DOCSLIB.ORG

Corporate Profile

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Corporate Profile Company Outline ［ ］ Name of company: AEON DELIGHT CO.,LTD. Capital: 3,238 million yen Established: November 16, 1972 Stock Listing: Tokyo Stock Exchange, 1st Section Representative: Kazumasa Hamada, President & CEO Number of Employees: 4,074 Group Total: 22,062 Headquarters: Minamisenba Heart Building, Minamisenba (as of end of February 2020) 2-3-2,Chuo-ku, Osaka 542-0081, Japan Description of Business: Facility Management HISTORY 1972 Nov. Nichii Maintenance Co., Ltd. is established in Higashi-ku,Osaka. 2010 Sep. Company merges with CERTO Corporation. 1976 Mar. Business name is changed to Japan Maintenance Co., Ltd. Company afliates CERTO (BEIJING) COMMERCE CO., LTD. 1995 Apr. Headquarters is moved to Minamisemba , Chuo-ku, Osaka. (present AEON DELIGHT (BEIJING) COMMERCE CO., LTD.) Sep. Capital is increased to 3,238 million JPY. 2011 Apr. Company acquires 90% of the stock of Kajitaku Inc. (present Aqutia Company is listed on the second section of the Osaka Co., Ltd) and afliates the company. Securities Exchange. May Company acquires 54.8% of the stock of A to Z Service Co.,Ltd. Pursuing the creation of “Environmental Value” 1999 July Company is listed on the second section of the Tokyo and afliates the company. Stock Exchange. Dec. Establishes FMS Solution Co., LTD. 2000 Feb. Company is listed on the rst section of the Tokyo Stock 2012 Feb. The representative ofce of AEON DELIGHT CO., LTD. in Beijing is Exchange. established in China. Company is listed on the rst section of the Osaka Mar. Establishes AEON DELIGHT (MALAYSIA) SDN. BHD. Securities Exchange. Sep. Aeon Delight Teda (Tianjin) Comprehensive Facility Management Nov. Three administrative centers in the Osaka branch acquire Service Co., Ltd. is established at Tianjin in China. Quality Management System (ISO 9002) certication. Oct. Company acquires 51% of the shares of Aeon Delight (Suzhou) 2001 June Japan Maintenance Academy Co., Ltd. is established. Comprehensive Facility Management Service Co., Ltd. (present AEON DELIGHT ACADEMY CO., LTD.) (present Aeon Delight (Jiangsu) Comprehensive Facility 2003 July Headquarters and Tokyo Ofce of AEON Techno Service Management Service Co., Ltd.) and afliates the company. Co., Ltd. acquires Environmental Management System Company acquires 55% of the shares of AEON COMPASS CO., LTD. (ISO 14001) certication. and afliates the company. 2004 Mar. Japan Maintenance Security Co., Ltd. is established. Company acquires 51% of the shares of General Services,Inc. (present AEON DELIGHT SECURITY CO., LTD.) and afliates the company. July Company acquires all the shares of Asahi Bank Building Dec. Establishes A-Life Support Co., Ltd. Maintenance Co., Ltd. reforming it into afliate company Establishes AEON DELIGHT (VIETNAM) CO., LTD. Japan Maintenance Seres Co., Ltd. 2013 July Company acquires 51% of the shares of Wuhan Xiaozhu Dec. Company acquires all the shares of Towers Co., Ltd., reforming Comprehensive Facility Management Service Co.,Ltd. and afliates it into afliate company Japan Maintenance Towers Co., Ltd. the company. CORPORATEPROFILE 2005 Dec. All companies acquire Quality Management System(ISO 9001) 2015 Dec. Company acquires 89% of the shares of Hakuseisha CO.,LTD. certication. and afliates the company. 2006 May Company acquires all the shares of AEON Techno Service Co., Ltd. 2016 Dec. Company merges with A-Life Support Co., Ltd. Sep. Company merges with AEON Techno Service Co., Ltd. 2017 Mar. Establishes AEON DELIGHT (SHANGHAI) MANAGEMENT CO., LTD. Business name is changed to AEON DELIGHT CO., LTD. Jun. Company merges with FMS Solution Co., LTD. 2007 May Company forms a business and capital alliance with A to Z Company merges with AEON DELIGHT Seres Co., LTD. Service Co., Ltd. 2018 Apr. Establishes AeonDelight DeepBlue Technology (Shanghai) Co., Ltd. Sep. AEON DELIGHT (BEIJING) CO., LTD. is established. May Company acquires 100% of the shares of U-COM Co.,Ltd. 2008 Mar. Company forms a business alliance with NEMOTO & CO., LTD. and afliates the company. Oct. Company acquires 40% of the shares of Kankyouseibi Co., Ltd. Oct. Company acquires an additional 49% of the shares of Aeon Delight and afliates the company. (Jiangsu) Comprehensive Facility Management Service Co., Ltd., 2009 Apr. Company acquires 40% of the shares of DO SERVICE co., Ltd. making it a wholly owned afliate. and afliates the company. Company acquires an additional 49% of the shares of Wuhan July Company acquires Environmental Management System Xiaozhu Comprehensive Facility Management Service Co., Ltd., (ISO 14001) certication. making it a wholly owned afliate. 