...Asahi Breweries Introduction Asahi Breweries is Japanese beer producer with a long history of operations since 1949. Prior to 1949 Asahi Breweries was a part of Dai Nippon, a large conglomerate of dif-ferent companies. After the defeat in World War II the allied forces forced Dai Nippon and other dominant companies to split. Dai Nippon Breweries was split into Sapporo Breweries and Asahi Breweries in 1949. At the time of split there were three major players in Japanese beer market – Sapporo Breweries, Asahi Breweries, and Kirin Breweries. Each of the brewer-ies roughly occupied about 1/3 of the market share. However in 30 years beer market in Japan has changed. Kirin Breweries was the biggest mover in the market during that period having increased its market share from 25.3 percent in 1949 up to 63.8 percent by 1976. Japanese culture is characterized by conservatism in everything even in beer. Lager beer has been the most popular kind of beer in Japan and by 1980s Kirin’s had used its commanding market share to capitalize on the lager beer and Kirin’s pasteurized lager beer became the industry standard. Asahi breweries in contrast were in a downward spiral – sales have been decreasing, expired inventories became a major problem that led to laying off 550 employees out of total 3200. Analysis Asahi Breweries were able to turn things around with the help of revolutionary presi-dents – Tsutomu Murai and Hirotaro Higuchi. Tsutom Murai became a president of Asahi Breweries...
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...not hands on enough Higuchi: (1986 – 1989) Leadership style: - Top-down, controlling - Ownership and decision making - Unconstrained scenario planning – “don’t worry about numbers”, “spend as much as necessary” o lowered personal risk (pg 60) - Emphasis on people – early raise, memorial, benefits - Personally managed investment portfolio Accomplishments - Action oriented – recall old beer - Decision making accelerated - Focus on quality - Vision for growth – approved 50% capacity increase with no hard numbers - Leveraged improved culture; broke industry norms; propelled growth o Control systems – 58 Timeline: 1949: Dai Nippon split into Asahi and Sapporo 1976: Kirin firmly in leadership spot 63% market share...
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...rP os t 9-205-030 OCTOBER 5, 2004 MIHIR A. DESAI MASAKO EGAWA op yo The Continuing Transformation of Asahi Glass: Implementing EVA Toshiya Iwasaki, who founded our company in 1907, succeeded in Japan’s first commercial manufacturing of flat glass after numerous failures. He used to say, “Never take the easy way out, but confront difficulties.” He built the corporate culture to challenge the most difficult problems. — Shinya Ishizu, President and CEO Shinya Ishizu was in a difficult situation of his own devising. As president and CEO of Asahi Glass Company (AGC), he presided over a Japan-based multinational manufacturer of flat glass, chemicals, and electronics and displays, with annual sales of •1.3 trillion and the largest global market share in most of its product categories. Worldwide, AGC controlled a network of over 200 subsidiaries and affiliates in 25 countries, generating •52.4 billion in overseas operating profits in FY2003—sixth largest among all Japanese companies.1 (See Exhibit 1 for financial information and Exhibit 2 for AGC’s global presence.) tC After he was appointed president and CEO in 1998, Ishizu began implementing a number of drastic changes to the company’s structure and corporate culture in order to create a truly international enterprise. In 2002, he split AGC into four business units on a global basis which were dubbed “in-house companies” and appointed two non-Japanese executives to manage the glass business, which...
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...Продолжающееся преобразование Асахи Глас (Asahi Glass): применение EVA Тошия Ивасаки, основавший нашу компанию в 1907 году, после множества неудач удалось преуспеть в организации первого в Японии производства плоского стекла. Он говорил: “Никогда не следуйте по самому простому пути, боритесь с трудностями.” Он построил корпоративную культуру таким образом, чтобы иметь возможность решать самый трудные проблемы. Шиня Ишицу, Президент и генеральный директор (CEO) Шиня Ишицу был в трудной ситуации в своём подразделении. Являясь президентом и генеральным директором Asahi Glass (AGC) он руководил базирующейся в Японии многонациональной корпорацией по производству плоского стекла, химии, электроники и дисплеев, с ежегодной стоимостью продаж в размере 1,3 трлн. японских йен, и с самой большой рыночной долей на мировом рынке большинства категорий свои товаров. По всему миру AGC контролировала сеть из более чем 200 дочерних предприятий и филиалов в 25 странах, генерируя операционной прибыли (operating profit) от операций за рубежом в размере 52,4 миллиарда японских йен в 2003 финансовом году. Это шестое место среди самых крупных Японских предприятий[1]. (Финансовую информацию см. в Приложении 1, участие AGC на мировом рынке – Приложение 2.) После того, как он был назначен на должность президента и генерального директора в 1998 году, Ишицу положил начало ряду существенны изменений структуры компании и её корпоративной культуры для...
