Cross-cutting digital transformation driven by domain expertise and experience is re-shaping the future of the industry, giving birth to high-stake digital opportunities for all stakeholders: the creation of new workflows and collaboration at every stage of E&P operations, impacting operational efficiency, increasing asset reliability, boosting throughput, recovery and raising safety levels across the value chain. The 4th industrial revolution is underway, fed by breakthroughs in automation, robotics, artificial intelligence and the internet of things. Like in many other industries, this 4th industrial revolution creates fundamental shifts in oil & gas. Of all stages of the E&P lifecycle, production operations stand to make the largest gains from this digital disruption, with an estimated 6% to 35% value at stake, where business value refers to savings or gains, such as time and cost savings through efficient processes or replacement of people by machines through creative destruction also known as the act of old jobs being replaced by newer ones. Driven by the promise of ubiquitous digital transformation, Schlumberger envisioned a few years back, and refocused its R&D effort since, on the delivery of such breakthrough capabilities. We strongly believe that this new approach is set to unlock the enormous potential of a digitally enabled, integrated and automated operating environment that benefits from the convergence of digital enablers, high-end E&P science and domain expertise. Cross-cutting digital transformation driven by domain expertise and experience is re-shaping the future of the industry, giving birth to high-stake digital opportunities for all stakeholders: the creation of new workflows and collaboration at every stage of E&P operations, impacting operational efficiency, increasing asset reliability, boosting throughput, recovery and raising safety levels across the value chain.

The 4th industrial revolution is underway, fed by breakthroughs in automation, robotics, artificial intelligence and the internet of things. Like in many other industries, this 4th industrial revolution creates fundamental shifts in oil & gas. Of all stages of the E&P lifecycle, production operations stand to make the largest gains from this digital disruption, with an estimated 6% to 35% value at stake, where business value refers to savings or gains, such as time and cost savings through efficient processes or replacement of people by machines through creative destruction also known as the act of old jobs being replaced by newer ones.

Driven by the promise of ubiquitous digital transformation, Schlumberger envisioned a few years back, and refocused its R&D effort since, on the delivery of such breakthrough capabilities. We strongly believe that this new approach is set to unlock the enormous potential of a digitally enabled, integrated and automated operating environment that benefits from the convergence of digital enablers, high-end E&P science and domain expertise.

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本稿では，特集の視点である研究会活動における学術的取り組みや成果について，社会科学領域の研究に焦点をあてた地域社会実装研究会による産学連携の推進を，中小企業経営者への調査結果と共に分析した．そこから，社会科学研究の社会実装にむけた課題として，機能が明確でなく，定量化が困難であること，また解決の方向性として，社会科学研究の社会実装の技法の研究と体系化の必要性を提言し，中小企業にとっての社会実装の成果が，“company value”ではなく“company perceived value”である可能性について言及した．

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In this paper the author introduced practical examples of Human Resources development practices in three Deming Application Prize winners companies : Rane TRW Steering Systems Ltd. of India, Siam Cement Group of Thailand, and Sanden International (Singapore) Pte. Ltd. of Singapore. There are many excellent practices commonly observed among those three companies. Actually, those excellences having been practiced in many Japanese companies until very recently. In other words, they had been successed by introducing "Japanese style human development practices" and customizing to their own style. Recently, under the situation that the numbers of Japanese companies who can win Deming Prize decreased so much, we Japanese should remember that used to be Japan had succeeded to establish "quality country" based on greedy learnings from overseas companies. Now, once again, we should re-start to learn from those overseas excellent companies.

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近年、日本と日本企業の国際競争力の低下が指摘され、日本企業の成長戦略と国際戦略の再構築が望まれている。本稿は、以下の2点を議論する。1点目は、日本企業のグローバル展開において、新興国市場ボリュームゾーンと言われるマス市場の獲得に早急にコミットすることが、中長期の成功に必要であること。2点目は、その新興国市場ボリュームゾーン攻略の新たな戦略フレームワークとして、ブルー・オーシャン戦略が有望と思われることである。グローバル市場が成長する中、多くの日本企業が、新興市場(特に東アジア圏)の比較的ハイエンド層に注力して売上と利益を伸ばしてきた。本稿において、新興市場の中でも「ボリュームゾーン」開拓を早期に本格化する必要性を主張する理由は3点ある。1点目は、そもそものボリュームゾーンの大きさゆえであり、2点目は、新興市場内でこのボリュームゾーンをおさえた新興国の企業が次第に力をつけ、ハイエンド層における日本企業のシェアを奪う可能性があると思われるからである。3点目は、それを放っておくと、これらの新興国企業が格段のコスト競争力を維持しつつ、先進国に参入してくる潜在的な可能性もあるからである。これまで、日本企業の国際競争力の源泉は、・に支えられた「ものづくり力」と言われてきた。今後、日本の国際競争力を再強化するには、「ものづくり力」の定義をさらに広く見直すことと、戦略構想能力の強化の2点が必要と思われる。本稿では、新興国市場ボリュームゾーン攻略に向けての、戦略構想能力の強化を中心に議論し、その際の理論的フレームワークとして、ブルー・オーシャン戦略の有効性について検討する。まず、既存の主要戦略フレームワークとして、ポジショニング戦略、リソース・ベースト・ビュー、ダイヤモンド・フレームワーク、イノベーションのジレンマを検討し、新興国市場ボリュームゾーン攻略に必要な戦略の要件を抽出する。つぎに、その要件を比較的満たし得る戦略フレームワークとしてブルー・オーシャン戦略を検討する。最後に、日本企業がボリュームゾーンで成功した事例として日系大手素材企業A社の事例を紹介し、ブルー・オーシャン戦略の有効性を議論する。

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Brazilian corporations rapidly multinationalized between the mid-2000s and the mid-2010s with a great increase in outward FDI. What caused this phenomenon? In this paper, Brazilian meat packer, JBS is chosen as a sample to identify conditions for multinationalization. Although JBS had been just one of the Brazilian major meat exporters early in the 2000s, it grew up to be the biggest meat producer in the world by 2009 after it purchased foreign companies in the US, Australia, Latin America and Europe. Quick worldwide growth was possible because it was benefited by three conditions which were luckily met during that period: funding from the national development bank (BNDES), appreciated home currency, and its own management skills to rebuild troubled foreign enterprises. The first two of the conditions were lost in economic and political turmoil during the mid-2010s. Consequently, companies with an ambition to newly go abroad will have to face difficulties in FDI. On the other hand, companies such as JBS, which could enjoy three conditions, can raise funds from international capital markets on its own without a help from the State. This indicates that the success of multinationalization may dilute the relationship between the State and the corporations concerned.

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顧客獲得と収益獲得のビジネスモデルとしてカスタマー・インティマシーとCRMに着目し,顧客関係性を評価する仕組みとしての固定収益会計と,顧客関係性を構築し維持する仕組みとしてのロイヤルティ・マーケティング,実行手段としてのフリークエンシー・プログラムを取り上げ,固定収益マネジメントの可能性について検討する。

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