第６７回　WORKSHOP報告（９月７日） / 参加者１０６名

第６７回　WORKSHOP報告（９月７日） / 参加者１０６名

 

 

1

（１：100人を超える参加者がお越しになりました！）

 

2

（２：新人の方も１３名お越しになられました）

 

3

（３：マテリアル作成者の説明中です）

 

4

（４：前半のマテリアル作成者T.Hさんです）

 

5

（５：後半のマテリアル作成者T.Jさんです）

 

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《　今回のworkshop　》

 

○workshop参加人数：１０６名（うち新人の方：１３名）

 

○【前半】：”let’s make TV commercial”というテーマでディスカッション

 

○【後半】：”The global management strategy of Japanese company”というテーマでディスカッション

 

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＜英語サークル　E’s club　第６７回workshopのご案内＞

 

みなさまこんばんは。E’s club幹事のKです。第６７回workshopの詳細をお送りいたします。

E’s clubの第１回workshopが開催されたのは２０１０年の９月４日。

ご参加いただいているみなさまのご支援のおかげで、E’s clubは３周年を迎えることができました。

みなさま本当にありがとうございます。今後ともE’s clubをよろしくお願いいたします。

 

Workshop終了後には３周年記念パーティーを開催いたします。

まだ席には余裕がございますので、参加をご希望の方はお知らせください。

 

今回は前半のマテリアルをT.Hさんに、後半のマテリアルをT.Jさんにそれぞれご作成いただきました。

前半は”let’s make TV commercial”、後半は”The global management strategy of Japanese company”というテーマでそれぞれディスカッションを行います。

 

[今週のマテリアル]

＜FIRST HALF＞

テーマ【let’s make TV commercial】

E’s club、3周年記念ということで、改めてE’sの魅力を話し合ってみませんか。そしてE’sの魅力伝わるCMを考えて新人テーブルに宣伝してください！

 

(1)please share the commercial which impressed you(10min.)

 

(2)discuss the appealing points of E’s club(10min.)

 

(3)think out 30 seconds TV commercial for E’s club(15min.)

【talent, BGM, catchphrase etc.】

 

(4)please present or act the TV commercial in 30 seconds which your table made to new commers!

 

新人テーブルについては(2)以降を下記テーマでディスカッションしてください。

 

(2)please introduce your club activity to which you were belonged(10min.)

(if you were not belonged to any club activity, please introduce part time job or your company)

 

(3)choose 1 person, and think out 30 seconds TV commercial for his or her club activity/part time job/company(15min.)

 

 

＜LATTER HALF＞

I’m interested in economy. So I chose『The global management strategy of Japanese company』as today’s agenda.

 

There are many products, services and technologies that have good qualities in Japan. And we also have terrific people in Japan.

 

But I think we don’t use them to the full. I think we should spread them more all over the world.

 

Especially, we need to seek emerging markets like BRICS.

 

So it’s very important to think about the global management strategy.

 

After this, because TPP starts, we need global activities furthermore.

 

I would like you to think what management strategy is needed for activity of Japanese company in the world.

 

How would you manage if you were a manager?

 

I hope you have good time with this discussion.

 

【Agenda】

 

The global management strategy of Japanese company

 

 

【Direction】

 

How would you think the global management strategy for the future of the company if you were a manager of company?

 

Please discuss following items of management strategy and make some good ideas.

 

Please imagine your group as a management team of a company.

 

 

【Questions】

 

1. What product・What service

 

What product or what service do you offer?

 

2. Marketing

 

What country is your target?

 

How do you try to have a market survey to gather the information of their needs?

 

3. Public information（PR strategy・strategy of brand image）

 

How do you spread your products, services and brand of company?

 

4. Sales promotion

 

How do you sell your products? Or, how do you offer your services?

 

How do you use IT for the sales promotion?

 

5. Development of human resources

 

What kind of competent person does your company need?

 

What kind of training should your company give to develop the person who can promote overseas expansion?

 

 

【References】

 

(1) Japanese carmakers eagerly eye growing Indonesian market

 

http://mainichi.jp/english/english/features/news/20130824p2a00m0na008000c.html

 

 

(2) Fast Retailing opens 2 Uniqlo stores in Dhaka

 

http://mainichi.jp/english/english/newsselect/news/20130706p2g00m0bu041000c.html

 

 

(1) Japanese carmakerseagerly eye growing Indonesian market

 

Japanese automobile manufacturers are increasingly targeting Indonesia for construction of new factories and enhanced investments, attracted by rising demand for cars amidst rapid economic growth — as well as upcoming favorable tax policies for fuel-efficient models.

 

The trend follows on the heels of recent initiatives in Thailand, and forms part of an overall plan to base an increased number of operations in Southeast Asian countries. Investments are being considered for small models in particular, such as light motor vehicles.

 

“Our plan is to continue surveying the market while increasing the number of cars for production,” commented Toshihiro Suzuki, executive vice president of Suzuki Motor Corp., during a financial results briefing held this month, where he also discussed company plans to build new factories in Indonesia.

 

In addition to launching operations of an engine factory in 2014, Suzuki also plans to build a new assembly plant during the same year. The company is investing a total of around 100 billion yen in the initiative, and also plans to increase its manufacturing capacity from around 150,000 automobiles to some 200,000. The new factory will primarily manufacture compact cars with increased engine displacement — primarily the Suzuki Wagon R.

