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CONTENTS
12 Tony McNicol
“One thing that indicates the closeness of the two countries is the way we have worked together. Japan has been a great partner and we have been in close coordination with the country.”
Volume 46 | Issue 1 | January 2009
Features COVER STORY 12
ACCJ Person of the Year 2008 Outgoing U.S. Ambassador John Thomas Schieffer is interviewed by Simon Farrell. ACCJパーソン・オブ・ザ・イヤー2008
離任が決まったジョン・トーマス・シーファー駐日米大使のインタビュー。聞き手はサイモン・ファレル。
24
Downturn Ups MBA Demand When the economy dives, ambitious managers go back to school and arm themselves with an MBA, ready to exploit any market recovery. By Julian Ryall 景気後退でMBA人気
景気が低迷すると、上昇志向のマネージャークラスは学校に舞い戻り、MBA取得で知識武装。景気回復の あかつきに飛躍を狙う。文／ジュリアン・リアル
34
ACCJ Event Management and leadership guru Dr. Marshall Goldsmith shares his secrets. By Julian Ryall ACCJイベント
経営とリーダーシップの第一人者、マーシャル・ゴールドスミスが極意を伝授する。文／ジュリアン・リアル
January 2009 | The Journal | 3
CONTENTS
Volume 46 | Issue 1 | January 2009
47
50
Kansai International Airport Co., Ltd.
A Dream a Day in Tokyo
21
DEPARTMENTS 9
Note from the Editor
11
President’s Message
21
Media Watch Marketing hits. Termite problem. Warm biz. Label readers. Stingy Osakans. Concert goers.
30
On the Spot Roger Berman, the first foreigner to head the International Licensing Industry Merchandisers’ Association in Japan, is interviewed by Tony McNicol.
32
Opinion Leader His Holiness the 14th Dalai Lama of Tibet on CSR, equality and poverty.
オピニオンリーダー チベットのダライ・ラマ14世がCSR、平等、貧困について語る。
42
ACCJ Awards The 2008 Leaders and Volunteers of the Year—and a long-serving member gets a special Lifetime Achievement Award.
43
Out and About Speakers, members and guests photographed at ACCJ events in 2008.
45
Events Line-up Selected business and leisure-related happenings in January. By David Umeda
47
FDI Portfolio Airports survey. Building-kit systems in Osaka. Shanghai skyscraper. Chile investment. Topshop expands. Expat guide. By Nicole Fall
50
Business Profile Helping terminally ill children is the heartbreaking but rewarding job of Bindu Varma at the ACCJ’s sole NPO member, A Dream a Day In Tokyo. By Tony McNicol
53
Behind the Book Bill Emmott’s Rivals: How the Power Struggle Between China, India and Japan Will Shape Our Next Decade is reviewed by Tom Baker.
54
Advocacy Update ACCJ Viewpoints
56
In the Final Analysis By Samuel H. Kidder
4 | The Journal | January 2009
aCCJ Leaders President Thomas W. Whitson kpMG fAs co., ltd. Chairman Charles D. Lake II Aflac Japan Vice Presidents Michael J. alfant fusion systems Japan co., ltd. Laurence W. Bates General electric Japan, ltd. William r. Bishop, Jr. nippon Becton Dickinson co., ltd. Michael D. Bobrove (kansai) nihon Medrad k.k. Kumi Sato cosmo public relations corporation Mark F. Schwab United Airlines, inc. Chris Zarodkiewicz (chubu) cezars international k.k. Treasurer Nasir Majid pricewaterhousecoopers Brett Jensen (kansai) colliers hallifax Steve Burson (chubu) h&r consultants aCCJ Governors andrew Conrad Aflac international, inc. Christopher K. Ellis chrysler Japan company, ltd. Bruce J. Ellsworth Johnson & Johnson family of companies James Foster Microsoft Japan Harry Hill (Chubu) oak lawn Marketing, inc. Tad Johnson pratt & Whitney Aftermarket Japan kk John Kakinuki Ge consumer finance co., ltd. Jiri Mestecky kitahama partners l.p.c. Patricia O’Keefe Usc international offices-Tokyo Douglas L. Peterson nikko citi holdings inc. Nicole W. Piasecki Boeing Japan Jay Ponazecki Morrison & forester llp Mitsuyo Teramura federal express corporation Jim Weisser pBXl aCCJ Executive Staff Samuel H. Kidder executive Director aron Kremer Deputy executive Director
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aCCJ Committees american auto Industry randy krieger architecture, Construction & real Estate kevyn Johnson/Michael p. king asia Business philip c. Jones B2B Sales karl hahne Banking and Finance Thomas clark/ernfred olsen Capital Markets Douglas hymas Charity Ball Barbara hancock Competition Policy Task Force robert Grondine Corporate Social responsibility patricia Bader-Johnston Direct Marketing Joseph peters Environmental naoki Arai Financial Services Forum charles D. lake ii Food and agriculture collin Benson Foreign Direct Investment nicholas Benes Government relations Andrew conrad Healthcare steve plunkett Human resource Management chris lamatsch Independent Business Doug Jackson Information, Communications & Technology Darren Mckellin Insurance Jonathan Malamud Intellectual Property David case International Education patricia o’keefe Internet Economy Task Force yoshitaka sugihara Investment Management David Monroe Legal Services Arshad karim/eric sedlak Corporate Counsel clair chino Marketing Programs Dominic carter Membership relations Andrew silberman Privatization Task Force David hoover retail TBA Soft Landing Task Force Adam kassab/Mariko nakazono Special Events Barry Bergmann Young Professionals Group John Ghanotakis/Daniel lintz Taxation Jack Bird/Michael shikuma Toiletries, Cosmetics & Fragrances yukiko Tsujimoto Transportation and Logistics Jeff Bernier/Mitsuyo Teramura Travel Industry kayoko inoue/Vincent you university Briefing Program richard May/David satterwhite Kansai Chapter Business Programs Jiri Mestecky Community Service kojiro Dan External affairs kiran sethi Living in Kansai Barry louie Membership paul Dupuis Women in Business Mari nogami Chubu Chapter Community Service steve Burson Independent Business chris oostyen/Jason Morgan Living in Chubu lowell sheppard Membership relations chris Zarodkiewicz Programs steve Brown american Chamber of Commerce in Japan Masonic 39 MT Bldg. 10f, 2-4-5 Azabudai Minato-ku, Tokyo, Japan 106-0041 Tel: 03-3433-5381 fax: 03-3433-8454 www.accj.or.jp / www.ecentral.jp
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Journal
Publisher Vickie paradise Green paradise@paradigm.co.jp Editor-in-Chief simon farrell simonfarrell@paradigm.co.jp Senior Editor David Umeda Art Director paddy o’connor Graphic Designer Akiko Mineshima COLUMNiSTS Tom Baker, nicole fall, Mark schreiber CONTriBUTOrS Alana r. Bonzi, Geoff Botting, Martin foster, Justin Mccurry, Darren Mckellin, Tony Mcnicol, Anthony h. rowley, Julian ryall, catherine shaw, richard smith, Jeffrey Tanenhaus PHOTOGrAPHErS / iLLUSTrATOrS Tony Mcnicol, Jeremy sutton-hibbert, Darren Thompson, Mattias Westfalk Published by Paradigm President Vickie paradise Green Creative Director richard Grehan Advertising Sales eileen chang, sarit huys, helene Jacquet, leai kubotsuka kamiyama Ambassador 209 18-6 kamiyama-cho, shibuya-ku Tokyo, Japan 150-0047 Tel: 03-5478-7941 fax: 03-5478-7942 e-mail: inquiries@paradigm.co.jp www.paradigm.co.jp
published monthly in Tokyo, on the 25th of the month, since 1964. indexed in the pAis BUlleTin. All rights reserved. The views and opinions expressed herein (other than editorials from the AccJ itself) are solely the opinions and views of their authors. The AccJ is not responsible or liable for any portions thereof. Subscription rates for non-ACCJ members one year ¥9,000; two years ¥15,000; three years ¥22,000. ¥800 per copy. rates include domestic postage or surface postage for overseas subscribers. Add ¥7,500 per year if overseas airmail is preferred. please allow eight weeks for changes of address to take effect. Subscription requests should be sent to info@accj.or.jp The ACCJ Journal welcomes story ideas from readers and proposals from writers. letters to the editor may be edited for length and style. The ACCJ Journal is produced entirely on Apple computers