2010 Feb. Company completes construction of research and training Dec. Company acquires 90% of the shares of PT Sinar Jernih Sarana facility "AEON delight Academy Nagahama" in Nagahama City, and afliates the company. Shiga Prefecture. 2010 June Business areas of AEON DELIGHT Seres Co., Ltd. and AEON DELIGHT Towers Co., Ltd. transferred to AEON DELIGHT. https://www.aeondelight.co.jp Osaka Headquarters: Minamisenba Heart Building, Minamisenba 2-3-2, Chuo-ku, Osaka 542-0081 TEL: 06-6260-5621 Tokyo Headquarters: St. Luke’ s Garden Tower 8F, 8-1 Akashi-cho, Chuo-ku, Tokyo 104-0044 Issued on July 1, 2020 TOPMESSAGE SDGs（Sustainable Development Goals） Building the “New Normal” in Facility Management and SDGs refers to the 17 sustainable development goals (SDGs) to be achieved by 2030 as dened by the UN Aiming to Be an Environment Value-creating Company summit as part of the Action Plan for Humanity, the Earth, and Prosperity. The cooperation of all players in Asia that Resolves the Three Socials Issues Related to has been called for, including private companies and “Safety and Security,” “Labor Shortage,” and “Environment” civil society. ■Our medium- to long-term growth strategy “AEON delight ■Facilities transforming their roles due to the COVID-19 pandemic Vision 2025” ～Building the “new normal” in facility management～ In order for AEON delight to contribute to the realization of a The spread of COVID-19 has had a major impact on all areas of Our initiatives toward a sustainable society “sustainable society” based on our management principle “To social activity, and people are making changes to their lifestyles Resolve three social issues, and support customers and local communities continue to create ‘environmental value’ of clients and local and workstyles to accommodate preventive measures with communities,” we asked ourselves once again about the origin and economic activities as we enter a phase called “with corona.” the signicance of our business and decided to focus our efforts Considering the signicant impact of the recent corona pandemic towards resolving the three socials issues of “Safety and Security,” on people’s lives and the economy, in the “after corona” phase Safety and Security Labor Shortage Environment “Labor shortage,” and “Environment” through our businesses. when the spread of the virus has been brought under control, Subsequently, in October 2018, the “AEON delight Vision 2025 lifestyles and workstyles will not return to how they used to be A series of natural disasters have occurred in As the labor shortage is becoming more serious Our company follows parent company AEON (hereinafter, Vision 2025)” was formulated as our medium- to before the corona pandemic. We will need to adjust to a “new recent years, and as a company with the mission in Japan and China, AEON delight provides CO., LTD’s goal to reduce CO and other long-term growth strategy, and we made a pledge to “Aim to be an normal” of living. This will also have a great impact on the roles of of providing “safety, security, and comfort” through solutions that resolve the labor shortage for both emissions to zero with AEON Decarbonization environment value-creating company in Asia that resolves social facilities. Infection prevention measures will become the norm for facilities and their surrounding environment, we our company and our customers, through our Vision 2050. AEON also joined the international issues based on ‘Safety and Security,’ ‘Labor shortage,’ and all facilities, teleworking for ofce workers will spread, and more support customers’ BCPs* in order to minimize creation of the AEON delight (AD) platform. Our initiative “RE (Renewable Energy) 100” the goal of ‘Environment’ as the three pillars of our growth strategy.” We have on-line classes will be offered at universities and educational damage during a disaster. We also offer development services The AD platform invalues collecting, which aims to do business using 100% renewable been promoting initiatives ever since to resolve the three social issues facilities for children. support for disaster prevention and disaster storing data acquired from inside and outside energy. We participate in the vision as a company through our business eld of facility management (hereinafter, FM). reduction systems in times of peace. Additionally, facilities through our services and analyzing that responsible for energy management within the In line with the changes in newly required