2010年 5月の記事一覧
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メタボリック対策に、国がメタボ健診を始めてから2年が経過した。滑り出しこそダイエットのための消費が盛り上がったが、当時の熱気は次第に薄れて、腹筋などを鍛える道具の売れ行きは下降線をたどり、特定保健商品も振るわない。政策の動向をみて、伸びるビジネスに乗り遅れてはいけないと、多くの企業が殺到する。最近では、子供手当ての支給をあてこんで、子供ビジネスに多くの企業が殺到している。また、グルメ志向の高まりに便乗して、グルメ関連のビジネスも大流行である。
流行が下火になると、売上が少ない企業から、市場を去っていく。そして、一時の流行を振り返って、やはり、本業にもっと力を入れておけばよかったという反省だけが残る。どんな種類のビジネスであっても、流行が終わって最後に残るのは、初期段階で市場に参入し、厳しい競争を勝ち抜く資本力のある企業だけである。流行が下火になると、流行を煽った事実を忘れて、バブルがはじけたとマスコミが大騒ぎをする。政党が代われば、選挙対策だけで施行された政策がどうなるのか、誰にも分からない。企業にとって、競争相手がシナジー効果のない流行のビジネスに進出したら、競争相手を打ち負かす絶好のチャンスと言える。(Written by Shigeo Sunahara of CBC, Inc.)
No. 50: Stay away from the trendy business. (May 31, 2010)
The Japanese government started the specified health examination as a measure for metabolic syndrome about two years ago. Buck then, consumption of products related to dieting was a social phenomenon, but the enthusiasm consumers showed two years ago has faded away drastically these days. Neither instruments to strengthen abdominal muscle nor products to prevent metabolic syndrome sell fast today. Seeing the trend of government policy, many companies rush into new business that seems promising to keep abreast of others. Today, many companies go into business for children in anticipation of the benefits for children to be provided by the government. Taking advantage of the gourmet boom, an increasing number of companies branch out into the gourmet business.
When the zeal subsides, a company that has the smallest sales is the first to quit the market, and most companies quit the market with reflective consciousness that they should have exerted much energy in the core business. In whatever kind of business, only a few companies that went into the market in the initial stage and that have enough capital to compete in the highly competitive market can survive. When the zeal ends, mass medial makes a lot of noise without mentioning the fact that it fed the boom. No one can tell precisely what the policy enacted only for the election will be if the regime changes. It is a perfect opportunity for a company to beat its competitors if they branch into trendy business that offers no synergy effect.
流行が下火になると、売上が少ない企業から、市場を去っていく。そして、一時の流行を振り返って、やはり、本業にもっと力を入れておけばよかったという反省だけが残る。どんな種類のビジネスであっても、流行が終わって最後に残るのは、初期段階で市場に参入し、厳しい競争を勝ち抜く資本力のある企業だけである。流行が下火になると、流行を煽った事実を忘れて、バブルがはじけたとマスコミが大騒ぎをする。政党が代われば、選挙対策だけで施行された政策がどうなるのか、誰にも分からない。企業にとって、競争相手がシナジー効果のない流行のビジネスに進出したら、競争相手を打ち負かす絶好のチャンスと言える。(Written by Shigeo Sunahara of CBC, Inc.)
No. 50: Stay away from the trendy business. (May 31, 2010)
The Japanese government started the specified health examination as a measure for metabolic syndrome about two years ago. Buck then, consumption of products related to dieting was a social phenomenon, but the enthusiasm consumers showed two years ago has faded away drastically these days. Neither instruments to strengthen abdominal muscle nor products to prevent metabolic syndrome sell fast today. Seeing the trend of government policy, many companies rush into new business that seems promising to keep abreast of others. Today, many companies go into business for children in anticipation of the benefits for children to be provided by the government. Taking advantage of the gourmet boom, an increasing number of companies branch out into the gourmet business.
When the zeal subsides, a company that has the smallest sales is the first to quit the market, and most companies quit the market with reflective consciousness that they should have exerted much energy in the core business. In whatever kind of business, only a few companies that went into the market in the initial stage and that have enough capital to compete in the highly competitive market can survive. When the zeal ends, mass medial makes a lot of noise without mentioning the fact that it fed the boom. No one can tell precisely what the policy enacted only for the election will be if the regime changes. It is a perfect opportunity for a company to beat its competitors if they branch into trendy business that offers no synergy effect.
