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

亚洲区域市场的制定及竞争优势行动研究

基本信息

批准号：
12630134
负责人：
TOKUNAGA Yoshiaki
金额：
$ 1.02万
依托单位：
Asia University
依托单位国家：
日本
项目类别：
Grant-in-Aid for Scientific Research (C)
财政年份：
2000
资助国家：
日本
起止时间：
2000 至 2002
项目状态：
已结题

项目摘要

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.

我可以从三个方面来说明我的研究。首先是多地区结构在日本企业中的采用超过了预期。有三个核心经济体，如日本、东盟和中国。在日本跨国公司网络所连接的地区，它们之间的关系正在发生变化，反映了经济形势。中国是经济方面最受期待的国家。第二，亚洲地区的竞争优势称为区域竞争优势，与全球市场竞争密切相关。企业将地方资源转化为战略资源的能力和日本跨国公司的组织环境是雇用预期人力资源并在组织中培养他们的关键。价值链由M.E.波特已经在全球竞争中闻名，这将在我的研究中进行修改，以强调更多的人力资源在链中。第三，根据我在2001年进行的问卷调查，第一位是销售和营销，第二位是低成本和低价格，第三位是收集当地市场的信息，以在亚洲地区和国家取得竞争优势。区域化和国际分工是日本跨国公司建立区域企业模式的必要条件。所汇编的各地区的商业经验将对公司的业绩产生影响。使资源在国内具有竞争力，并与区域优势相结合，是一项战略方针。