NOTE frOM THE EDiTOr
A New Journal W
ith more emphasis on members, events, advocacy and imagery, a redesigned Journal this month helps launch the ACCJ into its 61st year, as the Journal itself celebrates 45 years of reporting business in Japan and beyond. With the outgoing U.S. Ambassador J. Thomas Schieffer (cover story) and the Dalai Lama (page 32), as well as the first foreigner to head a major Japanese trade association (page 30), the relaunch issue features some very influential people, indeed. But we don’t neglect those of a lower profile, either, such as the ACCJ’s only NPO member featured in Business Profile (page 50); and what a heartbreaking story A Dream a Day in Tokyo has to tell. No matter how hard the economic downturn hits, most of us will always be much better off than these children suffering incurable medical conditions and neglect. And neither do we forget the ACCJ Leaders and Volunteers of the Year that decorate page 42, led by a certain long-standing member many of you will know who gets a special Lifetime Achievement Award. Facing that page is what will be a regular item: photographs of a selection
of some recent ACCJ events, including speakers, tournaments, gatherings and special occasions. These events are key to anyone serious about keeping in touch with the business fraternity,
32 understanding industry issues, and listening to some excellent speakers. We hope to cover at least one ACCJ event every month, kicking off this issue with global management and leadership guru Dr. Marshall Goldsmith’s visit to Tokyo late last year organized by the Human Resource Management Committee.
We also often take an ACCJ event further, creating a full-length feature, such as our MBA piece on page 24, by following up leads and contacts from the event and adding an international or other context. My deep appreciation goes to our design team, in particular Art Director Paddy O’Connor, whose efforts you can admire on the following pages, the result of several challenging months of late nights and frayed nerves as we haggled over design and content elements to create what we consider a fresher, more contemporary Journal. A big thank you also to the Communications Advisory Council, chaired by Bill Bishop, and communications head Peter Rolufs for their patient guidance and encouragement in creating the new Journal. As we move into what appears to be a protracted economic downturn, I hope the Journal offers readers some insight into U.S.-Japan business issues—especially those effecting the ACCJ—and some light relief from the Simon Farrell rigors of any recession.
simonfarrell@ paradigm.co.jp
Happy New Year!
PrESiDENT’S MESSAGE
ACCJ is Strong to Face Challenges Ahead
peTer rolUfs
i
would like to take this opportunity to thank the members of the ACCJ for their support in 2008 in this my last President’s Message. This past year has been eventful in ways that could not have been predicted at its outset. Many of us face challenges in our businesses and personal lives due to the current economic turmoil. At times like these, we look to our friends for encouragement. In that regard, the value of the ACCJ as a networking organization cannot be overemphasized. I am personally very grateful to my friends in the Chamber who supported me as President and otherwise The ACCJ’s benefits are there in bad times as well as good. During the 14 years that I have been a member of the ACCJ, I have had the opportunity to enjoy all of them. In the beginning, my involvement in Chamber activities was primarily limited to attending speaker events and other informationsharing opportunities that seemed interesting. Later, my company became actively involved in advocacy through the ACCJ Subcommittee that was the primary interface between the American insurance industry in Japan and the U.S. government in trade talks with the Japanese government in the mid-1990s. Those talks led to two bilateral agreements between Japan and the U.S. on the liberalization of the Japanese insurance regulations. Those agreements resulted in a wider variety of products being distributed through more channels at lower prices, which benefited Japanese consumers and increased the presence of U.S. companies
President allan D. Smith presents Shojiro “Mike” Makino with the aCCJ’s Lifetime achievement award at a ceremony on December 10. (See page 42 for full details of this and other ACCJ 2008 awards).
in the market. Our market share and profits rose despite the economic malaise of the post-bubble “lost decade” in Japan. The ACCJ was also instrumental in ensuring the privatized postal enterprises were placed on the same regulatory footing as their competitors, and continues to actively work to make sure reforms in this area are not reversed. As the economic environment has become more challenging, calls for delaying or reversing reforms have risen in many areas. Now, more than ever, the ACCJ needs to be vigilant in pursing enhanced competition.
This year 2009 is shaping up to be a challenging one. The Chamber faced similar difficulties in 2002 following the 9/11 attacks. Since then, our leadership has put into place safeguards to cushion the effects of a downturn in the economy. More importantly the Chamber’s membership is resourceful and flexible, and its leadership resilient. Under the leadership of our new President, Tom Whitson, Allan D. Smith is ACCJ President. the ACCJ will weather asmith@accj.or.jp the storm and become stronger for it. ■
January 2009 | The Journal | 13
ACCJ Person of the Year U.S. AMBASSADOR JOHN THOMAS SCHIEFFER interview by simon farrell photos by Tony Mcnicol
John Thomas Schieffer was sworn in as the 27th U.S. Ambassador to Japan on April 1, 2005, and will leave office in January. Ambassador Schieffer will be remembered for strengthening the U.S.-Japan alliance, increasing trade, and facilitating the realignment of U.S. forces stationed in Japan, among other achievements. Before serving as U.S. Ambassador to Australia (July 2001 – February 2005), he was an investor in a partnership with George W. Bush and Edward W. “Rusty” Rose that acquired the Texas Rangers Baseball Club in 1989. As franchise president for
14 | The Journal | January 2009
eight years, he was responsible for day-to-day operations and overseeing the construction of The Ballpark in Arlington, Texas. He was elected to three terms in the Texas House of Representatives, and has been active in many political campaigns. Ambassador Schieffer attended the University of Texas, where he earned a BA, an MA in International Relations, and studied law. He was admitted to the State Bar of Texas in 1979. He is married to Susanne Silber of San Antonio, Texas, and they have one son, Paul.