アップルがすごい勢いで業績を伸ばしている。時価総額は約20兆円で、パナソニックやソニーの時価総額の6倍以上になり、マイクロソフトの23兆円に迫っている。このアップルの強さの源泉は、他社がまねできない独自性にある。他社と同じ事をしても、収益を拡大できるのは高度成長期だけである。真の競争力は徹底的な独自性の追求にある。問題はどこに独自性を求めるかである。1700年に創業した老舗の金銀箔粉末企業は、6割を占めていた自動車関連の不振で、2008年の工場稼働率は20％に低下した。しかし、同社は自社の伝統技術が使える分野を必死で探し求め、電池事業に進出した。今年3月に開催された2次電池展示会に、同社はリチウムイオン電池向けの穴あき電解銅箔などを出展し、老舗メーカーの最先端技術として、注目を浴びている。この会社の社長は、「物を薄くしたり、細かくするのは、よそに負けない。その技術がある限り、危機は克服できる」と、力強く語っている。技術革新は、油断した方が負ける。苦しい時期は、すべての企業も苦しい。競争相手は、自社以上に努力をしているという認識で、不断の努力をしないと、すぐに他社の後塵を浴びることになる。(Written by Shigeo Sunahara of CBC, Inc.)
No. 58: You can get through a crisis as long as you stick with technology (Mary 24, 2010)
Apple has been growing in full flood. Its aggregate market value is about 20 trillion yen that is more than six times as much as that of Panasonic and Sony, and it is approaching Microsoft’s aggregate market value of about 23 trillion yen. The source of Apple’s tremendous success lies in its identity that no other company can imitate. It is only in the high-growth period that a company can increase its revenue by doing the same thing that other are doing. The true competitive edge lies in the uncompromising pursuit of identity. Then, what matters most is to decide in which area a company should pursue its identity. An old company that produces gold and silver leaves and flours reduced the factory utilization rate to as low as 20% because the auto-related business slackened in 2008. The auto-related business accounted for 60% of the revenue of this company founded in 1700. This long-established company desperately looked for the field in which its traditional technology would be utilized, and decided to venture into the battery business. The company exhibited its self-developed perforated electrolytic copper foils in the secondary battery exhibition held last March. It products attracted wide attention from the visitors as the state-of-the-art technology developed by a well-established company. President of this company said with confidence, “We are not outdone by others in the technology to thin and break up a thing. As long as we excel others in this technology, we can get through a crisis.” The company that drops its guard loses in technology innovation. When your company has a difficult time, every company also has a difficult time. Knowing that your competitors are making more efforts that you are making, you have to make strenuous and unremitting efforts. Otherwise, you will be left in the dust created by your competitors.
No. 58: You can get through a crisis as long as you stick with technology (Mary 24, 2010)
Apple has been growing in full flood. Its aggregate market value is about 20 trillion yen that is more than six times as much as that of Panasonic and Sony, and it is approaching Microsoft’s aggregate market value of about 23 trillion yen. The source of Apple’s tremendous success lies in its identity that no other company can imitate. It is only in the high-growth period that a company can increase its revenue by doing the same thing that other are doing. The true competitive edge lies in the uncompromising pursuit of identity. Then, what matters most is to decide in which area a company should pursue its identity. An old company that produces gold and silver leaves and flours reduced the factory utilization rate to as low as 20% because the auto-related business slackened in 2008. The auto-related business accounted for 60% of the revenue of this company founded in 1700. This long-established company desperately looked for the field in which its traditional technology would be utilized, and decided to venture into the battery business. The company exhibited its self-developed perforated electrolytic copper foils in the secondary battery exhibition held last March. It products attracted wide attention from the visitors as the state-of-the-art technology developed by a well-established company. President of this company said with confidence, “We are not outdone by others in the technology to thin and break up a thing. As long as we excel others in this technology, we can get through a crisis.” The company that drops its guard loses in technology innovation. When your company has a difficult time, every company also has a difficult time. Knowing that your competitors are making more efforts that you are making, you have to make strenuous and unremitting efforts. Otherwise, you will be left in the dust created by your competitors.
