DOCSLIB.ORG

Understanding Japan's

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Understanding Japan's The International Forum East Asian Forum January 15-19, 2002 Tokyo and Kyoto, Japan Agenda & Biographies THE WHARTON INTERNATIONAL FORUM EAST ASIAN FORUM TOKYO, NAGOYA, AND KYOTO, JAPAN JANUARY 15-19, 2002 ACCOMMODATIONS Evening of Tuesday, January 15th Evening of Wednesday, January 16th HOTEL OKURA HORAI ATAMI-IZUSAN 2-10-4 TORANOMON, MINATO-KU 750 IZUSAN ATAMI-CITY TOKYO 105-0001, JAPAN SHIZUOKA, 413 JAPAN TELEPHONE: [81] 03-3582-0111 TELEPHONE: [81] 0557-80-5151 FACSIMILE: [81] 03-3582-3707 FACSIMILE: [81] 0557-80-0205 WWW.OKURA.COM Evenings of Thursday, January 17th and Friday, January 18th: THE MIYAKO HOTEL KEAGE SANJO, HIGASHIYAMA-KU KYOTO 605-0052, JAPAN TELEPHONE: [81] 75-771-7111 FACSIMILE: [81] 75-751-2490 WWW.MIYAKOHOTEL.CO.JP THE INTERNATIONAL FORUM THE WHARTON GLOBAL LEADERSHIP SERIES Now in its thirteenth year, The International Forum brings together a select group of senior executives from around the world for The Wharton Global Leadership Series. It is held each year in North America, Europe and East Asia, and has helped over 600 senior executives from more than 250 leading companies worldwide to understand globalization and how it is affecting them and their business. The series of four- day Forums provides participants with an opportunity to test their thinking, examine their priorities and weigh their concerns with others with similar responsibilities from different industries and regions of the world. The Forums engage participants in an Active Learning experience where each person must contribute to the discussions. Each session provides maximum exposure to the ideas and experiences of both fellow participants and special guest resources. Throughout a four-day seminar, participants work through problems and are asked to produce and present practical, strategic solutions. The Forums of The Wharton Global Leadership Series are held in cities such as Bruges, Stockholm, Philadelphia, Tokyo and Kyoto because the scope of each Forum emphasizes not only business-related issues, but also the cultural context in which to view them. Understanding culture is an essential feature of being successful in global business, therefore the program integrates culture and the arts, painting, music, drama, history, food and local custom to provide insight and understanding into the way things are done and the reasons why. The participants of The Wharton Global Leadership Series come from over 20 different countries. Each is responsible for running a major business as chief executive, is about to assume this role or is responsible for the international growth of their company. The participants are joined by some forty guest resources who are leaders from government, business, science, technology, the arts and culture. Their role is to act as catalysts in the discussions by providing insights, experience and perspectives from the region in which each Forum is held. THE WHARTON GLOBAL LEADERSHIP SERIES North American Forum Philadelphia, USA, September 5-9, 2001 East Asian Forum Tokyo and Kyoto, Japan January 15-19, 2002 European Forum Stockholm, Sweden April 23-27, 2002 EAST ASIAN FORUM iii THE INTERNATIONAL FORUM PROGRAMS FOR 2001-2002 Since 1989 The International Forum has been developing senior executive education experiences for global companies. Over 250 companies from around the world have participated in programs of The International Forum in the past 13 years. The International Forum’s emphasis has been on the many challenges and changes taking place in the world and how that influences the role of leader in a global company. The Forum integrates culture, history and values with the business, economic and political agenda of the sessions and experiences. In addition to The Wharton Global Leadership Series, The International Forum also designs and develops custom and open enrollment experiences around the world for the most senior members of a company’s management team. The International Forum maintains a large global network of over 1,000 resources and facilitators in business, politics, culture, history, arts and sciences and draws from schools around the world including University of Pennsylvania, University of Michigan, Princeton University, INSEAD, University of Tokyo and others for its faculty. The network of resources exists for the benefit of