ACCJ PErSON Of THE yEAr 2008
How would you defi ne the economic commitment between the U.S. and Japan in 2008, especially in light of the current global crisis stemming from the impact of the subprime debacle? One thing that indicates the closeness of the two countries is the way we have worked together. Japan has been a great partner and we have been in close coordination with the country. And I think the efforts we have undertaken are positive and will have a positive impact on the economy. The argument goes that international investment can help revitalize the Japanese economy. Is resistance to FDI weakening among Japanese policymakers and business leaders? The Japanese have been better about FDI in Japan than in the past. One of former Prime Minister Koizumi’s goals was to double the amount of FDI—and he did that. The problem is it went from 1% to 2%. Before he left office, Prime Minister Koizumi wanted to double it again, and now the goal is to reach 5%; and I think it is about 3.5% today. Hopefully, that number will continue to increase. The bottom line for us is that it must be as easy for Americans to do business here as it is for Japanese to do business in America. We’re not there yet. What you’re looking at is the same set of rules for both countries; and when you reach that, you increase trade and prosperity for both countries. Your tenure as U.S. Ambassador spanned periods of recession and recovery in Japan. What were the highs and lows for you? The way the U.S. reacted and worked with Japan over the missile crisis in North Korea showed the strength and depth of our alliance, and I think that was very important to both countries and to the international situation as a whole. There is no question that the disappointments we have had
sometimes came from incidents where individual American military personnel had run-ins with the law. We always want to remember that we are guests in this country, and as guests we have to act appropriately. When American military personnel have not acted appropriately, that has strained the relationship. But we will continue to work to keep such misconduct from happening. When these incidents have occurred, nobody is more concerned about it than those who serve in uniform in the U.S. military. These are men and women of the highest character and the highest integrity who are here for a purpose; and they don’t want that purpose to be diminished by the wrongful actions of one or two individuals. How far away is an Economic Integration Agreement between the U.S. and Japan? What’s holding it up? A lot will be determined by the Japanese side. If they are prepared to come to the table and talk about a Free Trade Agreement that encompasses the entire economy, then I think the United States will be prepared to do something. If, on the other hand, Japan approaches this without certain sectors being involved, primarily agriculture, then I think it will be a nonstarter. We have negotiated a Free Trade Agreement with South Korea; many in Japan thought this would be impossible, but we did it. I think we can do the same in Japan, but it would require both sides to make compromises for their mutual benefit. We are not there yet, but I hope that day will come. The new U.S. administration, I guess would ask for trade promotion authority to be renewed, which would make it easier to negotiate these matters. I think greater trade brings greater prosperity, but this will be a decision the next U.S. administration will have to make.
Compared to the 1980s and 1990s, there seems to be much less media focus on trade friction between the two countries. Is this because most problems have been solved, or have they just been sidelined? What are the main issues now? There’s a better attitude in Japan, and a desire among the Japanese and American people to avoid these trade frictions. They don’t serve anyone well. There also have been huge differences in the investments in the U.S. made by Japanese companies. Toyota would be the best example.
“One thing that indicates the closeness of the two countries is the way we have worked together. Japan has been a great partner and we have been in close coordination with the country.” A lot of the trade frictions in the 1980s and early-1990s came from the auto industry. I think that about 75% of Toyota automobiles sold in the United States today are made in the United States. What happened was that Toyota made huge investments in plants in the U.S. that employ American workers. Greater investment in employees in a domestic population is key to making integration of the two economies better.
January 2009 | The Journal | 15
ACCJ PErSON Of THE yEAr 2008
We did the same thing here with Boeing, for instance. I think the new Dreamliner that Boeing is building is about 30-35% manufactured in Japan. That’s what happens in a globalized economy, and I think that is the future.
one trip to Japan and get the deal done. If you stay with it and continue to make your case over time, you can be quite successful here; and a number of people are doing good business in Japan and making money.
From your perspective, in which sectors, and in what ways, is reform lagging most in Japan? The country just needs to open its markets. If you look at any number of products in Japan, consumers today pay much more for food than they would in an open market situation. If you had more products and more openness in the Japanese agricultural market, it would lower food prices. The agriculture sector continues to be heavily subsidized; and I think Japan would be much better off, from both a food security standpoint and a food economy standpoint, if there was better market access here. The Japanese worry about food security, and that is a legitimate point because it was not so long ago that Japan faced starvation after the war. But I don’t think Japan can solve the demographic problem that it faces in agriculture because, today, the average farmer is about 70. To me, what Japan should be doing is opening itself to the great democracies like the United States, Australia and Canada that are also great farming powers that can deliver goods here at an economical price—and they’re not going to blackmail Japan on political issues.
According to a recent U.S. congressional report, Japan’s political turmoil could destabilize its relationship with the United States should Tokyo’s refueling mission in the Indian Ocean be terminated. How would you describe the issue of security, and has there been progress made in the region? Japan is a great ally of the United States; and one of the reasons is that the Japanese people understand, in a concrete way, that this alliance helps provide for their security. During the Cold War, I am not sure the Japanese public bought the argument that they were the object of Soviet expansion. To them, the Cold War had a Eurocentric
How could U.S. businesses increase their success here? Talking to the folks at the ACCJ is a good start because the members have the experience of doing business here. And there is no question that business is different here. Price is not the most important thing; relationships are. And when I counsel Americans, I tell them to be patient and to persevere. You can’t expect to get on the plane, make
“If you had more products and more openness in the Japanese agricultural market, it would lower food prices. The agriculture sector continues to be heavily subsidized …” quality to it, and they thought Japan was a kind of sideshow. But now, with the threat coming from North Korea and the redefinition of power in the region, the U.S.-Japan alliance is central to Japan’s security, so I think they want to strengthen that. It would be unfortunate if they did not continue refueling in the Indian Ocean because that is vital to what we do there.
But for me, it’s not just a U.S.-Japan issue. It’s also about Japan carrying its share of the international burden that comes from being in a leadership position. NATO is committed to Afghanistan, countries around the world are committed to Afghanistan—because they want stability in the international community and they recognize that a failed Afghanistan is a threat to security,
January 2009 | The Journal | 17
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ACCJ PErSON Of THE yEAr 2008
“The ACCJ is a terrific building block for America-Japan relations.”
not only for its immediate neighbors, but also to the whole international order. We hope Japan will continue to make contributions to efforts toward stability in the Indian Ocean and in Afghanistan. What do you consider the greatest challenges in U.S.-Japan relations? I think it’s the whole redefinition of the international order. Some Japanese are very anxious about our relationship with China. Now I can tell you, I try to emphasize to those Japanese, that the U.S. is not about to trade an old friendship with Japan for a new friendship with China. Yes, we have improved the relationship with China. There’s no question about that, but we have not done so at the expense of our relationship with Japan. And that is a tenet of what we do in this part of the world; and that is not going to change. And because of that, the Japanese can be assured that we will continue to be there and to be in an alliance with them because we share so much common ground. What key issues will your successor have to address? The security agreement between the two countries will continue to be what any ambassador would work on. The greater integration of the economy will also be important. But I think also that Japan needs to speak with a louder voice in the world, and the U.S. is prepared to encourage that. This will be a big part of the future of the U.S.-Japan relationship. What are your general observations about the ACCJ? The ACCJ is a terrific building block for America-Japan relations. We have businessmen and businesswomen who are trying to open doors and trying to put America’s best foot forward; and I think 99% of the time they are able to do that. There is the ability with the ACCJ to get issues on the table and discuss them, and to represent the issues to the government
and the business community in Japan, which allows us to accomplish so much. Do you support Japan’s call for a permanent seat on the United Nations’ Security Council? Yes, we have supported Japan’s desire to be a permanent member of the
United Nations Security Council. We think they have earned that right as the second-largest dues payer in the world. Japan is a responsible citizen of the international community. Japan has a strong democracy. All these factors add up to being a worthy Security Council permanent member.
January 2009 | The Journal | 19
ACCJ PErSON Of THE yEAr 2008
The U.S. is the one superpower in the world whose military and economic power can be projected anywhere in the world.
