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.

我可以从三个角度看出我的研究。第一个是日本公司的多区域结构的采用超出了预期。日本，东盟和中国等三个核心经济团结。它们之间的关系是在日本跨国网络与反映经济状况相关的地区的变化。在经济方面，中国是最期待的国家。其次，在称为区域竞争优势的亚洲地区获得竞争优势，与全球市场竞争密切相关。公司的能力将当地资源更改为战略资源，而日本跨国公司的组织环境对于雇用预期的人力资源并将其带入组织至关重要。 M.E. Porter的价值链在全球竞争中已知，这将在我的研究中进行修改，以强调链中更多的人力资源。第三，根据我在2001年进行的问卷调查，首先是销售和营销，第二个是低成本和低价，第三个是收集有关当地市场的信息，以在亚洲地区和.countries中获得竞争优势。对于日本跨国公司建立区域企业模式是必要的区域化和国际业务部门。该地区的汇编业务经验将对公司的业绩产生影响。这是一项战略政策，可以使资源在家庭中具有竞争力并将其与区域优势联系起来。