its members and as such executives who have participated at The International Forum draw on this as an information resource, for coaching and advice and for assistance with new markets and opportunities. The China Forum Shanghai, Suzhou, Hangzhou, China October 23-27, 2001 Leadership Through Music Stockholm, Sweden April 21-22, 2002 iv THE INTERNATIONAL FORUM THE PARTNER EXPERIENCE The Partner Experience of The International Forum offers spouses of participants an opportunity to share in an active learning experience and cultural encounter. This specially designed program uses onsite visits and small encounter groups to help partners gain insight into a new culture. Drawing participants from a variety of countries, partners will share their own perspectives while encountering the people, places and ideas that make up Japan. Partners of participants attend many of the sessions of The Japan and East Asian Forum. To enhance this experience, the partners share specially designed sessions with guest resources of the Forum to consider how cultural values, lifestyles, education and social values are changing as Japan enters the 21st century. They also discover new ideas and solutions that they can use to enrich their family, life, workplace, communities and organizations in which they participate. Upcoming Partner Programs of The International Forum will be held at the following Forums: Leadership Through Music Stockholm, Sweden April 21-22, 2002 The European Forum Stockholm, Sweden April 23-27, 2002 EAST ASIAN FORUM v vi THE INTERNATIONAL FORUM TABLE OF CONTENTS Agenda and Contents of Sessions Information about the Wharton Global Leadership Series . .iii The International Forum . .iv The Partner Experience . .v Introduction to The Japan and East Asian Forum . .ix 1) Issues Facing the Participants of The International Forum . .2 2) Japan’s Economy, Business, and The Role of Government . .6 3) Japan and East Asia-The Dilemma of Free Market Capitalism . .10 4) Design of The Brand . .15 5) The Customer as The User- Marketing and Innovation in Japan . .19 6) Organization and People . .21 7) Strategies for A Changing Japan . .23 8) Civil Society and Social Welfare in Japan . .28 9) Social Change in Japan . .32 10) Tokaido Shinkansen . .36 11) The Onsen and The Ryokan in Japan . .40 12) Global Village-Culture of Civilizations . .41 13) Good Thinking, Good Products-The Toyota Motor Company . .42 14) Kyoto Shinese-Reinvention, Innovation, and Entrepreneurship in Japan . .47 15) The Search for Quality and Choice . .54 16) Conclusions about the Marketplace . .58 17) When Free Market Capitalism Meets Asian Values . .59 18) Taiko . .60 19) Japan, China and The Future of The East Asian Region . .63 20) Japan’s Heritage from China . .68 21) Conclusion . .70 List of Participants . .72 Listof Partners . .73 List of Guest Resources . .74 List of Faculty and Facilitators . .77 List of The International Forum Team . .78 Biographies of The Participants of The International Forum . .79 Biographies of The Guest Resources of The International Forum . .89 Biographies of The Faculty and Facilitators of The International Forum . .99 Biographies of The International Forum Team . .102 List of Directors of The International Forum . .104 EAST ASIAN FORUM INTRODUCTION TO THE JAPAN AND EAST ASIAN FORUM The Forum in Japan begins with discussions of the key political, economic, demographic, resource and financial issues that are affecting global business, as viewed from the East Asian perspective. What are the most significant events and changes affecting East Asia, its markets and its prospects? What is the outlook for change and the implications for doing business in Asia? How is China’s economic reform progressing and what will it mean for the region politically and economically? How is reform progressing in Japan and what is the outlook for the future of this large economy and society? How have recent terrorist and security incidents affected North American and European companies and how they do business in the region? How will Japanese and other East Asian businesses define the role for their global corporations and what can be learned from their perspective and approach? Japan represents two-thirds of the Asian economy. Its continued financial crisis in its banking sector and the absence of struggling political leadership have been given as reasons for its difficulty in restoring economic growth. Yet