, Japanese companies will fail to catch the global market where expanding quickly is expected. Although it is Japan which can call it“subject advanced nations”, if the way of thinking is changed, it will be realized also as a chance to become“business solution advanced nations”by solving promptly the subjects which every country in the world faces in the near future. Japan builds a“Japanese version smart city” (it is not Galapagos smart city) taking advantage of the strong point which is a subject advanced nation, competition in a global market is overcome, and capturing a fixed share in a global market is called for.

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In this paper, we present a comparative analysis of the restructuring of the automotive and semiconductor industry of the Kyushu region. Our purpose is to examine the outlook for the future direction of industrial integration of regional areas, and structural changes in both industries since the 1990s. Semiconductor and automotive industries have developed as leading industries of the Japanese economy and production has been allowed to develop in regional areas. Kyushu has become an integrated base for both industries, which have contributed to the growth of the Kyushu economy. However, changes in the progression of the business environment with globalization since the 1990s, have urged structural changes in both industries.
In the semiconductor industry, factory restructuring is implemented with decreasing competitiveness. Differences in niche and strengthening withdrawal from the semiconductor business of each company has become clear in Kyushu, and integrated structure has changed significantly. On the other hand, the automotive industry has developed, followed by integrated production transfers from metropolitan areas, because of the original low-cost labor force ensuring strong international competitiveness. In addition, in the automotive industry, the location of Kyushu as a base, contrasts with the difference in the strategy of each company.
Additionally, the future of both industries as leaders of the Kyushu economy, car electronics promotional efforts, the need for regional industrial development, strengthening local supplier development and design enhancements of cars can be mentioned in particular.

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This paper discusses the causes of rapid growth of Sany Heavy Industry Ltd (SHI), China's largest construction machinery manufacturer, through their various efforts addressing the external market environment, based on a field survey of the head office and related factories of the company.
SHI, as a private company, entered the construction machinery market as a concrete machinery manufacturer in 1993. In only 18 years, it had become the largest company in China's construction machinery industry by 2012, keeping the 5th position in the world for construction machinery manufacturers in terms of sales. The company's rapid growth has attracted much attention both domestically and internationally.
As regards to the external factors of the rapid growth of SHI, there are four main considerations as follows, (1) rapid expansion of the construction equipment market in China (2) intensifying domestic market competition (3) convenient procurement of parts and supplies (4) indigenous characteristics of users in China.
On the other hand, looking at internal factors, the following four characteristics were recognized, (1) R&D strategies to enhance product competitiveness (2) aggressive strategy for human resource development (3) quality control efforts (4) unique efforts in sales and after-sales services.
As described above, SHI has successfully achieved rapid growth taking a chance with its business expansion through its active strategy. Facing a more stable growth of the Chinese economy, how to keep increasing its corporate competitiveness is the most important strategic challenge for SHI in the future.

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The purpose of this paper is to clarify the real state of affairs that companies without automakers, like auto-body manufacturer and auto-parts supplier, which have been entering EV market. In addition, we analyze whether the automobile proceeds toward product-modularization. The important fact we found through the case study of three companies, Toyota Auto Body, NTN and SIM-Drive is that EV, at least developed in Japanese manufacturers, has still maintained integral-architecture condition basically. Therefore, there are not any module clusters for EV parts for now.

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In this study, we discuss the structure of the inter-firm, intra-agglomeration divisions of labor on the Toyota Automobile Group between West Mikawa region and North Kyushu, and Central Tohoku region.
In North Kyushu and Central Tohoku region, we established that new agglomeration develop as company towns influence the Toyota Automobile Group. These towns are increasing their production and are producing high level final products such as the Lexus brand. Simultaneously, these regions have attracted firms that produce heavy parts, but not firms that produce parts whose production requires high leveled technology. In addition, they luck high level capability in strategic decision making, purchasing, and other sophisticated business Technique. We realize that these regions have potential, but they face difficulties in their development because of their peripheral position on central agglomerations in Japan.
Conversely, we found that West Mikawa region, that is the base region of the Toyota Automobile Group, has lately experienced a decline in production. However, this region has maintained its high level functions concerning global strategic decision aking. We can anticipate that West Mikawa region could occupy a critical position in Toyota Automobile Group's central agglomeration in term of its overall global network.

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The Japanese supplier system has been thought to be one of the sources of international competitiveness of Japanese automakers. It is characterized by long-term and relational transaction in purchasing regime, and ex-post collaborative adjustments in the mode of problem solving. In other words, it is “symbiotic” supplier system
The purpose of this paper is to identify the characteristics of Chinese auto parts supplier system in comparison with Japanese one through an intensive interview research of FAW Car Co. Ltd. (FCC) and its Japanese suppliers
The results are summarized as follows:
First, FCC has developed not a “symbiotic” but a “parasitic” supplier system that relies much on suppliers. In purchasing regime, they have adopted a short-term and market transaction. Among QCDE, they emphasize suppliers' performance in terms of Cost, not Quality, Delivery, and Engineering when selecting suppliers. And in the mode of problem solving, FCC has adopted ex post unilateral adjustments. They leaves development of parts and VA activities to their suppliers and impose the risk of decreased production volume on the letter.
Second, behind this "parasitic" supplier system, there are lack of product development and process management capabilities in FCC and its overwhelming bargaining power against Japanese suppliers.
Third, supplier can accept this “parasitic” supplier system only under rapidly-increasing production volume and hence it is not sustainable with slowdown in Chinese automobile market growth.