functions, digitalization we continue to evolve “Safety and Security.” by data with AI, and provide optimal solutions to Aeon Group. We have established energy ■ Responding to the COVID-19 pandemic of facilities will be accelerated. actively introducing technology such as AI, IoT, customer issues. Solutions include streamlining management as a new pillar for our business, In light of the global spread of COVID-19, AEON delight set up a task Based on the Vision 2025, AEON delight will respond to the needs of and robots. and automation of operations, remote monitoring and we will contribute to the achievement of a *Business Continuity Plan. This is a plan in order for businesses to and automatic control of equipment, and decarbonized society together with our local force from the beginning of 2020 involving members from countries the “new normal” era by accelerating the digital transformation that continue to operate under unexpected circumstances, and where we operate, in Japan, China and ASEAN, and company-wide we have been promoting in our services, while also developing and resume services quickly if interrupted.
Load more

Recommended publications
  • 2011 Ehime JET Returnees' Guide
    2011 Ehime JET Returnees’ Guide For Non-Reappointment JETs graduating from Ehime life Edited and revised by your current and former Ehime Prefectural Advisors & Regional Advisors 2011 Ehime JET Returnees’ Guide Introduction You‟re now coming to the end of your tenure on JET and are preparing to leave. So what exactly are you supposed to be doing, and how do you go about it? This guidebook is here to help your transition from Ehime JET living into the next stage of your life. It has been put together over the years by a number of Ehime JETs who have also been through this process. Most sections of this guidebook has been updated, but some of the information may be a little out of date, so if you do come across any mistakes or you find some more current information, please pass this on to the Prefectural Advisors (PAs). The handbook has been divided into sections, hopefully allowing for easy use. Please have a read through each section. If there is something you can‟t find, or you have any questions on, please contact one of the PAs. Finally, congratulations on making it through your time on JET, and we hope you had a wonderful time and experience here in Ehime. We wish you the best of luck in all of your future endeavors. Vicky Murphy and Daisuke Yoshida Ehime JET Prefectural Advisors (2011-2012) 2 2011 Ehime JET Returnees’ Guide Table of Contents Introduction ············································································· 02 Countdown ············································································· 04 Checklist
    [Show full text]
  • Commodity, Capital, and Commercial ELT: a Political Economy of Eikaiwa English Language Teaching
    Commodity, Capital, and Commercial ELT: A Political Economy of Eikaiwa English Language Teaching Doctoral Thesis William Simpson IOE – UCL (Applied Linguistics) Word Count: 95,882 1 Signed Declaration: I, William Simpson, confirm that the work presented in this thesis is my own. Where information has been derived from other sources, I confirm that this has been indicated in the thesis. 2 Abstract: The aims of this research are threefold. Firstly, to understand how the drive for profit in commercial English language teaching (ELT) affects the manner in which language is taught. Secondly, to understand the how the various ways in which teachers are valued (monetarily in wages, valued as a ‘good’ teacher, and valued as an ‘authentic’ speaker of a language for example) interrelate with one another. Finally, the research aims to give an account of how teachers’ experiences of potential contradictions and tensions between commercial and pedagogic interests, and multiple forms of valuation, inform the way they understand themselves in relation to the economy and society more broadly. The research synthesises a body of research on political economy and language with Marxist political economy in order to understand commercial ELT through the moments of capital as value in motion: from the production and consumption of lessons, to the realisation of the lesson’s value in its sale, through to the distribution of this value in the form of wages. In focussing in on these moments throughout the circulation of capital, the research gives an account of the contradictory forces and interests at play within commercial eikaiwa – a form of ELT in Japan in which teachers are often precariously employed.
