本稿は、規制が厳しく企業間で差がつきにくい環境下で成長してきたMKタクシーを事例に取り上げ、競争優位の獲得要因を検討したものである。事例分析の結果、(1)「外部環境への働きかけ」と「良質なサービスを提供する組織能力」をフィットさせることにより、コストリーダーシップ戦略と企業ブランドの構築を可能にしたこと、(2) これら戦略を可能にしているのは、企業システムを基にした組織能力にあること、が明らかになった。

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アサヒビール株式会社の成功はこれまで多くの文献で取り上げられているが、それらはマーケティングやTQC、CIに注目するものが主である。本論はアサヒビール株式会社の「太鼓判システム」という品質保証システムについてケース研究を行い、品質保証という生産現場に近い観点からの成功の分析を提言する。

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The Japanese automobile market in pre-war had been dominated by Japan Ford and Japan GM. So, the aim of automobile industrial policy was to protect the market against foreign companies, to foster domestic manufacturers and finally to control the industry. Specially the army had intended to eliminate the foreign companies after the 1931 Manchurian incident.
After the army occupied Manchuria in 1931, heavy-industrialization policy had been executed by Japan there. Aircraft and automobile industries as the war industries had been thought important. Army had intended to protect the automobile market and to foster the automobile industry in Manchuria.
The goal of the 1936 Automobile Manufacturing Business Law was to permit the automobile manufacturing business and to eliminate the foreign companies. Furthermore, the law was to protect the automobile market against foreign companies in Manchuria. Substantially it had been prohibited for foreign companies to make inroads into Manchurian market.
In fostering the automobile industry in Japan and Manchuria, Manchurian market was very important in these two points :
1. As the market of Japanese automobiles.
2. In fostering the auto business in Manchuria.
Therefore in order to foster the automobile industry, the operation of foreign companies in Manchuria had never been permitted.

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