戦略研究 (No. 55): 創造的破壊が必要不可欠 (May 3, 2010)
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.
