Study on Formulation of Asian Regional Markets and Actions of Making Competitive Advantages

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I could make my research clear from three points of view. The first is multi-regional structures in Japanese companies have been adopted more than expected. There are three core economic unites such as Japan, ASEAN, and China. The relationships among them are changing in regions to which Japanese multi-nationals' networks are connected reflecting economic situations. China is the most expected country in terms of economy. Secondly, to make competitive advantages in Asian regions called regional competitive advantages is closely related to global-market competition. Corporate abilities to change local resources to strategic resources, and organizational environments of Japanese multi-nationals are crucial to hire expected human resources and to bring up them in organizations. The value chain by M.E. Porter has been known in global competition, which will be modified in my research to stress on more human resources in chain. Thirdly, according to my questionnaire survey conducted in 2001, the first place is sales and marketing, and the second is low cost and low prices and the third is to collect information on local markets to make competitive advantages in Asian regions and .countries. Regionalization and international division of business are necessary for Japanese multi-nationals to make an regional corporate model. The compiled business experiences in the regions will have an effect to the performance of companies. It is a strategic policy to make resources competitive in home and to connect them to regional advantages.