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...Asahi Glass (As of 2002) 1) Situation/ Background Asahi Glass Company (AGC) is a Japan-based multinational manufacturer of flat glass, chemicals, and electronics and displays, with annual sales of 1.3 trillion Yen and the largest global market share in most of its product categories. AGC controlled a network of over 200 subsidiaries and affiliates in 25 countries. Mr. Ishizu, the president and CEO were trying to change the company’s structure and corporate culture in order to create a truly international enterprise. He reformed in corporate governance and the new management system for resource allocation and performance measurement is based on economic value added (EVA). 2) Problems & Causes (in 2002) a. The effect of Main bank (Tokyo-Mitsubishi bank) Main bank is a cross shareholder, so they can interfere on company’s operation, performance and financial. For example, some corporations invited senior bank managers as executive or non-executive board members which would be a part of corporate governance. Since main bank is the largest debtor, they will concern on company’s risk and possibly to manage company to avoid financial risk to make sure they could get money back result in confused of company’s goal. b. The obstacle of reform Conflict with minority shareholders and stake holders AGC is global company with many joint ventures in many regions. In order to reform, a lot of function, company’s structure and corporate culture have to be drastically...
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...MGMT 700 Asahi Glass Company Asahi Glass Company was Japan’s first sheet glass manufacturer beginning in 1909 and became an industry leader in the glass manufacturing business. The company diversified its glass business into several ventures – chemical, electronics, ceramics, and construction materials. The diversification into the various industries as noted above was very successful, as by the 1950 to early 1970’s following the second world-war Asahi’s glass and construction materials business accounted for more than 50% of its total revenue, and its chemical business at 40% and other business segments including electronics and ceramics contributing to 10% of the company’s total revenue. By 1992, the company’s glass (flat glass) business segment contributed 56% of total sales and revenue making it the most profitable segment out of the four diversification business segments. I believe AGC’s diversification was much needed post the second world-war, as it helped serve as the foundation to emerging technologies and manufacturing of newer consumer products – cements, automotive lighting, paints, chemicals such as chlorofluorocarbons – CFC for refrigerators and air conditioners. Following the oil crisis in the early 1990’s, AGC management – then President Mr. Sakabe decided to focus on the company’s electronic segment...
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...STRATEGIC MANAGEMENT TEXAS EXECUTIVE MBA PROGRAM FALL 2011 Professor David B. Jemison CBA 3.232 Telephone 471-8757 David.Jemison@mccombs.utexas.edu Texts: Porter, Michael E. Competitive Strategy. (New York: Free Press, l998). Course Description Perspective and Themes This course is about the creation and maintenance of a long-term vision for the organization. This means that it is concerned with both the determination of strategic direction and the management of the strategic process. As such, it deals with the analytical, behavioral, and creative aspects of business simultaneously. The course is organized around six themes in strategic management: the role of the general manager, the components of business strategy, corporate strategy development, divisional-level strategy development, managing strategic change, and the development of general managers. Our perspective in this course is that of the leader whose responsibility is the long-term health of the entire firm or a major division. The key tasks involved in general management include the detection of and adaptation to environmental change; the procurement and allocation of resources; the integration of activities across subparts of the organizations; and, at the most senior levels, the determination of purpose and the setting of corporate direction. General managers, from our perspective, are managers who are in the position to make strategic decisions for the firm. Note that such...
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...as have the traditional criteria for determining death, namely, cessation of heartbeat and respiration. An individual's death should be a personal and private matter as well as a familial, communal, and social matter. It has been regarded as such for many thousands of years in our Japanese society and culture. It is well understood that our traditional socio-cultural understanding of human life positively admits the natural process of death as the final event of life. The ideas expressed in Zen-Buddhist phrases such as "accept death as it is" and "life-death as one phenomenon" have been key motifs totally integrated into our traditional understanding of life (Tomomatsu 1939). However, the traditional perception of death as an acceptable process has been vanishing as the Japanese have applied modern biomedical technologies more frequently in well-equipped hospital settings. Although the involvement of family members in the process of dying and particularly in the death event continues in a variety of ways, the care of dying patients in Japan is becoming much more similar to that delivered in advanced hospital settings in many countries of the world, than it is different. Now, in Japan, a majority of people end their lives in the hospital, surrounded by high-technology machine. Yet, in a survey by the Yomiuri Shimbun of 15 June 1991, half of the respondents said they would prefer to die at home. In addition, there has been a tradition of not explaining to terminally ill people...