“I’ll miss the sushi, the politeness of Japanese society. I think Tokyo is the quietest big city in the world.”
Did the U.S. presidential election generate much interest among the Japanese people? Oh, yes. The Japanese are very interested in what goes on in the U.S. because they know that whoever is elected president of the United States, will have a big impact on world opinion and the world economy. The U.S. is the one superpower in the world whose military and economic power can be projected anywhere in the world. So the election was very
important to the Japanese, and they are very interested in the outcome. What will you miss most about Japan? Oh, I’ll miss the sushi, the politeness of Japanese society. I think Tokyo is the quietest big city in the world. You have in the Tokyo and Yokohama area 34 million people, and yet they transport people to work and back home every day with amazing efficiency.
You don’t hear the horns honking, don’t see the road rage or the animosity — you don’t see that behavior in Tokyo like you do around the world and in America. I think I will miss all that. What are your plans now? How will you enjoy your retirement? I’ll do something for sure. I’m a lawyer by trade; but I’ve done a lot of different things and something always turns up for me, so I’ll see what happens. ■
Simon Farrell is Editor-inChief of the ACCJ Journal.
January 2009 | The Journal | 21
kirin BreWinG co., lTD.
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1
It is uncertain just when and by whom the term hitto shohin (hit product) made its first appearance in Japan, but the Nikkei Marketing Journal is credited with making it a household word. Harnessing the well-known Japanese penchant for hierarchies, the NMJ captured the public’s imagination by adopting the format of a sumo-style banzuke (rankings list). In elegant brush calligraphy, it rates the year’s two yokozuna (grand champions), ozeki (champions) and so on down the line. Since 1971, the thrice-weekly newspaper covering distribution and retailing has pronounced judgment on the year’s top consumer hits on the front page of its first issue in December. Nikkei Trendy, an affiliated monthly magazine, jumps the gun on the NMJ, releasing its own list of Best 30 hits earlier in its December issue. One (preferably more) of the four basic criteria must be met to achieve recognition as a bonafide hitto—strong sales, novelty, creation of a heretofore nonexistent market, and alteration in market direction or consumer lifestyles. For 1st place in 2008, Trendy gave the nod to private brand goods. The AEON supermarket chain, for example, was expecting to achieve a year-on-year gain of 51% in its Top Value line, with ¥400 billion in revenue—approximating McDonald’s entire annual sales in Japan (in 2007). The Seven-Eleven convenience store chain also has been successfully pushing its Seven Premium brand.
3
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2008’s Greatest Hits
Acer inc.
MEDiA WATCH
2
Second place went to the ultralightweight laptop computers selling in the ¥50,000 range, as typified by Acer’s Aspire One (1) and ASUSTek Computer’s Eee PC 901-X. Third was Nintendo’s Wii Fit (2), a platform with built-in sensors that combines fun and fitness. Since the game’s launch in December 2007, software sales have exceeded 2.6 million units. In 4th place was outlet malls, four new facilities of which opened in 2008, bringing Japan’s total to 36—and pushing total sales in 2008 past the ¥500 billion mark. In 5th place were Zero-kei alcoholic drinks (3) and snacks with zero carbohydrates, including shochu (grain spirits) cocktails, sparkling malt beverages and canned coffee drinks. The market nearly tripled, from ¥36.1 billion in 2007 to a projected ¥94.7 billion in 2008. Rounding out the top 10 were the new Railway Museum in Saitama City (1.88 million visitors since opening); so-called BB cream (blemish balm) skin preparations; the H&M line of apparel from Hennes & Mauritz AB of Sweden; Sony’s Blu-ray disc recorders; and the Keshipon inked stamper (to block out private printed information) from PLUS Stationery. Apple’s iPhone 3G followed in 11th place. Jero—Pittsburgh, Pennsylvania-born traditional enka singer Jerome Charles White, Jr.—was rated 13th. Trendy introduces several key words that define successful marketing efforts during 2008, including Analog Eco products that help conserve energy, such as Yu-tanpo, Japanese version
of an old-fashioned hot-water bottle, and solar energy cellphone recharger units. Premium for Commoners includes Kagome’s Aragoshi deluxe ketchup and the Lotteria fast-food chain’s Zeppin (exquisite) cheeseburger. Do-it-yourself goods that appeal to women include such DIY products as Sanei’s moffle maker that can grill mochi (glutinous rice) in a manner similar to making waffles from a batter. Odd shapes winners include 360° rotary toothbrushes, and Walky Walky chocolate snacks from Ezaki Glico in a capped cup container with mouthpiece similar to that for take-out coffee. What does Trendy predict is in store for 2009? Discount retail outlets appealing to consumers’ thrifty sentiments are primed to thrive, the magazine predicts. Blu-ray (4) DVD recorders with fiber-optic Internet connectivity will take off. More car buyers will opt for hybrid models, which are at last dropping below the ¥2 million sticker price. To help combat middleaged spread, more new types of guilt-free dessert items are on the way. And throughout 2009, the City of Yokohama will hold events feting the 150th anniversary of the opening of its port, based on the Treaty of Amity and Commerce between the U.S. and Japan concluded in 1858.
January 2009 | The Journal | 23
4
Home Wreckers
Saving Energy
24 | The Journal | January 2009
No one is quite sure how and when a North American insect species known as the western drywood termite, aka Incisitermes Minor (Hagen), entered Japan; but its presence was first noticed in eastern Tokyo in 1976. Over the subsequent three decades, the termites managed to spread to parts of Honshu, Kyushu and Shikoku. Aera (Nov. 3) reports the damage caused to buildings is becoming increasingly severe. Unlike the native variety that generally infests a house in a single colony, the foreign variety makes multiple nests. Native breeds propagate in damp areas under the house, but these termites are happy in dry areas, such as in walls or attics. In addition to having ravenous appetites for wood, they propagate at a much faster rate—by the hundreds of thousands, or even millions—and fly from house to house to set up new colonies. To make matters worse, their nests are difficult to detect, requiring specialized
The government’s Warm Biz policy, which takes up in winter where Cool Biz left off in summer, recommends that office thermostats be set to 20°C (68°F) in winter. A survey by air-conditioner maker Daikin Industries found that 43% of the office workers it surveyed said that a comfortable room temperature was “very important” to their working environment, while another 51.4% said it was “somewhat important.” But only 15.4% of respondents were happy with 20°C. Their replies averaged out to 23.4°C, with most popular room temperature, cited by 20.9% of respondents, at 25°C.
electromagnetic equipment that few exterminators possess. Exterminators in the U.S. typically enclose the entire house in plastic and pump in gas to eradicate them; but Japan’s densely populated neighborhoods make such methods prohibitive. As structural damage by the termites has been found in areas adjacent to U.S. military housing facilities, Aera raises the likelihood that some termites may have ridden in on imported wood furniture. Their spreading is exacerbated when people with infested furnishings move to other parts of Japan. So where are the worst hit areas? Aera says the exterminators whom the publication approached were cautious about giving out such information. “If word gets around that a neighborhood has been infested, it can impact on a property’s value,” one is quoted as saying. “So please don’t mention the areas by name.”
Random Access a survey of 4,073 adults found that 95% of respondents say they check the labels of food items before purchasing. Of this total, 2,896 typically check the consume by date and 1,453 say they confirm the name of the producer or area, country of origin. (Source: Asahi Shimbun) In 2007, the number of people aged 65 and over who have been prosecuted for crimes reached 48,605, a five-fold increase over the past 20 years (Source: Ministry of Justice).
