By J. Abegglen
Japan's economic system and companies are getting into the twenty-first century after an extended and difficult 'lost decade' of corporation redecorate. They emerge with new administration structures in position, yet with their values unchanged. From the original point of view of the author's pioneering research of the Fifties, the monetary structures, body of workers administration tools and R&D features are re-assessed, as is the position of the company in eastern society. The booklet deals a accomplished research of the monetary and commercial adjustments that experience taken position in Japan by means of certainly one of its such a lot extremely popular commentators.
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The issue is foreign direct investment. The usual estimate is that foreign direct investment accounts for 1 or 2 percent of Japan’s GDP. However, in fact there are more than 3000 foreign capital-related firms in Japan the majority foreign owned. In manufacturing, foreign firms 20 21st-Century Japanese Management account for no less than 10 percent of Japan’s total sales revenues and in finance and services certainly now are at an additional 5 percent of economic activities. Given Japan’s historic, geographic, and cultural distance from the other advanced economies, this seems a very high share position by foreign direct investors by any standard.
Certainly there has been a strengthening. 0 was down from its peak. Shareholder equity as a percent of assets was still low, but rising. Operating income more than doubled and net profit was up 15 times on the year. The balance sheet remained weak but all the signs and trends were up. Assume a reasonably positive economic environment and continued strategic focus, and it appears that NEC is in fact recovering from its self-inflicted and near-fatal financial illness and regaining the strength that has characterized its century-long history.
Japan’s is a highly competitive economy, with high land and personnel costs. Distribution systems are complex. Staffing can be difficult. How much better it might be if the foreign company could enter by buying a sound company than by slowly and at great expense putting together the land, facilities, staff, and distribution of a newly established company. Moreover, the capital costs incurred by acquisition do not impact the profit statement; on the other hand, long drawn-out expense investment in building a new business could cost executives their jobs.
21st Century Japanese Management: New Systems, Lasting Values by J. Abegglen