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...Assignment Asahi Breweries Case Analysis Anonymous Asahi Breweries (Dry Beer Implementation) Introduction Asahi Breweries, Ltd. has been in the Japanese beer market since its inception in 1949 where it originated through the post-war breakup of beer conglomerate Dai Nippon, which at the time had a 75% market share. The only other existing Japanese beer company prior to the post-war era was Kirin, holding the remaining 25% market share. Asahi is one of four main beer manufacturers along with its competitors; Kirin, Sapporo and Suntory companies. Kirin, being the oldest and largest company of beer producers has historically been the leader in production, sales, and market share at ~ 60%; primarily through its experience enabling the company to identify market trends and develop expansive distribution centers. The Asahi, Sapporo, and Suntory companies have generally remained competitive for the remaining 40% market share. Traditionally, lager beer as been the choice of Japanese beer drinkers and Kirin has capitalized on that tradition for decades by producing lager as its primary beer product. However, by the early 1980’s consumer tastes began to change and they desired more variety in beer choices. To meet the demand, the three smaller companies developed and marketed their own brands of draft beer which in turn enabled the market share for that specific product segment to even out. Karin...
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...share of the beer market, its conservative approach to its product strategy left it vulnerable to innovative strategies by the other players. This, in turn, is the opportunity that Asahi took advantage of. Asahi created a niche demand for “dry beer” wherein it had the competitive advantage of first-mover. Asahi realized a shift in the market demographics towards the youth and took this as an opportunity to revitalize the beer market and seize as much of the market share as they could in the time it took the other players to respond. In light of Asahi’s challenge and the context of its strategy, Kirin had several alternative responses to consider. The simplest response would seem to be launching its own version of Kirin dry beer and mitigating the loss of market share to Asahi. However, as Asahi now has the advantage of “dry beer” brand recognition, an introduction of Kirin “dry beer” might lead indirectly to an increase in Asahi’s market share. Therefore, a introducing a parallel dry beer product is necessary but not sufficient as a strategy and must be supported by other responses. Kirin could cut the price in the classic competitive battle response. It could do so because it can afford a price cute due to the recent appreciation of the yen. Kirin is the price setter in the market, and so Asahi would have to follow the price cut to maintain demand for its dry beer. Citing the yen appreciation, the price cut would not leave room for doubt in Kirin’s brand image, or the consumer...
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...James Houghton, Chairman and CEO of Corning, has some tough decisions to make regarding the direction he wants Corning to take going forward. From the early 1900’s when Corning started the first research lab, there was no clear direction for the company. The company was successful but there was never a clear business plan laid out for Corning’s growth. It appeared that a number of decisions were made based on market trends, the economy and gut instinct. What James Houghton needs to do is lay out a plan for the future of Corning. Corning has already defined its goals, but how to achieve these goals is not clear. James Houghton has already been successful with his plan to “talk, listen and feel the atmosphere”, when it came to visiting the Corning sites. Corning also has seen significant success with the changes Houghton has implemented in the overall work environment. When Corning clearly defined the roles and responsibilities of its managers, morale improved and quality went up. If Corning can incorporate this same clear direction into their business plan, the management committee and all the other internal and external managers in their alliances would have a better understanding of what is expected of them and what they can do to continue to grow Corning Incorporated into a market leader in their four sectors of business. There are some great proposals that have been presented to the management committee. The management team needs to decide if Corning wants to strive...
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...Talking about the media, we hear a lot of news and topics about Okinawa which are actually inaccurate. Many people in Tokyo read newspaper from a large media such as Asahi newspaper, Tokyo newspaper, or Keizai newspaper. Asahi newspaper does have a topic about Okinawa on the internet, but some of the sites are locked and to be able to read the whole article, we need to make an ID or buy the premiere version of this site which is ridiculous since newspaper are provided for everyone to read, and that we have the rights to perceive what is going on at present. On the other hand, Tokyo and Keizai newspaper are more trustworthy, this two media exhibit more accurate observation since these two media observe from a diverse view of point. For instance, Asahi newspaper only talks about how the incidence in Okinawa is increasing every year and it doesn’t really mention about what those incidents were or how it happened. In addition, Asahi newspaper also mentions about the Futenma military base, and how they want the territory back for Okinawa’s increase of economy and their business condition by expanding the land of Futenma military base. However, on Asahi newspaper it describes that Okinawa is commencing a demo to destroy the fence without unconditional or absolute. Therefore, it characterizes Okinawa people as a coward which they are not really a cowardice. Compared to Tokyo media, when we look at Okinawa’s...