MEDiA WATCH
“Tightfisted” Osakans When companies go on a money-saving binge, there’s no better role model to learn from than those notoriously stingy Osaka businessmen. The weekly magazine Spa! (Nov. 4) investigates some of the ways citizens pinch pennies in Osaka, where being tightfisted is perceived as a virtue. One gentleman says that when fluorescent tubes in his office burn out, they are wrapped in aluminum foil, which reflects the light from the adjacent tube, giving nearly as much illumination at half the electrical power cost. In another office, the copier is set to make copies as light as possible, so as to cut down on the amount of toner used. The copier and printer are monitored on an individual usage basis, and those employees who overindulge risk cuts in their wages. Some of the methods by which individuals practice thrift include the following quoted examples. “When I go to a coffee shop, I take home the sugar or sweetener.” “When I use a love hotel, I help myself to the toilet paper and soap.” “If I see someone passing out packets of tissue, I’ll turn around and walk back so I can get one
more.” “I try to use the toilet in the office or at stations, instead of at home.” “I can’t afford a proper lunch, so at my desk I log onto some Web site, and look at the gorgeous pictures of food while eating a box of plain white rice.” In the Osaka dialect, the word dokechi (tightwad) may be more of a compliment than an insult. Maruhiko Yoshimoto, a business advisor, discusses the aesthetics of being cheap. Yoshimoto has gone so far as to establish a new religion he’s named Great Japan Tightwad-ism. “The ke in kechi comes from keizai [economy] and the chi comes from chie [knowledge],” Yoshimoto tells Spa!. “The notion of kechi is completely different from shibu-chin [miserly]. The latter only thinks about holding onto money; to the former, money and time are both important. People like me can be tight with money; but when we have an obligation to pay up, we do it without hesitation. That’s the true meaning of kechi.”
Live Rocks according to The Asahi Shimbun, domestic sales of music CDs peaked at around 450 million units in the mid-1990s, then declined to about 260 million in 2007. On the other hand, the number of concertgoers has shown a gradual but steady rise since 1998, approaching 20 million fans in 2007. Concerts by South Korean entertainers, visiting Japan as part of the so-called Hanryu Boom, are believed to have contributed to the growth.
January 2009 | The Journal | 25
Downturn
Ups MBA Demand WHEN BUSINESS SLOWS, PEOPLE STUDY INSTEAD. By Julian ryall
T
here is nothing like an economic downturn—such as the world is presently experiencing—for focusing the mind of anyone in business. Instead of increased sales, rising output, expanding markets and a general sense that all’s well with the economic world, the questions begin to crowd in. Can the company ride this out? How can we reverse the slide? Will I have a job this time next month? Or this time next week? Nonetheless, downturns have proven to be inevitably cyclical and the global economy will recover—so reassure the analysts—but whether that may take six months, a year or longer is uncertain. But it is a truism of a recession that it is a time when people re-evaluate their jobs and their futures. This current business blip is no exception. According to the Graduate Management Admission Council, an international organization for schools offering Master of
26 | The Journal | January 2009
Business Administration (MBA) degrees, more than 75% of its members have reported an increase in demand for places on their programs this year. That demand is predicted to continue to at least 2010; and registration for the Graduate Management Admission Test (GMAT), an application requirement by 1,800 schools around the world, will exceed 249,000 this year—an all-time high. “We’re definitely seeing a growth in our global executive MBA program which was ranked within the top five executive MBA programs worldwide,” says Patricia O’Keefe, director of the University of Southern California (USC) International Office, Tokyo. “Part of the program’s charm is it’s dual location in both Los Angeles and Shanghai. You can earn an MBA while breaking into the China market and gain a strong network of international colleagues who may just end up being your business partners in the future.”
DOWNTUrN UPS MBA DEMAND
The beauty of many MBA programs, however, is that they can be structured for students to continue at their jobs—by studying on weekends or in the evenings. The situation for any program that attracts a high percentage of expatriates is more complicated, says Michael Leeds, assistant dean of Temple University, Japan Campus, because applicants for its course of study are drawn from a wider, more international background. For example, there are Japanese students from Japanese firms, American students working here in Japan for U.S. firms, and people from other countries employed by a variety of both Japanese and foreign companies. “If we were in the U.S., our numbers would be drawn largely from U.S. enrollments, which are up at the moment, along with applicants [from other countries],” says Leeds. “That is all due to opportunity costs, which are all economic. “The opportunity cost of going back to school and getting an MBA is lower now,” Leeds believes. “Learning places tremendous demands on your time, and employers are not always willing to let their staff take time off. “Moreover, the pay you would give up by resigning is huge,” he says. “But if the jobs are not out there and business is slack, an MBA becomes very attractive over being laid off with no immediate prospects of a job that is commensurate with your expectations or pay.” Temple University’s MBA program in Tokyo presently has 47 students, with next year’s enrollment expected to be as high as 50 candidates, according to William J. Swinton, director of the school’s Undergraduate Business and Special Management Programs. He emphasizes, however, that Temple University’s key requirement is not to fill a specified number of seats in the lecture halls, but rather to maintain the quality threshold. “We are dealing with executives and senior professionals and we frequently discourage people from applying until they have upgraded their skill sets. They sometimes need to get their GMAT score up to an acceptable level,” Swinton says. “But it’s more than just that. An ideal student is at that juncture in his or her career that the program will help them accelerate their progress.” Such an ideal juncture is often between five and 10 years into the corporate world, with many of the basic skills mastered and the employee ready to make the leap to the next job level. “It is like the step we take when we move from high school to college. It’s moving from the basics to a far higher level of understanding,” says O’Keefe. “An MBA equips you with knowledge of all aspects of the business world—from marketing through accounting, operations and statistics. And no matter how much you may think you don’t need to know any given area, you do. And that’s even more true in an increasingly international business world.” Leeds concurs. “There is a big difference from the undergraduate level. At that level, students are given a concept, learn it from the ‘sage on the stage’ and use it,” he says. “The MBA is a very different experience, as the instructor needs to put issues far more into context, students apply the experiences that they already have, and bring more of themselves into the classroom than undergraduates can.”
snAPsHOt Women: One of the Boys Top global business schools are struggling to attract more female students to MBA courses because of the “masculine environment,” according to new research by the London Business School (LBS). Women number less than 30% of MBA students, on average, despite accounting for the majority of graduates in the developed world and even with more companies accepting that female senior management boosts profits. “There were many comments about ‘playing the game’ and ‘having to do business like a man’,” said Elisabeth Kelan, research fellow at the Lehman Brothers Centre for Women in Business at LBS, in her report written after interviewing 10 male and 10 female MBA students. The number of women at big international business schools has hardly changed since the 1980s, said the report published in September. It found that women play down their gender to blend in. On one respondent who complained about sexism, the survey said, “Rather than complaining about the sexist behaviour, it appears that her strategy has been one of adaptation and that, by taking on more characteristically ‘masculine’ traits, she has found a way to work more effectively with her male colleagues.” One typical comment was, “I’ve noticed that, if I say something, he will almost disagree with me instantly but, if then someone who’s male in the group says the same thing as me, he’ll happily adopt the view.” Kelan said, “There are more models for leadership than just the heroic leadership model of toughness, individualism and assertiveness. New leadership models need to leave room for men and women to enact a wide array of behaviors, not just those classified as masculine. Management education has to question how it is possible to train future business leaders in respect to diversity in a climate where explicit reference to gender diversity is not an acceptable repertoire.” Students should understand how gender shapes organizational culture and practices, the study argues. Examples of less traditional businesswomen and men in the curriculum would show that “working with gender diversity is part of what it means to do business.” Inviting people from diverse backgrounds to teach case studies and introducing diversity training would help, too, giving students an understanding of their own biases and stereotypes.