    [Show full text]
  • DAIWA Earnings Analysis of Major Banks–I
    DAIWA DAIWA INSTITUTE OF RESEARCH LTD. 6 December 2007 (No of pages: 19) Earnings Analysis of Major Banks–I —1H FY07 Earnings Summary and Operating Environment— (Sumitomo Mitsui Banking Corp is affiliated with Daiwa Securities SMBC. See disclaimer below.) Equity Research Dept Akira Takai • Major banks’ aggregate 1H FY07 parent real net business profit (total sum of group banks) edged down 2.6% y/y to Y1,614.8 billion. Domestic net interest income expanded, mainly thanks to improvement in loan-deposit interest rate spreads. Treasury operations apparently improved overall, helped by lower overseas interest rates. Meanwhile, slow growth in net fee/commission income and an increase in overhead weighed on profit. • However, the main factor dragging down profit was aggregate credit costs net of recoveries, which reached Y366.1 billion, reversing course net credit recoveries of Y244.9 booked a year earlier. A number of banks took a hit from earnings deterioration at group non-banks and higher income taxes due to the realization of deferred tax assets during the year-earlier period. This capped aggregate consolidated net income at Y947.9 billion, 45.4% below the 1H FY06 figure, which was the highest in history. However, solid profitability prompted some banks to resume or raise common dividends in 1H. • The BOJ did not raise interest rates in 1H, after having lifted the unsecured overnight call rate 0.25% twice in FY06. The bond market retreated in 1Q but began to rebound in 2Q. Meanwhile, global equity markets pulled back in response to the deepening subprime loan crisis in August, causing Japanese equities to plummet.
    [Show full text]
  • Mozo Wondercity to Open on Tuesday, April 21
    March 5, 2009 Mitsubishi Corporation AEON MALL Co., Ltd. AEON RETAIL Co., Ltd. Opening of Mozo Wondercity in Nagoya City, Aichi Prefecture Mozo Wondercity To Open on Tuesday, April 21 Since November 2007, Mitsubishi Corporation (MC) and AEON Mall Co., Ltd (AM) have been redeveloping a shopping center in the north of Nagoya city, named “Mozo Wondercity”. The shopping center will open its doors to the public on April 21. Mozo Wondercity aims to “create a pleasant community for all” through services that meet the constantly changing needs of the consumer. The symbol of Mozo Wondercity is a baby tree, which has strong natural and environmental connotations. This is included in the shopping center’s new logo (as shown below). The baby tree signifies two things. The first is growth. Just as a carefully-nurtured sapling eventually grows into a magnificent tree, this new mall will hopefully flourish thanks to the care, support, and patronage of the community. The second is our natural environment. The baby tree image shows how Mozo Wondercity will exist as an environmentally conscious and friendly facility, a relatively new concept among shopping centers. 1 History of Mozo Wondercity The original shopping center was developed in 1994 and has been operated by AEON Mall Co., Ltd. for 13 years. During this time, it has been the most popular shopping center in the region. Amidst ongoing housing developments, however, the landscape has changed, and consumer preferences have grown increasingly diverse. The decision was made by MC and AM to redevelop the shopping center in order to better respond to these changing needs, giving rise to the new “Wondercity”.
    [Show full text]
  • An English Market in Japan: a Brief Psychology and History of Big Four Development
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by KANAGAWA University Repository Article An English Market in Japan: A Brief Psychology and History of Big Four Development Theron E. Fairchild Abstract The Big Four, in corporate English school history in Japan, set the standards for language communication as a commodity, as well as drove and dominated a market that annually generated billions in Japanese yen and reached hundreds of thousands in student-customers. The paper addresses the historical rise, decline, and resiliency of this industry, from the perspectives of management, marketing, and its underlying consumer psychology. The paper begins with critiques on the Japanese system of English education and the need for communicative training, followed by recent research from social, educational, and language psychology, as well as neuroscience, which collectively support why the need for such communication was desired in Japan. The paper next explores how that desire was commodified and marketed, how the student became a customer, and how the role of teacher became a sales asset. The focus on the Big Four schools presents a brief history of how two of them survived, how two failed, and how the market for private English has changed, from its rocketing beginning during the Japanese bubble economy of the 1980s, through the changes and downturns that occurred up to the present. keywords: EFL history, eikaiwa, English conversation school, English in Japan, English language business, English school history, language learning market Introduction In February 2006, the Japanese Ministry of Economy, Trade and Industry was reporting 826,000 enrollments in private English-conversation (eikaiwa: 英 会 話 ) schools in Japan, generating a monthly sales figure for the industry of ¥17.2 billion (apx.