Japan has some highly successful international companies in many industries. The ability of Japanese companies to continue to innovate, create superior products and experiences which focus on the end user and compete in new and creative ways despite the challenges, provides many opportunities for leaders of global companies to learn from different approaches. The Forum examines the ways Japan is attempting to reform its institutions and the reasons why some companies in Japan are remarkably successful. The International Forum in Japan follows the 18th century Tokaido Road-vividly depicted by Hiroshige in his wood block prints-linking Japan’s two capitals. The first two days in Tokyo bring participants in contact with leaders and experts to focus on such issues as deflation, political change, deregulation and
Load more

Recommended publications
  • Mitsubishi Logistics Environmental and Social Report 2020
    Mitsubishi Logistics Environmental and Social Report Mitsubishi Logistics Environmental 2020 Mitsubishi Logistics Environmental and Social Report 2020 Mitsubishi Logistics Corporation Corporate Philosophy Engage in sincere and fair business activities to secure appropriate profits and promote steady growth, appropriately compensating our stakeholders while contributing to the realization of an affluent and sustainable society. Editorial Policy Contents The Mitsubishi Logistics Group (the “Group”) has issued this Editorial Policy, Tool Map and Contents 1 Environmental and Social Report each year since fiscal 2007 to fulfill its accountability about the effects of its business activities on society and Corporate History 2 the environment. Top Message 4 To disclose the goals, activity details and achievements of the Group’s CSR management, this Report describes precisely and in an Introduction of Businesses 6 easy-to-understand manner the promotion of CSR as well as each of Feature (Disaster Response) 8 the seven core subjects based on the “Guidance on Social Responsibility” (JIS Z 26000, ISO 26000). This Guidance is a global At a Glance 10 standard for CSR established by the Japanese Industrial Standards (JIS) and the International Organization for Standardization (ISO). Promotion of CSR Manifestation of The Three Principles of Mitsubishi’s Business 12 Boundary of the Report and Reporting Period Management Philosophy and the Code of Conduct, etc. Boundary of The Report covers Mitsubishi Logistics Corporation (the Promotion of CSR for every employee; Emphasis on communication 15 the Report: “Company”) and Group companies. Confirmation of major CSR activities 16 Reporting This Report covers our business activities for the period Period: from April 1, 2019 to March 31, 2020.
    [Show full text]
  • Lucky Charms
    FENDI’S NEW DATE THE BRAND HAS JOINED PRODUCERS ARE THE PARIS COUTURE MADE BECOMING BRANDS, CALENDAR FOR A SHOW FASHION’S COINCIDING WITH IN MONUMENTAL ROLE REMEMBERING LAGERFELD’S AND MORE. 50TH ANNIVERSARY SECTION II SEGERSTROM OF DESIGNING FURS FOR ITALY A LOOK BACK AT THE LEGACY OF SOUTH THE HOUSE. PAGE 2 COAST PLAZA FOUNDER HENRY SEGERSTROM. PAGES 16 TO 22 LAMPERT’S LATEST MOVE? XXXXXX Sears Hints at Exit Xxx Xxx Xxx Of Brick-and-Mortar Xxx Xxx Xxx Xxx By OVIDIS A NATQUE NET By VICKI M. YOUNG MENDA VOLUPTA turepudit, quias nestis accus as COULD EDWARD S. LAMPERT be thinking of taking resti beriasi doluptatem. Nem aut aperunto est ut Sears Holdings Corp. out of brick and mortar? perrori taquidem aut qui blatem ad eium fugiantur Lampert, Sears’ chairman and chief executive of- modi cus vel iusam fugiamus, omnim volendus, sinus FRIDAY, FEBRUARY 27, 2015 ■ $3.00 ■ WOMEN’S WEAR DAILY fi cer, didn’t rule out that possibility Thursday in a eaquas dolorep tatatent qui que sandelendis quis aut pre-recorded earnings call on fourth-quarter results, voluptur? WWD which once again were deep in the red even as the Nam essint aut ea duntinv elendiciam num exp- company trumpeted an “improved” performance. labo ribusae niam quidebi ssimet autat. Lampert has been preaching about a multiyear trans- Antiur, nobit faceptat. formation of the perennially beleaguered business to Idis molupti nonsequis doloren impelecae nusci an “asset-lite, member-centric integrated retailer” im solente molorep eribus des corpora tibus, odis et that has become more of an e-tailer, with a far smaller dunt dolorpo reiciatem dolo int adigend uciendus COLLECTIONS brick-and-mortar footprint.