USC operates three MBA programs. The one-year course— which O’Keefe describes as “a fire hydrant of information”—is aimed at people who either run their own businesses or are close to the top of their own corporate tree. It involves students digesting information in the classroom for four days before returning to their companies and putting the theory into practice. The two-year scheme is designed to cater to young professionals who have been out of college for between four and seven years, and have developed some working experience, yet are interested in changing career paths. The newest addition to USC’s lineup is the Global Executive MBA, with students dividing their time between Los Angeles and the burgeoning business center of Shanghai. The course is tailor-made for older professionals who are unable to take a complete year away from work, but feel the need to acquire the qualifications and the skills that will make them more effective and successful in business. Yet, it is not only the corporate know-how that MBA graduates acquire that is useful. “One of the greatest skills that we provide is intercultural communication,” says Leeds of Temple University, Japan. “We can do more in this area than a traditional Japanese institution or the main Temple campus can because we are in a unique setting
January 2009 | The Journal | 27
DOWNTUrN UPS MBA DEMAND
snAPsHOt
Financial rewards of an MBA Average Salary of MBA alumni for top 10 ranking schools ($’000) 2000 2001 2002 2003 2004 2005
peTer rolUfs
fT GloBAl MBA rAnkinGs
2006 2007 2008 0
50 Before MBA
100
150
Three years after MBA
to promote teamwork and communication skills—for example, when a student is placed on a team of people who figuratively, and sometimes literally, do not speak his or her language.” A typical course could bring together a Japanese student from a very traditional enterprise; one from a major U.S. financial firm; someone from a large Japanese company; a representative of a European company; along with employees of corporations drawn from anywhere in Asia. And they are expected to work together on projects as a team and give group presentations. “Being able to do that, having that truly remarkable skill, sets them apart,” says Leeds. Laura Younger (PICTURED LEFT) could not agree more. “An MBA provides a great ‘testing ground’ to see what you can do: you can test your skills, discover your strengths, and you can make mistakes where there is no risk— unlike ‘trying new things’ at your company,” says the Toronto native who is in her second year of a full-time MBA program at McGill University’s McGill Japan, on Tokyo’s Sophia University campus. “The MBA forces you to get outside of your comfort zone; and if you do that, you do experience the personal growth that goes along with it,” she says. “It forces you to get comfortable doing uncomfortable things, and it’s encouraging and motivating to see that these difficult things do get easier as the program progresses. Many people do not have these ‘stretch opportunities’ in their company, so this is especially valuable for those individuals. In my case, I have had the chance to apply the new skills I learned right away at work. This has been one of the best parts of doing the program and one of the reasons I would recommend studying and working at the same time. I have been very fortunate that the ACCJ has given me that kind of support and encouragement.”
ACCJ event ACCJ members and their guests at an International Education Committee event in January 2008 heard that nearly 80% of top executives polled in a recent MBA Alliance survey agreed that earning a graduate degree in business is important for those who want to obtain top management positions in most companies. Corporations that invest in their employees’ skills increase employee performance, sales network and long-term employment, the survey found. The initial MBA program cost also is outweighed by the longerterm returns. Taking the accounting industry as an example, CFOs without a formal degree earned on average $38,920 a year; those with a Bachelor’s Degree were worth $88,836; but MBAs with experience could expect to earn $104,284 per annum. The Catapult Your Career With an MBA panel discussion featured representatives from three leading institutions—Philip O’Neill, director, McGill MBA Japan Program; William Swinton, director of Management Programs of Temple University Japan; and Tom Peterson, director of University of Southern California, Global Executive MBA program in Shanghai, China.
Yet, the demands on Younger’s time are daunting. Her classes are from 9 a.m. to 5 p.m., Saturdays and Sundays— making the course load the same as in the two-year program on the Montreal main campus. She holds down a full-time job as the associate director for Membership Services at the ACCJ. Add in her position as vice president of the Association for Women in Finance, vice president of the McGill student council and ongoing shodo studies, a regular routine of exercise and a social life—it is clear that there is not much, if any, free time in her schedule. “For many people, being able to juggle school and work is very difficult, and does have a serious impact on their family life,” she says. “I have been very fortunate in having a great deal of support at home, and that has made the biggest difference. There is very little time for anything else, but it is important to keep your relationship in focus and have support at home.” Not that Younger regrets her decision to tackle the MBA. She describes it as “a real luxury to be able to invest in yourself. “You must be healthy, and have the energy and the drive to make the most of your investment because it is exhausting; and takes a great deal of stamina to do the degree and keep your full-time employment,” she says. “You need to decide what the best format is for you—to take two years off and go to school, or stay in the workforce and do the MBA at the same time. Both have advantages.” Younger also suggests that anyone in their early twenties wait until they have a lot more life and work experience, as they will not be able to contribute to class discussions without that knowledge. Applicants must be fully aware, all the while, of the investment in terms of both money and time that the coursework will demand. “The key to success—now and going forward—is not what you study or where; it’s how you study,” she says, “and making sure that you do keep learning.”
January 2009 | The Journal | 29
Waseda Business School Graduate School of Commerce
intensive two-year MBA day program in business management Diversified, dynamic lectures geared to students of different backgrounds with particular needs. Seminars emphasizing problem-solving skills and critical thinking, engaging students in specific study through project research, culminating in the MBA dissertation.
NTU-Waseda Double MBA specializing in Management of Technology Nanyang Business School ranked among top 50, known for its business and management programs. Waseda University recognized for its technology business management, held in high regard in Japan, China, South Korea and elsewhere. Participants from around the world, from any and every discipline, adding to the program’s intellectual diversity.
Also meeting the demands of busy professionals: • 1-year MBA program • Evening MBA program • Mainly conducted in Japanese
Waseda Business School Tel: 03-5286-3877 Fax: 03-5272-4533 E-mail: wbs@list.waseda.jp www.waseda.jp/wbs
Nanyang Business School Nanyang Ave., S3-B3A, Singapore 639798 Tel: (65) 6790-6183/6790-6055 Fax: (65) 6791-3561 E-mail: waseda@ntu.edu.sg www.waseda.ntu.edu.sg/
Kenichi Ohmae Graduate School of Business MBAグローバリゼーション専攻
大前研一学長を始め、世界の経営 者の指導のもと、一流の経営戦略 と思 考プロセスを学び、国 際 的な ビジネスリーダーに成長できます。 本校は日本で唯一、文部科学省が 認可した、サイバー（インターネット や衛星放送） ネットワークを利用した 遠隔教育方式の経営大学院です。 時間や場所の制約を受けないので、 企業に在籍したまま、 いつでもどこか らでも講義を受けることが可能です。 異なるビジネス環境（英語環境） にお いても 「仕事をやりぬく」、 「 結果を出 すことができる」人材の育成を目指し た、 まさに実践的なプログラムです。
ビジネスブレークスルー大学院大学
TEL: 03-5860-5531 Email: bbtuniv@ohmae.ac.jp
働きながら、MBAを取得できます。
DOWNTUrN UPS MBA DEMAND
snAPsHOt The Women-only MBA With women accounting for only 2% of Fortune 500 companies’ CEOs and just 16 percent of corporate officers, there are calls for more women-only MBAs. Simmons School of Management in Boston, MA, offers one of the few and first ever MBA programs for women. As well as finance, marketing and accountancy, Simmons teaches how gender affects organizational behavior. The school believes that single-sex classrooms help women gain confidence. Established in 1973 by two women professors from Harvard Business School, some 70% of the faculty are female. Over 3,000 women have graduated from its program and about 1,500 from its executive education program. Simmons’ Web site says that the single-sex classroom helps women gain confidence, and unlike cutthroat graduate MBA programs, classes are cooperative and supportive. “Much of business theory is based on how men operate, which may not work for women,” one advocate said. Students learn how women and men communicate, decide and negotiate. Critics claim, however, that all-women MBAs fail to prepare students for a job where men and women must work together.
