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15.10.2020 | Mobilitätskonzepte | Themenschwerpunkt | Onlineartikel

Japans Mobilitätsstrategie

Autor:
Christiane Köllner
30 Sek. Lesedauer

Japan als älteste asiatische Industrienation hat in größerer Breite und Tiefe als so manch anderes Land sein Technologie-Know-how aufgebaut. Das zahlt sich bis heute aus. Mit innovativen Mobilitätskonzepten und -dienstleistungen will sich die japanische Automobilbranche jetzt neu erfinden. Milliarden-Investitionen und Kooperationen sollen sie beim autonomen Fahren an die Spitze bringen, datengetriebene Geschäftsmodelle versprechen lukrative Umsätze. Dabei soll das japanische Zukunftskonzept der Society 5.0, das ganz der Digitalisierung verbunden ist, helfen. Was dahinter steckt und wie Japan beim Rennen um das Auto der Zukunft punkten will, können Sie in unserem Themenschwerpunkt nachlesen. 

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01.05.2020 | Im Fokus | Ausgabe 5/2020

Japans mobile Gesellschaft 5.0

Die moderne Mobilität ist viel mehr, als einen Transport von A nach B zu bewältigen. Japan scheint dies in aller Deutlichkeit erkannt zu haben. Mit Investitionen in Milliardenhöhe und branchenübergreifenden Kooperationen versucht sich derzeit die japanische Automobilindustrie beim Thema autonomes Fahren in einer Führungsrolle zu positionieren. Von dem Engagement soll nicht nur die alternde Gesellschaft im Land der aufgehenden Sonne profitieren. Durch selbstfahrende Arztpraxen oder Mobility-as-a-Service will die Branche in wenigen Jahren Milliarden Euro verdienen.

Weitere Fachliteratur und Beiträge zum Thema:

2020 | OriginalPaper | Buchkapitel

The Japanese Automotive Industry Since 2000: Causes and Impacts of Growth Disparities

Heim offers a much-needed overview of the recent evolutions of the Japanese automotive industry. The analysis sheds light on the polarization of the Japanese auto supply chain since the 2000s. While Japan’s auto industry is still central in the Asian production network, the growth disparities triggered by the economic recession of the 1990s and 2000s have resulted in a less balanced redistribution of the sources of profit. This caused the population of the smallest firms to decline, and, in turn, the industrial compromise that fostered specific work incentives, strong ties, and a well-balanced division of labour in the supply chain to be reshaped. This also affects the product mix between internal combustion engines and alternative powertrains, which is tied to transport and energy policies.

2019 | OriginalPaper | Buchkapitel

New Industrial Policy in Japan´s Automobile Industry: Strategies for Disruptive Technological Change

The hype around ‘smart manufacturing’ or a ‘fourth industrial revolution’ dominates current ideas on the future of automobile manufacturing. The 2010s brought a new set of ICT-related buzzwords to the public discourse on manufacturing systems. The Internet of Things (IoT), Big Data analytics, smart algorithms, and cyber-physical systems are envisioned as revolutionary innovations that will transform the nature of industrial production towards smart manufacturing. Interestingly, the main drivers of these technological visions are not only private firms, but also national governments of industrialized countries, who put forth ambitious policies to promote this technological and structural transition.

2020 | OriginalPaper | Buchkapitel

The Foundation of the Japanese Automobile Manufacturing Industry: Attempts to Adopt Ford’s Production System

In 1907, the year before Ford began to sell its Model T in the USA, Japan domestically produced its first gasoline-powered passenger car, called Takuri-gō, which was assembled with imported parts.

2020 | OriginalPaper | Buchkapitel

Direction of gas vehicle development in Japan

Founded in 1916, Isuzu Motors Limited (ISUZU) has the longest history among existing Japanese vehicle manufacturers, with capital of 338,33 million EUR, consolidated 17.91 billion EUR in sales, and 37,263 employees, as of March 2019.

2019 | OriginalPaper | Buchkapitel

Die datenschutzrechtliche Diskussion um autonomes Fahren in Japan

Japan arbeitet ebenso wie die USA oder Deutschland an der Entwicklung vernetzter und autonomer Kraftfahrzeuge. Dabei spielen in Japan Datenschutz und andere Rechtsfragen eine wichtige Rolle. Der Beitrag gibt erstens einen Überblick über die momentane Situation und die Diskussion hinsichtlich autonomen Fahrens in Japan. Zweitens behandelt er wichtige rechtliche Fragen bezüglich autonomen Fahrens. Schließlich fokussiert er auf das Thema „autonomes Fahren und Datenschutz“ in Japan.

2019 | OriginalPaper | Buchkapitel

Lessons from the Japanese: The Third Paradigm

In the 1960s and 1970s, the marketing and production policies of Japanese manufacturers exerted a strong impact on marketing strategies as they saw market segments as being almost isolated from one another. “Product concepts” differed from one segment to the next. Together with the variability of purchasing behaviour, this led to highly varied marketing strategies and increased the intensity of the competition. Toyota pioneered a new approach that became known as the Toyota Production System (“TPS”), later called “lean production”. The TPS combined the flexibility and accuracy of craftsmanship with the low cost of mass production. By using lean production methods, Japanese car manufacturer achieved production costs per unit well below those of European and American manufacturers, with greater volumes. They also succeeded in increasing the speed and efficiency of new product development, a significant ability in a competition in which time to market constituted an important advantage. The new Japanese production system had a major impact. It marked a radical new approach to the manufacturing process and created a paradigm shift in automotive manufacturing worldwide. In terms of marketing strategies, lean production made it possible to produce a variety of models on the same assembly line. By increasing the variety of the offering, it increased the capacity to open up new market segments.

2020 | OriginalPaper | Buchkapitel

The Self-contained Localization Strategy: Case studies of Japanese firms

A huge number of middle-income groups are distributed in China and the Association of South East Asian Nations (ASEAN). In this context, global firms recognize the need for localization strategy. The practical upcoming challenge of global companies is to determine the best way to accomplish localization. This chapter presents the development of a self-contained localization system based on organizational capabilities and suggests the self-contained localization strategy through case studies of Japanese firms. The foreign subsidiaries with self-contained units have their own R&D, operations, marketing, service, and human resource functions. Therefore, the self-contained localization strategy allows the foreign subsidiary a large degree of autonomy in responding appropriately to local competitive conditions with locally responsive strategies. For Japanese firms that implement self-contained localization strategy, they allow a larger degree of autonomy and achieve a higher global market share of their products.

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