    [Show full text]
  • Integrated Report 2015 WACOAL HOLDINGS Integrated Report
    www.wacoalholdings.jp/en WACOAL HOLDINGS WACOAL Integrated Report 2015 Integrated Report2015 発行日150831-DN-AT3 Printed in Japan WACOAL HOLDINGS We will contribute to society by helping women to express their beauty. The Calligraphy of Wacoal Group Founder Koichi Tsukamoto Editorial Policy for This Report Management Philosophy In accordance with international norms for integrated reporting, the Wacoal Group has been issuing integrated reports since fiscal 2011 as part of its com- munication with shareholders and other investors. This integrated report explains the Wacoal Group’s value creation activities not only through financial information but also through nonfinancial information about unique, significant assets and other facets of the Group’s business. OUR MISSION Further, the web site of Wacoal Holdings Corp. includes a wide range of information about the Group. We hope that referring to this integrated We will contribute to society by report in conjunction with the web site will further understanding of the Group. Going forward, we will helping women to express their beauty. continue pursuing an editorial policy that responds to changes in reader expectations. OUR VISION We, the employees and management of Wacoal, will maintain a refined corporate culture based on mutual trust and will continually strive to make Wacoal Holdings web site: www.wacoalholdings.jp/en the Company a global leader in the industry. OUR VALUES 1 Create products loved by customers Previous integrated reports (in IR Library): 2 Develop new products that meet the needs of the times www.wacoalholdings.jp/en/ir/library/ 3 Conduct business in a fair manner with a forward focus 4 Build a better Wacoal through better human resources 5 Fear not failure and boast not of success The Wacoal Group’s Four Assets This report defines the four assets that com- prise the Wacoal Group’s unique enterprise value (For details, please see “Value Creation System” on page 4.).
    [Show full text]
  • REACHING OUTWACOAL HOLDINGS Annual Report 2011
    WACOAL HOLDINGSWACOAL Annual Report 2011 REACHING 29, Nakajima-cho, Kisshoin, Minami-ku, Kyoto 601-8530, Japan OUT WACOAL HOLDINGS Annual Report 2011 110826-TCY-AT3 Printed in Japan 81 INVESTOR INFORMATION As of March 31, 2011 Stock listings Ownership and distribution of shares Tokyo, Osaka, NASDAQ Fiscal year-end Securities firms March 31 1.42% Securities code 3591 Individuals Financial institutions and others 38.68% Common stock 20.88% Issued: 143,378,085 shares Outstanding: 141,198,346 shares Other Japanese Foreign institutions companies and individuals Trading unit 18.66% 20.36% 1,000 shares Shareholder register agent for common stock Mitsubishi UFJ Trust and Banking Corporation 1-4-5, Marunouchi, Chiyoda-ku, Tokyo 100-8212, Japan American depositary receipts Major shareholders % Cusip No.: 930004205 The Bank of New York Mellon as depositary bank for depositary receipt holders* 11.27 Ratio (ADR:ORD): 1:5 The Bank of Tokyo-Mitsubishi UFJ, Ltd. 4.88 Exchange: NASDAQ Meiji Yasuda Life Insurance Company 4.73 Symbol: WACLY Mika Noguchi 4.67 Depositary Nippon Life Insurance Company, Limited. 3.73 The Bank of New York Mellon The Bank of Kyoto, Ltd. 3.28 101 Barclay Street, The Dai-ichi Mutual Life Insurance Company 2.72 New York, NY 10286, U.S.A. The Shiga Bank, Ltd. 2.54 Tel: 1-212-815-8161 Japan Trustee Services Bank, Ltd. (Trust Account) 2.30 U.S. toll free: 888-269-2377 Mitsubishi UFJ Trust and Banking Corporation 2.12 (888-BNY-ADRS) * Shares deposited to issue American Depositary Shares traded on the NASDAQ stock market.