© The neW yorker collecTion 1986 JAMes sTeVenson froM cArToonBAnk.coM. All riGhTs reserVeD.
“My mentor told me I would come out the other end as sharp as a knife, but that I had to be intellectually ground like a knife in the process,” says O’Keefe, a proud third-generation USC Trojan with an MBA in marketing. “And, yes, they do grind you. It was a humbling, enlightening and fascinating process—and I loved it.” Temple University, Japan has noticed a slight shift in the type of people who are applying for its MBA program, although Leeds is reluctant to put too much weight on data drawn over a relatively short span of time. Nevertheless, he has noted a “significant increase” in the number of applicants with information technology backgrounds, as well as a jump in the number of female applicants. This latter observation ties in with reports that as many as 60% of the people attending MBA fairs here in Japan in recent months have been women.
“The economic demographic trend in Japan is that more women are tooling themselves to be more competitive in the jobs market,” says Swinton. “The coming dearth of managers in Japan will create opportunities for individuals who want to be looking out of the corner office, and I expect to see more Japanese women stepping up to the plate. There will also be the coming of age of male managers who are more willing and receptive to promoting women.”
“My mentor told me I would come out the other end as sharp as a knife, but that I had to be intellectually ground like a knife in the process.” Institutions around the world are apparently preparing themselves for an upswing in interest in MBAs. Keio University’s Keio Business School, Graduate School of Business Administration announced an alliance with the ESSEC Business School of France’s prestigious Ecole Supérieure des Sciences Economiques et Commerciales. Under the program, which was announced in Paris on September 6, students will be able to acquire an MBA from both schools after meeting the course requirements of each institution—in just two years. Pierre Tapie, president and dean of the Paris-based business school, said in a statement that a growing number of French students have an interest in Japan, while the advantage for students from this country is access to the European business world. For anyone planning to apply for an MBA, the USC’s O’Keefe has some common-sense suggestions. Firstly, she recommends visiting the campus of the university to which you are planning to apply and sitting in on a lecture to “get a feel” for the course of studies. Also look at the people who have graduated from the program, what they are doing now—and their salaries. Spend time in the university’s career center and talk to alumni, who can be relied on for honest feedback. Another key concern for anyone considering taking the academic plunge is financial. At the pinnacle of the programs available, tuition alone for a year at Harvard may be as high as $100,000; USC’s course of studies starts at $40,000. Julian Ryall is The Daily Nevertheless, the majority of people Telegraph’s Tokyo consider their earned MBA to have been a correspondent. wise investment. ■
January 2009 | The Journal | 31
Roger Berman The firsT foreiGner To Be The JApAn office MAnAGinG DirecTor of The inTernATionAl licensinG inDUsTry MerchAnDisers’ AssociATion. Text and photos by Tony Mcnicol
Roger Berman has a license to make money. Actually, as Japan head of the International Licensing Industry Merchandisers’ Association (LIMA), he is involved with lots of licenses. Licensing is a win-win situation for all concerned, according to Berman—creator, licensor and licensee, and the customer. Yet, the global recession that is already underway raises the concern of what lies in store for Japan’s ¥1.6 trillion licensing industry. What is licensing? Licensing is using an intellectual property [IP] in association with a product or service, for a period of time, in a defined territory. A business will license a famous property to use the goodwill [i.e., the recognition] of the property to mark it out from generic rivals. The more famous a property, the easier it should be to sell. How old is licensing? Licensing in its current form has existed for at least a 100 years. I think one of the first licenses was by Beatrix Potter, the author of Peter Rabbit. She took a patent out on a stuffed toy design in 1903 and licensed it to Steiff, the famous German plush-toy maker. Licensing really took off in the 1940s and 1950s with the advent of TV and when the major U.S. animation studios started looking to monetize all the creative content they had. 32 | The Journal | January 2009
Why license your product? The licensing business model is a win-win situation for everyone. The consumers get a product with their favorite character or
brand. The licensee gets increased sales and the creator more royalties.
It’s also a very significant and powerful marketing tool. Take a picture book. The characters might be licensed onto stationery. Customers could see the stationery, then think: now I will go and buy the book. Another advantage is that licensing protects your trademarks; by licensing a pen, you can reduce the likelihood of someone producing an unauthorized licensed pen. If you are actively licensing your IP, you can stop other people [from] using it. It is really that easy? You might think it is simple, but the licensing industry is very, very labor intensive. The licensing agent has to find the right manufacturers to make the product. You don’t want to just give the license to any company. And then you have to get the different companies
ON THE SPOT
“It seems that people are looking to licensing as a way to help them get through the recession.”
© 2005 TSUBURAYA PROD. CBC
making different products to work towards a unified brand approach. It’s like an orchestra, with the licensing agent as the conductor taking the lead. What does LIMA do? LIMA is the worldwide trade organization for the licensing industry. Our mission is to explain what licensing is, and foster the growth and expansion of licensing. LIMA Japan was founded in 2001, and currently has 86 members. LIMA is about encouraging professionalism in the industry. Licensing is about making money—but it is also about fostering a passion for the brand. A company that really cares about its brand will be successful with its licensing. In 2006, Nikkei conducted a consumer survey of the top brands in Japan. The Ghibli animation studio [2002 Academy Award winner Spirited Away] was up there in the top spot, with Toyota second. How could they do that? Because they really care about the brand. BIOGRAPHY Roger Berman Occupation: LIMA Japan Office, Managing Director Age: 46 Raised in: Liverpool, UK Other languages: Japanese, basic Korean and French Hobbies and interests: pottery, badminton, classical music, hiking and travel Favorite saying or quotation: “Seven times down, eight times up” (Japanese), implying perseverance in the face of challenges www.limajapan.org http://licensing.org
How big is the Japanese licensing market? According to Character Databank, Ltd., a Japanese market research company, the Japanese market is about ¥1.6 trillion yen [$15.9 billion]. That puts the Japan market at about 13% of the U.S. market and about 8.5% of the world market. For LIMA, Japan represents the third-largest market in terms of member size after the U.S. and Germany. But in the [area of] depth and variety of creative content that is licensed, Japan has to be [considered] number one.