    [Show full text]
  • AEON MALL Rifu Renewal
    AEON REIT Investment Corporation 16th FP ( Jan. 2021) Financial Results Presentation Material (the Asset Manager) AEON Reit Management Co., Ltd. Stock code : 3292 https://www.aeon-jreit.co.jp/ Table of contents I. 16th FP Financial Result/ 17th FP・ 18th FP Forecast /Future Growth Targets II. AEON REIT's Strengths 1. Executive Summary.............................................................. P.6 1. AEON REIT's Strengths................................................... P.23 2. “Community Infrastructure Asset” localized 2. 16th FP ( Jan. 2021 ) Financial Summary ........................ P.7 successfully ......................................................................... P.24 3. 17th FP( Jul. 2021) Forecast............................................. P.8 3. Perspectives of the “Community Infrastructure Asset”.................................................................................... 4. 18th FP( Jan. 2022) Forecast............................................ P.9 P.25 4. Stability of Community Infrastructure Asset and 5. 16th FP Operational Status ～Domestic Commercial its Rent ................................................................... P.26 Facilities Business Status～..................................................... P.10 5. External Growth ～Selective investments backed by 6. 16th FP Operational Status ～ Domestic Commercial Pipeline Support～ .............................................................. P.27 Facilities Store Performance～ ............................................... P.11 6. External Growth
    [Show full text]
  • Aeon Cover Letter Japan
    Aeon Cover Letter Japan irrefragably?Acquainted and Phobic hard-and-fast Wilt demythologise Ware catches, that Vehmgericht but Anatol erectly carouses barbecuing dwarfishly her and Valetta. etymologises Is Arel balked financially. or theodolitic when alleviates some oglers drizzle Proper visa is that those who snubbed me, aeon letter templates including no real guideline that i really got us Modern End-of-Life Services in Japan The Atlantic. Forms AEON Credit Service Malaysia. Data capturer cover letter example beautiful sample resume. Teach English in Japan with AEON Corporation AEON offers the important opportunity letter you to peg and wear in Japan Gain teaching international business. Japan in teaching started get what How Aeon with tips Interview courses TEFL. Aeon a trouble of ideas. Your miracle to Japan's Mall Food Courts aka Safety Nets for. Aeon which feature about 100 million customers also plans to harness. Each new teacher is asked to write a domestic of introduction to community school staff introduce. At 300pm immediately bill the mile East Japan Earthquake Aeon. I was searching for jobs in Japan when I apply across companies like AEON and NOVA. HIDSERP comcover-letterexamplesteachingenglish-teacher JobHero. Job Discussion Forums View topic Anybody get rejected. Of specialty stores covering a broad market range and smaller. Notice that since big companies like Interac Aeon etc always full proof of 10. ESL Teacher Cover for Example 2 The discussion 20 or 30 years. See capital of Gaba Teach English in Japan on Facebook Log In. Thank you email after you laid off Il Segugio Maremmano. Cookery Asian Cookery Chinese Cookery Indian Cookery Japanese.