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...International Financial Management Case Analysis of: The Continuing Transformation of Asahi Glass: Implementing EVA TABLE OF CONTENTS * BACKGROUND * CORPORATE GOVERNANCE * FEATURES IN ASIA * MAIN BANK * ORGANIZATIONAL CHANGE * IMPLEMENTING EVA 1. ADVANTAGES 2. DISADVANTAGES * PREFERENCE TO EVA * RECOMMENDATION Background Asahi Glass is an MNC, based in japan. Its products include flat glass, chemicals, and electronics and displays. It was reorganized by “Ishizu”. It captures annual sales of about 1.3 trillion and is considered largest global market leader in most of its product categories. It has almost more than 200 subsidiaries and operates in more than 25 countries. . The company reformed in corporate governance and the new management system for resource allocation and performance measurement is based on economic value added (EVA). In this case our analysis is focused on influence of bank system on corporation, corporate governance reform, difficulties the president faced in reform. Moreover, we also discuss EVA system, its effectiveness and pros and cons. Corporate Governance It is set of mechanism that describes the relationship between board of directors, top management and shareholders, means it takes into account the self-interested controllers of company. It also deals with agency problem. It contains two models: one is ‘control model’; that discusses control from inside boards...
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...MANAGERIAL SKILLS and STRATEGIC LEADERSHIP ANALYSIS OF SISECAM-TRAKYACAM and FLAT GLASS INDUSTRY OF EUROPE BY PORTER 5 FORCES MODEL Trakya cam has been established in 1978 under SİSECAM Group in order to feed local market and wordwide demands of Flat glass , Automotive glass, Solarglass and Home appliance glasses. Over % 80 of Flat glass is being used for construction and rest is used for other apliane like Solar, automative and Home appliances Trakya cam operates with 4 float lines in Turkey and 2 lines in Bulgaria and it is in the top 5 companies in the World. Threat of New Entrants /Potential Competitors –Low Pressure The major competition is between Asahi Glass, NSG/Pilkington, Saint Gobain, Guardian and Sisecam. The establishment of a new float line costs approximately between 70 mil. € and 200 mil. € according to the size and also demands upgrades and repairs with a cost of 50 mil € during its lifepan of nearly 15 years. This huge investment keeps the new entry barriers relatively high. This condtion is also keeping the major competition between the top 5 companies continuously. Threat of Substitude Products-Low Pressure There is no substitude of flat glasses. In some appliances plastic can be used but it can not be a called a substitude because of the very low apllicabilty level . The Bargaining Power of Buyers- Medium Pressure % 70 of the flat is sold to processors whose process and sells the to the individual buyers. Since the flat glass produced...
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...The Continuing Transformation Of Asahi Glass: Implementing EVA ASAHI GLASS CORPORATION Fondata in Giappone nel 1907 da Toshiwa Iwasaki, Asahi Glass Corporation è uno dei principali produttori di lastre di vetro a livello globale. I principali settori produttivi in cui opera sono : vetri automobilistici, prodotti chimici, vetri per schermi, prodotti elettronici, pannelli di vetro. Sull’onda del boom economico successivo al termine della seconda guerra mondiale, vista la qualità dei suoi prodotti e la crescita della domanda, AGC incomincia ad espandersi internazionalmente dislocando unità produttive nei paesi del sud-est asiatico, per poi approdare tra gli anni 80 e 90 nei mercati europei e statunitensi grazie all’acquisto nel 1981 di Glaverbel e MaasGlas in Europa e di AFG Industries negli Stati Uniti nel 1992, affermando la sua presenza nella maggior parte dei paesi del mondo. Nel 2003 le vendite dei prodotti di vetro contano per il 54%, prodotti elettronici e schermi 24%, prodotti chimici 19% e 3% per gli altri prodotti. Nella maggior parte delle categorie AGC risulta essere il leader mondiale o il secondo maggior competitor. Nonostante l’ottima posizione di AGC nel mercato, Shinya Ishizu, a partire dal conferimento dell’incarico di CEO nel 1998, inizia ad apportare profondi cambiamenti alla compagnia sia dal punto di vista organizzativo che culturale introducendo riforme sulla corporate governance, un nuovo sistema di allocazione delle risorse e valutazione delle performance...
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