2010年 2月の記事一覧
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家電量販店では、「新生活商戦」の最盛期であるが、大きな変化が起こっている。かつてパソコン売り場の主役だった、テレビが見られるチューナー内蔵のパソコンのシェアが05年には39％もあったが、昨年はわずか8％に減少している。かつて便利さや割安感で単身者らの人気を集めたが、テレビもパソコンも技術革新が進み、別々に買った方が、高性能品が安く購入できることなった。技術的に素晴らしくて便利というだけでは、必ずしも売上につながらない。かつて、CDプレイヤーを組みこんだゲーム機が登場したが、さっぱり売れなかった。二種類の違った要素技術を組み込む技術は賞賛されても、それぞれの要素技術の革新に遅れずについていくのは難しい。しかも、聞くと遊ぶという二つの機能を同時に追うと、ターゲットとする消費者も不明瞭になり、結局、中途半端な商品になってしまう。機能を詰めすぎると、商品のリスクも大きくなることを理解する必要がある。(Written by Shigeo Sunahara of CBC, Inc.)
No. 45: Avoid too many built-in functions (February 22, 2010)
Volume retailers of home electronics are busily occupied with big sale for young people graduating from school to get into the business world. A noticeable change is going on in such volume retailers. The PC with built-in tuner to watch TV decreased the share considerably from 39% in 2005 to merely 8% in 2009. PCs with built-in tuner were very popular among single-person households because they are convenience and reasonable in price. Technological innovation developed very fast both in PC and TV, it is now more reasonable to purchase these two items separately. As is often the case, being excellent technically does not always mean quick sale. More than 10 years ago, the game console machine with built-in CD player was put on the market, but it ended in as marketing blunder. The technology to incorporate two different factor technologies into a product should be praised, but it is rather hard to keep abreast of two factor technologies simultaneously. In addition, if a product pursues two functions of listening and playing, and the target consumers become ambiguous. Such kind of products usually ends in a half-hearted product. The more built-in functions a product has, the higher risk it has.
No. 45: Avoid too many built-in functions (February 22, 2010)
Volume retailers of home electronics are busily occupied with big sale for young people graduating from school to get into the business world. A noticeable change is going on in such volume retailers. The PC with built-in tuner to watch TV decreased the share considerably from 39% in 2005 to merely 8% in 2009. PCs with built-in tuner were very popular among single-person households because they are convenience and reasonable in price. Technological innovation developed very fast both in PC and TV, it is now more reasonable to purchase these two items separately. As is often the case, being excellent technically does not always mean quick sale. More than 10 years ago, the game console machine with built-in CD player was put on the market, but it ended in as marketing blunder. The technology to incorporate two different factor technologies into a product should be praised, but it is rather hard to keep abreast of two factor technologies simultaneously. In addition, if a product pursues two functions of listening and playing, and the target consumers become ambiguous. Such kind of products usually ends in a half-hearted product. The more built-in functions a product has, the higher risk it has.
日産自動車の2010年3月期の連結営業損益が約3,000億円の黒字となり、前年比約4,300億円の改善となる予定である。中国を中心とした新興国の販売拡大が予想以上に効果をあげたのが大きい。日産はトヨタやホンダより中国進出では後発だった。だが、先行する企業より日産が中国市場で好調なのは、「東京以上の人口規模」の地方都市のある内陸部で、いちはやく効率的な販売活動を構築した結果である。どのような業界であっても、自社にとって魅力ある市場は、他社にも魅力ある市場で、多くの企業が同じ市場に進出し、結果的に競争が激しくなり、後発企業の業績は低迷することになる。地方の企業が東京等の大都市に進出するのが典型的な例である。目を転じて、大都市の周辺市場に行けば、比較的容易にビジネスチャンスが見つかる場合が多い。つまり、人の行く裏に道あり花の山である。大都市の周辺の市場を開拓し、その後大都市にベクトルを向けると道が開ける。(Written by Shigeo Sunahara of CBC, Inc.)