    [Show full text]
  • REACHING out WACOAL HOLDINGS Integrated Report 2012
    WACOAL HOLDINGSWACOAL Integrated Report 2012 29, Nakajima-cho, Kisshoin, Minami-ku, Kyoto 601-8530, Japan REACHING OUT WACOAL HOLDINGS Integrated Report 2012 120905-TCY-AT3 Printed in Japan editorial Policy for this Report 02 20 Aiming to further understanding of its financial and non-financial information, OVERVIEW A SUSTAINABLE WACOAL the Wacoal Group began issuing integrated reports from the previous fiscal year. This new format combines an annual report, detailing business results and business strategies for shareholders and other 04 34 investors, with a communication report, focusing on the Group’s corporate social responsibility (CSR) initiatives. Reflecting ACTION CORPORATE GOVERNANCE this editorial policy, for our report on the fiscal year under review we have further enhanced the content and changed the title from Annual Report to Integrated Report. We intend to continue pursuing an editorial 06 37 policy that responds to reader expectations. DIRECTION BOARD OF DIRECTORS Contents 38 CORPORATE AUDITORS 08 39 PERFORMANCE FINANCIAL SECTION 10 80 STRATEGY FROM TOP CORPORATE DATA MANAGEMENT 14 81 PERFORMANCE OVERVIEW AND INVESTOR INFORMATION STRATEGIES BY SEGMENT Announced publicly in 1964, Wacoal’s vision includes the phrase “mutual trust.” The motivation for putting these words into our vision came from our founder Koichi Tsukamoto’s decision—based on his humanistic philosophy—to position mutual trust at the center of business management and thereby build relationships of trust with employees. Since then, aiming to realize the goal of “Helping women to express their beauty” set out at the time of its 1946 establishment, Wacoal has built relationships of mutual trust not only with employees but also with society.
    [Show full text]
  • The Implications of Japanese Foreign Policy Towards Myanmar Since 1988
    Discussion Paper No.159 The Implications of Japanese Engagement Policy towards Myanmar: 1988-Present Suppakarn Pongyelar October 2007 Graduate School of International Development NAGOYA UNIVERSITY NAGOYA 464-8601, JAPAN 〒464-8601 名古屋市千種区不老町 名古屋大学大学院国際開発研究科 The Implications of Japanese Engagement Policy towards Myanmar: 1988-Present Suppakarn Pongyelar1 Abstract This paper investigates the roots of Japan’s Myanmar policy, namely, internal influences which include national interests, Japanese traditional political cultures and domestic politics and external influences which are Japan-US relations, burgeoning China influence in Southeast Asia and universal values of democracy and human rights Japan has followed since the end of World War II. The study argued that the engagement pattern of Japanese involvement in Myanmar over the past decades went around the mentioned internal and external implications searching for ultimate national interests and its challenge to changing politico-economic circumstances in East Asian and Southeast Asian region. ODA volumes are the essential tools of Japan in checking and balancing these relating factors. Japanese government curbed or temporarily stopped its ODA volumes to secure its longstanding economic and security ties with the US as well as its image as established democratic countries and ODA Charter protector. Its ODA means also a tool to maintain its relationship with Myanmar in the midst of China influence, if not to curb Chinese presence in the country for the time-being. 1 Foreign Research fellow of GSID, 2007. She is an Assistant Professor, Department of History, Faculty of Social Sciences, Kasetsart University, Bangkok, Thailand. She got Ph.D. in 2000 from GSID. 1 Table of Contents Introduction 1.
    [Show full text]