NTTドコモが日本の家電・半導体メーカー5社と携帯電話の基幹ソフトの統一に乗り出した。技術基盤を広め、ガラパゴス現象と呼ばれている日本の携帯事業を大きく変えようとするのが目的である。ドコモの海外市場を視野に入れた戦略は、10年前に一度失敗している。ドコモが失敗をし、アップルが成功したのであるが、両社の戦略の違いは、ドコモがメーカーやコンテンツ会社を囲い込んだのに対し、アップルは世界の通信会社と組んで、情報配信基盤も開放したからである。これでは、ドコモが世界市場で勝てる可能性はなく、結局は、日本市場の特異性だけが残った。今回も、ドコモに召集された5社は、すべて日本企業で、ドコモファミリーと言われる企業ばかり。アップルの技術のベースは、ソニーのウォークマンと、ドコモのIモードである。世界市場でマーケティングをしたアップルと、ファミリー企業の利権を温存しようとしたドコモのマーケテイング戦略の違いは大きい。(Written by Shigeo Sunahara of CBC, Inc.)
No. 57: Marketing speaks for itself. (May 17, 2010)
NTT DoCoMo starts to standardize the core mobile phone software in collaboration with five Japanese companies from the consumer-electronics industry and semiconductor industry with a view to expanding the technology infrastructure and changing greatly the Japanese mobile phone business frequently dubbed the “Galapagos” phenomenon. The company carried out the same kind of strategy aiming at the global market 10 years ago. Back then, Apple achieved tremendous success in the global market, while DoCoMo withdrew from the global market. What decided their outcomes is marketing. Apple allied with carriers worldwide and opened the infrastructure of information distribution to them, while DoCoMo allied with mobile phone makers and contents developers. In fact, DoCoMo failed to show presence in the global market, and the idiosyncrasy of the Japanese market grew more conspicuous. This time the five companies asked to collaborate with DoCoMo are all Japanese and so-called DoCoMo’s family companies. Part of the base of Apple’s technology is made up of Sony’s Walkman and DoCoMo’s i-mode. The difference in strategy between Apple focusing on the global market and DoCoMo protecting the right and interest of its family companies is great.
No. 57: Marketing speaks for itself. (May 17, 2010)
NTT DoCoMo starts to standardize the core mobile phone software in collaboration with five Japanese companies from the consumer-electronics industry and semiconductor industry with a view to expanding the technology infrastructure and changing greatly the Japanese mobile phone business frequently dubbed the “Galapagos” phenomenon. The company carried out the same kind of strategy aiming at the global market 10 years ago. Back then, Apple achieved tremendous success in the global market, while DoCoMo withdrew from the global market. What decided their outcomes is marketing. Apple allied with carriers worldwide and opened the infrastructure of information distribution to them, while DoCoMo allied with mobile phone makers and contents developers. In fact, DoCoMo failed to show presence in the global market, and the idiosyncrasy of the Japanese market grew more conspicuous. This time the five companies asked to collaborate with DoCoMo are all Japanese and so-called DoCoMo’s family companies. Part of the base of Apple’s technology is made up of Sony’s Walkman and DoCoMo’s i-mode. The difference in strategy between Apple focusing on the global market and DoCoMo protecting the right and interest of its family companies is great.
デパートの閉鎖が続く現状を考慮に入れて、化粧品メーカーが販路政策の見直しに動き出した。最大手の資生堂は、有力デパートに限り高級品の専門売り場を新設して売り場面積を拡大し、業界3位のコーセーはデパート専用であったブランドを専門店にも投入する。化粧品の場合、ブランドを頻繁に変える消費者は少ない。そのため、自社のブランドイメージをどのように消費者に理解してもらい、そのブランドイメージを、どのようにして消費者にできるだけ長期間、持ち続けてもらうかが重要な戦略となる。もし、できるだけ安く購入するという意図だけで、化粧品を買うなら、通販で買うのが費用対効果では一番である。化粧品は容器の中にあるものだけを意味しない。デパートで買い物をする消費者と専門店で買い物をする消費者はまったく違う。消費者の特性が違うし、店舗への来訪の目的も違う。ブランド構築には、多くの時間がかかるが、壊れるのには、多くの時間を必要としない。(Written by Shigeo Sunahara of CBC, Inc.)
No. 56: Distribution channels of cosmetics (May 10, 2010)
Cosmetics companies are reviewing their marketing channels in view of the current trend of increasing closings of department stores. Shiseido, Japan’s leading cosmetics company, will build a new selling floor exclusively for high-end products in leading department stores, while Kose, Japan’s third largest, will market its brand products currently sold only in department stores through specialty stores. Few consumers change from one company to another in the selection of cosmetics. Therefore, it is a very important strategy to imprint the brand image in consumers’ memory and keep them stick with it as long as possible. Consumers mail-order cosmetics if they wish to purchase them at a price as close as the cost of goods. Actually, mail order is best in terms of cost-effectiveness. However, cosmetics do not mean only what is contained in the container. Consumers who shop in a department store are totally different from those who shop at a specialty store. They neither share consumption characteristics nor shopping purposes. It takes much time to build a brand but does not take much time to destroy it.