No. 44: Develop the market in areas that no one takes notice (February 15, 2010)
Nissan Motor is expected to achieve consolidated operating profits of about 300 billion yen for the fiscal year ending March 31, 2010, recording an increase of 430 billion yen from the preceding fiscal year. Nissan’s remarkable business recovery is largely thanks to its sales expansion in emerging countries, especially in China. Nissan was behind Toyota and Honda in developing the Chinese market. However, Nissan is doing well in China because it successfully established efficient sales networks in Chinese inland areas that have relatively a large population like Tokyo. In whatever industry a company is doing business, an attractive market for a company is also attractive for other companies. Accordingly, many companies rush into the same attractive market one after another, and competition grows even harder and late entrants are forced to struggle for survival. This trend is symbolized by local companies that rush into big cities like Tokyo and Osaka. It may be advisable to shift eyes from big cities to their surrounding areas. Companies can find business opportunities easily in the market surrounding a big city. That is, let’s develop the market in areas that no one takes notice. There are lots of business opportunities in these markets. It is strongly suggested that companies set their vector toward a big city after establishing solid presentation in the unnoticed market.
No. 44: Develop the market in areas that no one takes notice (February 15, 2010)
Nissan Motor is expected to achieve consolidated operating profits of about 300 billion yen for the fiscal year ending March 31, 2010, recording an increase of 430 billion yen from the preceding fiscal year. Nissan’s remarkable business recovery is largely thanks to its sales expansion in emerging countries, especially in China. Nissan was behind Toyota and Honda in developing the Chinese market. However, Nissan is doing well in China because it successfully established efficient sales networks in Chinese inland areas that have relatively a large population like Tokyo. In whatever industry a company is doing business, an attractive market for a company is also attractive for other companies. Accordingly, many companies rush into the same attractive market one after another, and competition grows even harder and late entrants are forced to struggle for survival. This trend is symbolized by local companies that rush into big cities like Tokyo and Osaka. It may be advisable to shift eyes from big cities to their surrounding areas. Companies can find business opportunities easily in the market surrounding a big city. That is, let’s develop the market in areas that no one takes notice. There are lots of business opportunities in these markets. It is strongly suggested that companies set their vector toward a big city after establishing solid presentation in the unnoticed market.
世界で水道インフラ市場が拡大している。海外市場で水ビジネスを拡大するには、水道インフラの建設から運用・管理までを一括して請け負う能力が不可欠である。日本企業は、個々の技術は非常に優れているが、付加価値の高い水道インフラ全体の資金調達から運営までの一括受託は、フランス企業が一人勝ちの状態である。これからは、ハードウェアではなく、システムを輸出するという視点が必要である。農産物の輸出にも大きな変化が生まれている。大手の鶏卵生産農家は、米国の農場を買収して、衛生に配慮した大量生産システムを導入して、日米のトップブランドの地位を築いている。その高度なノウハウが詰まった工場を、近く中国に建設する。日本の農産物の生産性は非常に高い。その高い生産性を可能にするシステムを、世界中に輸出するという視点が必要である。海外では、気候風土が違うから、日本のシステムはうまく行かないという先入観を捨てる必要がある。 (Written by Shigeo Sunahara of CBC, Inc.)
No. 43: From hardware to a system (February 8, 2010)
The water service market is growing worldwide. In the global market, the ability to get a lump-sum contract that covers everything including construction, maintenance, charging, and collection is vital to get an order. Despite the fact that Japanese companies have excellent hardware technology, French companies monopolize the water service business in the global market because they have accumulated know-how on how to operate the business as a system. It grows more important to have a viewpoint to export a system instead of independent hardware products. The same trend can be found in the agricultural field. One of Japan’s leading egg producing firms acquired a large farm land in the U.S. and introduced a mass production system that places much importance on sanitation. The firm has successfully established the leading position both in Japan and the U.S., and it is scheduled to build an egg producing plant equipped with the highly sophisticated know-how in China. Japanese farmers can be proud of their high productivity, but they are somewhat behind the times. It is advisable for them to export their agricultural methods as a system worldwide instead of trying to export farm products. It is a must to abandon the preconceived notion that the Japanese system will not work well in foreign countries because of difference in climate and culture.