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The purpose of this study is to investigate the background of low-price vehicles launched by Toyota, Honda, and Nissan (Japan's Big Three) in emerging automobile markets, and to evaluate their performance so far.
As discussed in several previous studies, Japan's Big Three delayed their entry into emerging markets and have suffered recently from sluggish growth. It is an urgent issue for them to cultivate emerging markets. Low-price vehicles are their master cards to address this agenda.
Basically, there are three low-price vehicle models, namely the Toyota Etios, Honda Brio, and Nissan Micra. We can find common points and differences when we explore the characteristics of the three models. We understand that all of the models have achieved high levels of local procurement and consequently low prices of around ten thousand US dollars. On the other hand, we also show that the Etios and Brio are aimed more at the Indian market, while the Micra is targeted more to the global market.
After discussing their characteristics, we establish our standpoints and evaluate the performance of the three models. As a result, we find that the performance of the models as a whole is less than expected. We clarify that both the Etios and Brio have not succeeded in raising the shares of Toyota and Honda in the Indian market. We also find that the expansion of global sales of the Micra is almost exclusively due to the development of a distribution network.
Finally, we analyze the background of the results. Consequently, we infer that the Etios and Brio have no apparent features that differentiate them from the small vehicles of other major makers, such as the Suzuki Maruti, and that they fail to appeal effectively to Indian consumers, while the Micra has lost its appeal, especially in advanced countries, because dramatic cost reductions have been accompanied by a decline in the feeling of quality.

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In the world market, Japanese manufactures of digital still camera has continued to gain high market share. On the other hand, shipments of digital still cameras have continued to decrease since 2011. For this situation, many media are analyzing that it is the impact of the spread of smartphones. In this paper, we analyze countermeasures of Japanese manufacturers of digital still camera. In this case, I analyze with three key concepts.
Three key concepts are “sophisticate of the competition dimension”, “ability of picture-making” and “rearrangement of business system”. The smartphones are improved several functions of cameras. As a result, the digital still camera manufacturers are trying to sincerely follow after them. But on the other hand, they have to pursue a feature (ex. highzoom lens, larger sensor and bright lens) that can't be achieved only with a digital camera. In addition, they are also working on new value creation with their ability of picture-making.
Japanese manufacturers of digital still camera don't only react to a decrease in shipments with improvement of product. They are restructuring the product lineup. And, they have been rearrangement of business system. Many Japanese companies are getting down to build a sales network in emerging countries and to see their OEM / ODM partners in a new light.

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Corporations need to promote new business development for their own growth and continued existence. New business development must be conducted with a greater sense of speed than ever if it is to succeed, particularly in today's business environment, where the globalization of the market and the widespread adoption of information technologies are accelerating the speed with which business is conducted and at which it changes.
Many researchers point to corporate venturing (also referred to as “ internal corporate venturing”) as a useful means of sustaining corporate existence by promoting new business development with the aim of achieving corporate growth. When classified by investment styles, corporate venturing can be divided into investments in internal corporate venturing and investments in external corporate venturing.
When it comes to factors that determine the success of corporate venturing, while some commentators have pointed to the importance of corporate venturing organizations and the promoters who administer such organizations, little mention has been given to the roles and attributes of such promoters after describing corporate venturing organizations.
In this paper, we describe corporate venturing by type based on previous work and create an objective image of the promoters of such enterprises for each type of corporate venturing described. Next, by verifying the promoter image of corporate venturing associated with each of the aforementioned descriptions through case studies of specific corporations, we elaborate requirements related to the roles and attributes of managerial personnel, which are important factors behind the success of corporate venturing. As specific examples, we examine Fujitsu and Panasonic, two corporations that have an internal corporate venturing system, based on previous work and interviews.

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The business model of non-ferrous metal mining in Japan, which operates only within the refinement process, was established by Kuhara Mining, a late-coming entry into the metal mining industry in 1905 (Meiji 38) . Kuhara Mining paid great attention to changes in the Meiji government's mining industry policy. One of those policy changes was an exemption from the refinement operation duty in addition to the main business, and another was the new tax credit system applied to mining adjunct refinement facilities. In addition, Kuhara Mining, even though a late-comer, introduced some technological innovations in the refinement process and was able to strategically connect the surplus refinement capacity occurring as a result of technological innovation with the conversion of the raw material procurement system.
In this paper, we investigated why only Kuhara Mining was able to implement a systematic introduction of the new technology while the incumbent companies could not by analyzing the internal resources of the related companies as well as the business environment at the time when Kuhara Mining entered the field of non-ferrous metal mining as a late comer.
As a result of this investigation, we learned the following: (1) in the process of the shift in manufacturing technology and the installation of pollution-deterrence technology, the timing of the introduction of new technology as well as the order of their introduction was important in bringing about a synergistic effect among the production processes, and (2) at the point of diffusing environmental pollution caused by the mining process, a mistake in response might have caused irreparable damage to those companies planning to use the new technology.
From the above points, we reached the conclusion that even in the metal mining industry, where the possession of superior mining assets and mining location are thought of as definitive sources of competitive advantage, they are not absolute factors, and that a late entry and expansion of business can be possible by means of the strategic introduction and implementation of new technology and the conversion of the raw material procurement system.

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