No. 56: Distribution channels of cosmetics (May 10, 2010)
Cosmetics companies are reviewing their marketing channels in view of the current trend of increasing closings of department stores. Shiseido, Japan’s leading cosmetics company, will build a new selling floor exclusively for high-end products in leading department stores, while Kose, Japan’s third largest, will market its brand products currently sold only in department stores through specialty stores. Few consumers change from one company to another in the selection of cosmetics. Therefore, it is a very important strategy to imprint the brand image in consumers’ memory and keep them stick with it as long as possible. Consumers mail-order cosmetics if they wish to purchase them at a price as close as the cost of goods. Actually, mail order is best in terms of cost-effectiveness. However, cosmetics do not mean only what is contained in the container. Consumers who shop in a department store are totally different from those who shop at a specialty store. They neither share consumption characteristics nor shopping purposes. It takes much time to build a brand but does not take much time to destroy it.
ビクターとケンウッドは2008年に経営統合したが、その後も業績が低迷しており、ビクターは創業地である本社を売却する決定をした。ビクターの凋落は、VHSの後を追う大型商品を開発できなかったことが大きな原因といえる。すべての商品は、いつかは市場から消えていく運命にある。そのため、絶えず新商品を投入することが必要不可欠である。商品に未練を持っていては、創造的破壊は不可能である。シエア40％を有する製パン業界の巨人である山崎製パンは、毎年、約5,000種の新商品を投入する。コンビニチェーンでは、毎月60種類の商品を入れ替えるが、その50％以上が山崎製パンの商品である。山崎製パンの創業者は、マーケティングを戦争に例えて、標的市場の設定を決戦場の決定、広告宣伝を空爆、販売経路を補給路、人的販売を歩兵部隊、商品製造計画を大砲の玉と、マーケティングを明解に説明している。大砲の玉がなくなれば、どんなに精鋭が揃う軍隊でも勝ち目はない。(Written by Shigeo Sunahara of CBC, Inc.)
No. 55: Creative destruction is indispensable. (May 3, 2010)
Victor of Japan and Kenwood combined operations under a joint holding company in 2008. Victor, however, has been suffering from stagnant results even after the management integration and decided to sell its headquarters where it was founded. Victor’s dwindling results can be attributed to its failure to develop a big hit product that should have followed the VHS video cassette recorder. All products are destined to be wiped out from the market, and it is indispensable to continue putting new products on the market incessantly. Creative destruction is out of the question if you think regretfully of products. Yamazaki Baking, Japan’s giant in the bread-making industry with a 40% share, introduces about 5,000 kinds of new breads annually. A convenient store chain replaces about 60 kinds of its products monthly, more than 50% of which are from Yamazaki Baking. The founder of Yamazaki Baking gave us very interesting comments on marketing by comparing it to war. He defined deciding a target market as setting up a decisive battlefield, advertising as air raid, distribution channel as supply route, sales personnel as infantry force, product planning as supplying ammunitions. If an army runs out of ammunitions, it will lose the war even if it is made up of elite military personnel.
No. 55: Creative destruction is indispensable. (May 3, 2010)
Victor of Japan and Kenwood combined operations under a joint holding company in 2008. Victor, however, has been suffering from stagnant results even after the management integration and decided to sell its headquarters where it was founded. Victor’s dwindling results can be attributed to its failure to develop a big hit product that should have followed the VHS video cassette recorder. All products are destined to be wiped out from the market, and it is indispensable to continue putting new products on the market incessantly. Creative destruction is out of the question if you think regretfully of products. Yamazaki Baking, Japan’s giant in the bread-making industry with a 40% share, introduces about 5,000 kinds of new breads annually. A convenient store chain replaces about 60 kinds of its products monthly, more than 50% of which are from Yamazaki Baking. The founder of Yamazaki Baking gave us very interesting comments on marketing by comparing it to war. He defined deciding a target market as setting up a decisive battlefield, advertising as air raid, distribution channel as supply route, sales personnel as infantry force, product planning as supplying ammunitions. If an army runs out of ammunitions, it will lose the war even if it is made up of elite military personnel.
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