No. 43: From hardware to a system (February 8, 2010)
The water service market is growing worldwide. In the global market, the ability to get a lump-sum contract that covers everything including construction, maintenance, charging, and collection is vital to get an order. Despite the fact that Japanese companies have excellent hardware technology, French companies monopolize the water service business in the global market because they have accumulated know-how on how to operate the business as a system. It grows more important to have a viewpoint to export a system instead of independent hardware products. The same trend can be found in the agricultural field. One of Japan’s leading egg producing firms acquired a large farm land in the U.S. and introduced a mass production system that places much importance on sanitation. The firm has successfully established the leading position both in Japan and the U.S., and it is scheduled to build an egg producing plant equipped with the highly sophisticated know-how in China. Japanese farmers can be proud of their high productivity, but they are somewhat behind the times. It is advisable for them to export their agricultural methods as a system worldwide instead of trying to export farm products. It is a must to abandon the preconceived notion that the Japanese system will not work well in foreign countries because of difference in climate and culture.
海外市場では、各国の景気刺激策のおかげで、業績が回復する企業が増えてきた。しかし、国内市場では、大手百貨店の閉店が続き、政府が声を大にして叫ぶ「内需拡大」も色あせてしまった。大盤振る舞いをすると財源が不足するのは自明の理なのに、見栄を張って大向こうをうならせる政策の連発。とうとう、11年度には社会保障関係費だけで、約6兆円の追加財源が必要という事態になった。スタンドプレーには、必ず問題がついてくる。連日、テレビで放映されるのは安売り競争。安売り店の店主は、国民的英雄のような扱いを受けている。スタンドプレーには際限がなく、消費者もさらなる安売りを求めて、熱狂的になっていく。販売者は、物流コストに含まれる販促費や、年度末に受け取る未知数のボリュームリベートまで計算に入れて価格競争に走る。そして、年度末になると赤字が判明する。スタンドプレーとどんぶり勘定では、高収益体制の構築は不可能である。 (Written by Shigeo Sunahara of CBC, Inc.)
No. 42: Publicity stunt and approximate estimation (February 1, 2010)
An increasing number of Japanese companies have been recovering in the global market thanks to economic stimulus measures implemented by foreign countries. In the Japanese domestic market, however, large and famous department stores are closed one after another, and the catch-phrase “domestic demand expansion” that the Japanese government exclaimed seems to be fading away. Although it is a self-evident truth that generous treatment leads to revenue shortage, generous policies that overjoy people have been implemented incessantly. Finally, it has become clear that the country needs additional revenue source as much as for 6 trillion yen for social security expenses alone in fiscal 2011. Publicity stunt is always accompanies by problems. The price war is a hot issue in Japan, and Japanese watch price wars on the TV screen as if they are common practices. The shop owners make shoppers happy with discount sales, and they are televised like national heroes. Publicity stunt is limitless, and consumers grow more enthusiastic and shop around for even lower prices. Sellers are engaged in a price-cutting war by taking into consideration unknown volume rebates to be paid at the year-end, and they learn that the business is in red when they get the rebates. It is hardly possible to construct a high-profit structure with publicity stunt and approximate estimation.
No. 42: Publicity stunt and approximate estimation (February 1, 2010)
An increasing number of Japanese companies have been recovering in the global market thanks to economic stimulus measures implemented by foreign countries. In the Japanese domestic market, however, large and famous department stores are closed one after another, and the catch-phrase “domestic demand expansion” that the Japanese government exclaimed seems to be fading away. Although it is a self-evident truth that generous treatment leads to revenue shortage, generous policies that overjoy people have been implemented incessantly. Finally, it has become clear that the country needs additional revenue source as much as for 6 trillion yen for social security expenses alone in fiscal 2011. Publicity stunt is always accompanies by problems. The price war is a hot issue in Japan, and Japanese watch price wars on the TV screen as if they are common practices. The shop owners make shoppers happy with discount sales, and they are televised like national heroes. Publicity stunt is limitless, and consumers grow more enthusiastic and shop around for even lower prices. Sellers are engaged in a price-cutting war by taking into consideration unknown volume rebates to be paid at the year-end, and they learn that the business is in red when they get the rebates. It is hardly possible to construct a high-profit structure with publicity stunt and approximate estimation.
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