    [Show full text]
  • 36.4 Tlt.Pdf
    accent argot articulation brogue cant The communication conversation dialect diction Languagedictionary discourse doublespeak expression gibberish Teacher idiom <jalt-publications.org/tlt> interchange jargon lexicon lingua franca JALT2012 Pre-conference Special Issue . July / August 2012 palaver Volume 36, Number 4 3 Plenary speaker articles from Suresh Canagarajah,parlance John Eyles, Alan Firth, Özge Karaoğlu, and Jeanettepatois ISSN 0289-7938 Littlemore phraseology ¥950 18 Featured speaker articles from Charles Browne, Carolyn Graham, Marjo Mitsutomi, Garold Murray, Ted O’Neill,prose The Japan Association Diane Nagatomo, John Wiltshier, and Sean Wraysignal for Language Teaching slang Feature Article . sound 41 Eleanor Carson and Hidenori Kashihara examinespeech students’ preferences for L1 use in the L2 classroom THE JAPAN ASSOCIATION FOR LANGUAGE TEACHING 全 国 語 学 教 育 学 会 style talk JALT2012 Readers’ Forum . terminology Making a Difference 49 Simon Cooke explores grammar and autonomy tongue 55 Chris Wharton highlights two classroom activities that transcend level and age utterance verbalization My Share . vernacular 61 Contributions from Bibby, Chauhan-Lidgleyvocabulary and Lidgley, October 12-15, 2012 Cheetham, Lange and Park vocalization ACT City Hamamatsu, Hamamatsu, Japan Book Reviews . voice <jalt.org/conference> word 67 Text Reviews from Fast and Nagai wording JALT Publications } GRASSROOTS Laura MacGregor – Gakushuin University JALT Publications Board Chair Joyce Cunningham & Mariko Miyao Bern Mulvey – Iwate University Ted O’Neill
    [Show full text]
  • School Comparison (Version 1)
    Nova Geos Berlitz ECC Aeon Interview U.S Based Recruiting Yes *1 Ocassionally *4 No No. Toronto Yes. Paid Flight Over No No No No No Working Conditions Teaching (contact) Hours 22.6 *2 Up to 25 22 to 23 25 25 Office Hours 11.4 3 to 4 4.5 4.5 Total Hours 34 29.5 25-29 29.5 29.5 Training & Teaching 5 Days/ Paid in Several Days & 30 Days at 90 Days/Paid in How long 10 Days Japan & Follow- Ongoing Home & Ongoing Japan up Training Yes. Semi- Curriculum Flexibile? Activities Only No No No flexible Housing Housing Provided Yes Yes No *6 Yes Yes Furnished Apartment? Yes Yes No Yes Yes Private & Shared Private Apartment Private & Shared yes No Private *7 Key Money Paid? Yes yes No Yes Yes No. Subsidized No. 50,000 to No. Average Rent Paid No No 42,000 Yen Per 70,000 yen 55,000 Yen Month Salary and Benefits 250,000/Month 250,000/ Month 250,000/ Month 252,000/Month 255,000/ Month Salary in Yen Avg. *3 Avg. Avg. Avg. Avg. 10 and National 20 and National 10 and National 22 and 13 15 and National Paid Vacation Days Holidays Holidays *5 Holidays National Holidays Holidays Up to 100,000 Yes. Dependent Yes. 65,000 Yen. Renewal Bonus No No Yen on Review Increases on 2nd Up to Yes. Not Dependent on Yes. Performance Raises After Completion 1-3% Per Year 15,000/Month Specified Review Based Yes 6,000 No Info. Health Insurance Yes-Free Yes-Free Yes-Free Yen/Month Available No Info.
    [Show full text]
  • NEW Time Totalk Intermediate
    Shane English School Japan February 2015 Volume 18 Issue 1 NEW Time toTalk intermediate See page 9 for pink more information in this issue... 2 - 3 News and Announcements 18 All About Portmanteau Words 4 - 7 It’s the Principal of it 19 The Capital of Tokyo 9 Tickled Pink 20 Relative Zero - A thought provoking peace 10 - 11 Kid’s Easter Activities 21 Spring will soon be here! 12 - 13 Taiken Tips 22 Recommendations 13 - 15 We Mean Business 23 Puzzle page 16 - 17 Mixed Ability Young Learner Classes 24 Calendar Shane Teachers’ newsletter - February 2015 1 “ News and Announcements. Adult progress check “ answer sheet errata Adult progress check time is fast approaching. You Standby can find the adult progress check answer sheet in section D4 of the 2014 Teaching Manual In the event that you are sick on any day of the LTCL Diploma Eikoh (available online and in all schools). SUCCESS! week, please call: Discounts Unfortunately the answers to the Clockwise Many congratulations to the following teachers who Advanced (spring) check in the paper version have successfully completed the Diploma with Shane. Teachers who have worked for Shane for 6 are incorrect. Many thanks to the teacher that month’s or longer may be entitled to discounts passed on this information. The intranet edition 090 1817 8467 • Sam Holman (CBD) when they enrol their children for classes at some has been updated, but the teaching manual in the • Chris Needham (CBD) Eikoh schools. You need to complete a form to schools won’t be changed until April.
