Global value chains and the lost competitiveness of the Japanese watch industry: an applied business history of Seiko since 1990
Global value chains and the lost competitiveness of the Japanese watch industry: an applied business history of Seiko since 1990
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DOI：
10.1080/13602381.2015.1020192
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发表时间：
2015-03
影响因子：
2.9
通讯作者：
P. Donzé
中科院分区：
文献类型：
--
作者：
P. Donzé
运用商业历史的方法，可以对日本钟表公司精工（Seiko）竞争力的丧失及其原因提供特别的见解。虽然精工在20世纪80年代中期是世界上最大的钟表公司，但在接下来的十年里，该公司的销售额大幅下降，无法与重新定位于奢侈品业务的瑞士钟表公司有效竞争。该行业关注全球价值链（GVC）的演变，从生产者驱动的全球价值链转向买家驱动的全球价值链，突显了20世纪90年代的重大变化。尽管发生了这种模式转变，精工并没有改变其战略，而是继续按照生产商驱动的模式运营其海外子公司。
An applied business history approach offers particular insights into the lost competitiveness of the Japanese watch company Seiko and its causes. Although Seiko was the world's largest firm in the watch industry in the mid-1980s, the company experienced a huge decrease in sales during the next decade and became unable to compete effectively against Swiss watch companies that had repositioned themselves in luxury business. The focus on the evolution of global value chains (GVC) in the industry, which saw a shift from producer-driven GVC to buyer-driven GVC, highlights a major change in the 1990s. Seiko did not change its strategy despite this paradigm shift and has continued to run its foreign subsidiaries according to the producer-driven model.