Research On The Adjustments Of Japan's Manufacturing Enterprises' Competitive Strategies In 21st Century

Road to industrialization adopted by developed countries in the past 20 years,has been questioned recently because of the nearly global economic crisis.Basis on re-approved of the core status of manufacturing,major manufacturing countries such as U.S.,China,Japan,Germany start to plan new development blueprint for manufacturing.However,manufacturing competitiveness of one country is composes by performance of manufacturing enterprises in the time of market economy.Can or can't companies use the appropriate competitive strategy is a core question for every country.Japan,one of the most competitive country in manufacturing,use meaningful strategic adjustments to handle challenges,and achieve some positive effects as a result.Such adjustments have meaningful reference to Chinese enterprises.Therefore,this article tries to research the strategies path and logic of the adjustment of Japanese manufacturing enterprises,and the major objects of study are Japanese automobile and electronic enterprises which have been wildly considered every representative in Japanese manufacturing enterprises.This article establishes Porter's general competitive strategy theory as theoretical basis,“five force model”,“diamond system”,“value chain” as major analytical method,to induct and analysis adjustments of Japan's Manufacturing Enterprises' Competitive Strategies in past decades.The article finds out,that the cultivation of heterogeneous resources and ability is the core part of post-war industry revitalization.Organizational innovation and technological innovation helped Japanese enterprises occupy the high point of value.In this strategic logic,Japanese companies shifted the total cost leading strategy to differentiation strategy,push industry chain status from low to high end,production operation from localization to globalization,R&D from introduction,imitate from follow,leading innovation,finally successfully built one of the most advanced industrial clusters in the world.Since 21 st century,Japanese automobile and electronic companies adopted common and uncommon competitive strategies.Common parts reflected in: they all adopts modular strategy as a combine strategy to cope with global chain deconstruction.Uncommon parts are: automobile companies adopt initiative modular strategy,however,electronic companies are the opposite.So the strategic features and effects are different.Japanese automobile enterprises utilize features and abilities of supplier networks,vertical integration assets,build a modular strategy basis on module integration efficiency.This kind of modular theory differ from western companies,helps Japanese automobile enterprises become ruler and pusher of industrial modular system.However,Japanese electronic enterprises react slowly because of strong past strategic inertia and path dependence.The electronic enterprises began to frequently use the modularization strategy before and after the outbreak of the economic crisis,and implemented the "open and closed" strategic model with more emphasis on the closed and domestic manufacturing status according to the characteristics of the provision of its own high-value module and the core value module.However,the historical weakness of the strategy and the historical shortcomings of the value chain make the Japanese electronic enterprise modular strategy effect far less than the automobile enterprise.In addition to the use of modular strategy to achieve combine strategy of the total cost leading and differentiated strategy,the value creation based on customer value is the value power of Japanese manufacturing enterprises in the differentiation strategy.The main adjustment areas are production business differentiation And the field of service differentiation.By redefining the customer value agglomeration range,Japanese companies have adopted the redefining of the competitive advantage of their products and the expansion of service differentiation in the field of production business differentiation.In the transformation of its own product competitive advantage,the Japanese auto companies see the 21 st century industry new demand as the basis for building a new differentiation advantage;Japanese electronics companies found that the establishment of industrial chain,division of labor system,the global income stratification pattern changes caused the customer demand changes,and provides the possibility of building a new differentiation advantage by participating in the new industry chain cooperation and product grade conversion.Thus,in the product structure,the Japanese auto companies shift the traditional energy vehicles to new energy,intelligent car.the Japanese electronics companies to take from the consumer electronics products to B2 B business transformation.In the field of service differentiation,Japanese companies have shifted their value from product to service based on customer value expansion,launched a service enhancement strategy,including B2 B market solutions business type from system trafficking to program trafficking and B2 C market from service practice to penetration strategy transfer.Through the quantitative analysis of the industry trade and enterprise management,it is found that the competitive strategy adjustment of Japanese manufacturing enterprises has attained some positive effects,and some problems have also been exposed.Firstly,judging from the industry trade competitiveness,the Japanese auto companies have promoted sustained competitiveness since the twenty-first century,and further consolidated their position in the global industrial chain.However,their competitive advantages are challenged in the fields of auto parts,motorcycles,and non-motor vehicles.Japanese electronic enterprises fall into the dilemma of sustained decline in competitiveness,and they are also facing the drawbacks of industrial liberalization.Secondly,from the aspect of the enterprises' operation,the Japanese auto companies have upgraded their competitiveness after the economic crisis,but they are not good at particular strategic response to the emerging market,and the local industry hollowing problem becomes increasingly obvious.Japanese electronic enterprises display a non-positive correlation between business scale and profitability and the shift of corporate conservatism,and bring about a significant recovery in profitability.However,the conservative attitude does not contribute to the decline of market forces,and impairs the heterogeneous resources and capabilities associated with expansion,and will undermine the stability of the future profitability path and the diversity of strategic choices.The important role of the competitive strategy adjustment of the Japanese manufacturing enterprises played in the domestic economy has offered reference for China's adherence to the manufacturing industry,and indicates that the position of the manufacturing industry in the national economic system does not decrease with the trend of "de-industrialization".Based on the experience and lessons of Japanese enterprises' development of competitive strategy,Chinese enterprises should combine the characteristics of their industries and their own resources and ability to build medium and long term strategic plan.On the other hand,Chinese enterprises should attach attention to the identification of and response to the development trend of the industry,avoid weakening the ability to identify the challenges of the future due to the rapid development of the manufacturing industry in recent years,and enhance the prospectiveness of the competitive strategic plan and actively work out response measures.The Chinese government should also provide macroeconomic policy support for the development of China's manufacturing industry in terms of regulating the financial services,solving the problems of enterprises and advancing the strategic plan of industrial development in the light of the role of the Japanese government fulfilled in industrial development.