    [Show full text]
  • “More Japanese Than Japanese”: Subjectivation in the Age of Brand Nationalism and the Internet
    “MORE JAPANESE THAN JAPANESE”: SUBJECTIVATION IN THE AGE OF BRAND NATIONALISM AND THE INTERNET by REBECCA LYNN CARLSON B.A., SAN FRANCISION STATE UNIVERSITY, 1996 MFA, TEMPLE UNIVERSITY, 2003 MA, TEMPLE UNIVERSITY, 2006 Submitted to the Graduate Faculty of THE DIETRICH SCHOOL OF ARTS & SCIENCES in partial fulfillment of the requirements for the degree of Doctor of Philosophy University of Pittsburgh 2018 UNIVERSITY OF PITTSBURGH THE DIETRICH SCHOOL OF ARTS & SCIENCES This dissertation was presented by REBECCA LYNN CARLSON It was defended on APRIL 2, 2018 and approved by Laura C. Brown, Assistant Professor, Anthropology Tomas Matza, Assistant Professor, Anthropology Annette Vee, Assistant Professor, English Clark Chilson, Associate Professor, Religious Studies Dissertation Advisor: Andrew J. Strathern, Andrew Mellon Professor, Anthropology ii Copyright © by Rebecca Lynn Carlson 2018 iii “MORE JAPANESE THAN JAPANESE”: SUBJECTIVATION IN THE AGE OF BRAND NATIONALISM AND THE INTERNET Rebecca Lynn Carlson, PhD University of Pittsburgh, 2018 Today, modern technologies and the rapid circulation of information across geographic boundaries are said to be making the nation-state less relevant to daily life. In contrast, this dissertation argues that national boundary maintenance is increasingly made more relevant not in spite of such technologies, but precisely because of them. Indeed, processes of circulation are themselves making and re-making such boundaries rather than erasing them, while states simultaneously react to contain the perceived threats of globalization and to capitalize on the sale of their “cultural” commodities through nation branding. For American otaku, or Japan fans, internet technologies and the consumption of Japanese media like videogames and anime are quintessential global flows from within which they first articulate a desire for Japan.
    [Show full text]
  • GAIN JA8708 – Japan Regional Retail Food
    THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. GOVERNMENT POLICY Voluntary - Public Date: 12/21/2018 GAIN Report Number: JA8708 Japan Post: Osaka ATO Japan Regional Retail Foods Report Categories: Retail Foods Approved By: Jeff Zimmerman - Osaka ATO Director Prepared By: Kenta Kubokawa - Agricultural Marketing Specialist Report Highlights: In 2017, Japan’s retail food and beverages sector accounted for $474.3 billion in sales of which an estimated $310 billion, or 65 percent, is attributed to regional independent supermarket chains. This report provides an overview by region of independent supermarkets. Independent regional supermarkets provide opportunities for either new U.S. exporters or those looking to further penetrate the Japanese market. Japan’s Regional Independent Supermarkets This report provides an overview of Japan’s regional independent supermarkets; in particular, those whose management makes independent purchasing decisions (cf. Appendix I). This definition excludes nationwide firms – such as United Supermarket Holdings (U.S.M.H.), Aeon, Ito-Yokado, Seiyu - and their directly managed subsidiaries whose purchasers have less autonomy over product purchasing. For a more detailed analysis of the overall Japanese retail market, one should refer to the annual Japan Retail Foods GAIN report located here Regional Focus In 2017, Government of Japan (GoJ) statistics show the total value of all retail food and beverage sales was estimated at $474.3 billion (52.2 trillion JPY) (1 USD =110 JPY). Of this total, the domestic supermarket/general merchandise stores (SM/GSM) sector (excluding Department Stores) accounted for 72 percent or, $342 billion in food and beverages sales.
    [Show full text]