 

The Indonesian automobile market is presently experiencing marked growth due to increases in both overall population figures and individual earnings. While the total number of cars sold in the country in 2006 was around 320,000, the figure had jumped some 3.5 times by 2012 to reach around 1.12 million, setting records for the total number of cars sold during the past three consecutive years.

 

Japanese car manufacturers began operating in Indonesia during the 1970s, during which time they began to establish strong sales channels. They went on to achieve more than 90 percent of market share in the country, keeping up a steady powerful presence that allowed them to continually ward off challenges from other foreign manufacturers.

 

Toyota Motor Corp., which retains the top share of the Indonesian market, plans to begin operating a new engine factory in the country during 2016 — as well as begin exporting to other nearby nations. Its subsidiary Daihatsu Motor Co. is also working to increase its engine manufacturing capabilities.

 

One strategy that is common among all automobile companies is that of prioritizing compact cars. Utilizing the techniques cultivated with respect to their light motor vehicles, both Toyota and Daihatsu have developed compact cars especially for the Indonesian market, and are now preparing to begin sales thereof.

 

Especially popular in Indonesia have been compact minivans that are able to accommodate large numbers of passengers. In order to encourage the wider use of the standard automobile, however, the Indonesian government is planning to shortly begin implementing preferential tax policies aimed at cars that mainly utilize low-cost, locally procured parts, and that are also fuel-efficient.

 

In an effort to determine the level of existing demand, various automobile manufacturing companies are now aiming to introduce compact cars with an engine displacement of around 1000 cc that comply with the tax incentive requirements. While the tax incentives were due to have begun last year, however, the policy has yet to be implemented — a development that an automobile industry representative attributed to “government delays in securing financial resources.”

 

“It is unlikely that the rapid economic growth we are now seeing in Indonesia will continue at the same pace we see now,” an executive from a major Japanese automobile corporation commented with caution. “And considering the likelihood that European and American manufacturers are also going to enter the market, the future looks less than rosy.”

 

Spotlight: The Southeast Asian automobile market

 

Buttressed by robust economic growth and an increasing population, demand for automobiles is on the increase within most countries in Southeast Asia.

 

In Thailand, the number of new cars sold in 2012 was 1.43 million — an enormous 80.9 percent increase over the previous year. The number of cars manufactured also rose significantly to 2.45 million — a 68 percent increase — while the number of imported cars similarly surged some 40 percent to reach 1.02 million.

 

While the increases were partly a reflection of the damage sustained from flooding the previous year in 2011, the expansion has nevertheless been phenomenal. The Thai government is positioning automobiles as a key part of its manufacturing strategy, and is also implementing preferential tax treatment for environmentally friendly models. In addition, foreign manufacturers are increasingly locating their factories in the country.

 

Meanwhile, the figure for automobile sales in Malaysia rose to a record 620,000 cars in 2012 — a 4.6 percent increase from the previous year. While “national cars” — traditionally aimed at members of the general population — are decreasing from their standard market share of around 60 percent, sales of foreign cars, including Japanese models, are on the rise.

 

August 24, 2013(Mainichi Japan)

 

 

(2) Fast Retailing opens 2 Uniqlo stores in Dhaka

 

DHAKA (Kyodo) — Fashion retailer Fast Retailing Co. opened two outlets of its Uniqlo casual clothing chain in Bangladeshi capital Dhaka on Friday.

 

As the company says it hopes to stem poverty through its corporate activity, design, manufacture and marketing of the clothes will all take place within Bangladesh, and profits will be reinvested locally to create a sustainable business model that will work in developing countries.

 

Fast Retailing said it aims to eventually expand its customer base to middle-, or lower-class of people who make up the majority of rural populations in developing and emerging economies.

 

The two stores are run by Grameen Uniqlo Ltd., a joint venture between Fast Retailing and the Dhaka-based Grameen Group’s Grameen Healthcare Trust.

 

Grameen Group has grown out of the Nobel Prize-winning Grameen Bank, a provider of microfinance credit to low-income Bangladeshis.

 

Products in the new stores will range in price from 200 to 1,200 takas, around 250 to 1,500 yen, and will include a lineup of panjabi, a traditional tunic.

 

Inaugurating the showroom at New Elephant road in the capital’s downtown area, Japanese Ambassador to Bangladesh Shiro Sadoshima said, “I am extremely pleased to welcome one of Japan’s most established multinationals to Bangladesh, which is developed and based on Japanese technology.

 

He said he is optimistic about the Grameen Uniqlo venture and hopes this initiative will come to be appreciated in Bangladesh, as it is elsewhere worldwide.

 

Grameen Uniqlo CEO Yukihiro Nitta said ahead of the opening of the stores the venture plans to solve social issues through business, and that he hopes to offer clothes Bangladeshi people will like.

 

Nitta told Kyodo News that Uniqlo invested $4.6 million in the project as seed funds, and profits from the sales will be reinvested back into the business to strengthen a stable business cycle.

 

“I believe that our initiative will address issues related to poverty, hygiene and education in Bangladesh. Through this effort, we hope to continue to enrich people’s lives and promote sustainable self-sufficiency and improving the quality of life of Bangladeshi people,” he said.

 

In 2010, Grameen Uniqlo began producing comfortable clothing in Bangladesh at affordable prices with a slogan “made by locals for locals.”

 

July 06, 2013(Mainichi Japan)

 

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