What kind of licensed properties and products do well in Japan? Basically, in Japan, characters—because Japan has such an affinity with manga and anime, and is such a visual culture. For the upper tiers of the market, the designer brand sector is huge. The great thing about licensing is that you can license almost any kind of product. Overall, though, I would say the largest categories are toys, video games and clothes. Is piracy a problem in Japan? It’s a much smaller problem than it was 20 or 30 years ago. As the market has matured, the pirates have realized the advantages of becoming a proper licensee. The laws are strict here now. Piracy takes place when people are uneducated about licensing as a business. You can see those problems in developing countries such as China and Vietnam now. Having said that, Chinese tourists are coming to Tokyo now to visit official designer brand stores. They don’t want to be seen with fakes. Are social and demographic trends, such as the aging population, affecting licensing in Japan? The aging population, and the declining birthrate, creates both challenges and opportunities. With fewer children, Japanese toy companies such as TakaraTomy and [NAMCO] BANDAI have started making licensed toys for adults. The so-called silver market will present a great opportunity for innovative licensed products in the future. One example would be brain-training, handheld console games to help reduce senility—using some of Japan’s classic animated characters. In a decade or two, the first generations of Japanese to spend their whole lives with characters will reach old age. Demographically, picture books are an interesting market that goes beyond young children. There are young adult women who read picture books to relax. Picture books can convey very strong messages in the simplest of terms. There are lots of little picture book cafés in Tokyo and picture book museums all over Japan.
How will the licensing industry be affected by the recession? Licensing, like everything else, is cyclical. Licensing is so affected by consumer spending that the market is as challenged as any industry. At the massmarket level, there is much less discretional spending. But the upper tiers of the market, such as specialty retail and department stores, are suffering
less. Why? Because consumers still want to buy presents. They definitely won’t go shopping for gifts at a cheap supermarket. There is some anecdotal evidence from recent trade shows that a lot of businesses are looking for new licensing opportunities. It seems that people are looking to licensing as a way to help them get through the recession. There is a JapaTony McNicol is a journalist and nese expression, “pinch ni photographer chance”: opportunity in a based in Tokyo. time of adversity. ■ January 2009 | The Journal | 33
The Dalai Lama CSR—IT’S HOW YOU DO IT THAT COUNTS Karl Marx criticized capitalism, but the world has changed since his day. Now, regulations, organizations and policies like Corporate Social Responsibility really aim to protect and provide for the less privileged. For example, in democratic countries, labor unions are very helpful. But is enough being done? I do not think so. I believe we need to do more. On one occasion, a wealthy family from Bombay (Mumbai) came to see me and asked for my blessing. I told them that as a Buddhist, a blessing must come from within oneself, not from somebody else. Besides, I have nothing with which to bless, for my hands are empty. “Since you are a wealthy family, the source of a blessing is already in your hands. Spend a portion of your corporate profits helping the poorer people in the Bombay area. Don’t just give them money, though;
provide education, health care, and teach them the needed skills.” On another occasion, in South Africa, I visited a family in Soweto. There, I found that, emotionally, some local people harbored feelings of inferiority, which is the real source of problems. I knew we must change that. I told them they now had a democratic constitution and an elected president. So now, black people must catch up, mainly through education and training, to acquire needed skills. Then one family member who worked as a teacher spoke in a low voice, telling me: “We cannot compete with white people. Our brains are inferior.” I was overcome by sadness. I argued with him, again and again, that he was completely wrong. We are all human beings. We all have the same brain. We all have the same potential.
Please have confidence in yourself. I explained to him about our situation in Tibet, and that some Chinese people consider Tibetans backward. Finally, with tears in his eyes, he said: “Now, I am convinced we are all the same human beings. I no longer feel inferior.” That positive feeling is very important. I always emphasize that, when people are poor, they cannot receive education and so remain behind in many fields. That predicament leads to frustration, which begets anger—which begets violence. The solution for preventing poorer people from falling prey to frustration and anger is for richer people to enable them to work hard by providing all the necessary facilities—not out of pity, but out of respect—and take full responsibility for their upbringing. Tenzin Gyatso is the 14th Dalai Lama of Tibet.
BIOGRAPHY Tenzin Gyatso ■ Born to a poor farming family in Tibet, 1935 ■ Recognized at age two as the reincarnation of the 13th Dalai Lama ■ Begins monastic education aged six studying logic, Tibetan art and culture, Sanskrit, medicine, and Buddhist philosophy, poetry, music and drama, astrology, motre and phrasing, and synonyms ■ Assumes political power in 1950 ■ Awarded highest-level degree with honors, equivalent to a doctorate of Buddhist philosophy, in 1959 at age 23 in Lhasa ■ Escapes into exile in 1959 ■ Awarded Nobel Peace Prize in 1989 for his non-violent struggle for the liberation of Tibet; became the first Nobel Laureate to be recognized for his concern for global environmental problems ■ Visited over 62 countries to meet presidents, prime ministers and crowned rulers and hold dialogues with heads of different religions and scientists ■ Received over 84 awards, honorary doctorates, and prizes in recognition of his message of peace, non-violence, inter-religious understanding, universal responsibility and compassion. ■ Has written more than 72 books ■ Lives in Dharamsala, northern India, the seat of the Tibetan political administration
34 | The Journal | January 2009
ダライ・ラマ
OPiNiON LEADEr
CSR―大切なのは取り組み方 かつてカール・マルクスは資本主義を批判したが、
な憲法があり、大統領も選挙で選ばれるように
当時から世界は一変している。今や、規制、組織、
なった。今度は黒人が挽回する番であり、
そしてCSR（企業の社会的責任）など企業の方針
主に教育と訓練を通じて必要な技能を
も、恵まれない人々の保護や支援を本気で目指す
身につけなければならないと説いた
ようになっている。例えば、民主主義国では労働
のである。
組合は実際に非常に役立っている。 しかしそれで
すると、教師をしているという
十分だろうか。そうは思えない。
男が静かに話し始めた。 「白人と
やるべきことはまだたくさんあるはずだ。ある
競えるわけがありません。私た
時、ボンベイ （現ムンバイ）から裕福な一家が私の
ちの脳は、白人より劣っている
もとに祝福を受けにやってきた。仏教徒にとって
のですから」。
祝福は、自らの内からいずるものであって、他者か
私は悲しくてたまらなかっ
ら与えられるものではないと説明した。そもそも
た。そんなことは決して本当で
何も持っていない私には、祝福として恵みを与え
はないのだと、繰り返し反論し
る術がない。
た。我々は皆等しく人間で、脳に
「あなたがたは裕福な一家ですから、恵みの源
変わりはない。同じ可能性を秘め
はすでに皆さんの手の中にあります。会社の利益
ている。もっと自分に自信を持って
の一部を使って、ボンベイ地区の貧しい人々を助
ください、と。そしてチベットが置
けてください。ただし金を与えるのではありませ
かれている状況を説明し、チベ
ん。教育、医療を与え、必要な技能を身につけさ
ット人は後れているという考え
せるのです」
が中国人の一部にあることを伝
またある時には、私は南アフリカのソウェトに暮
えた。やがて男は目を潤ませなが
らす家族を訪ねた。現地の人々の中には、感情的
ら、こう語った。 「皆同じ人間だと
に劣等感を抱いている人がいることに気付いた。
ようやく納得できました。劣等感
この劣等感にこそ、問題の根源があるのだ。それ
を拭い去ることができました」。
を変えなくてはならない。もうこの国には民主的
この前向きな気持ちが非常に 大切なのだ。貧しい人々は、教育
illUsTrATion for The ACCJ JOURNAL By DArren ThoMpson
経歴 テンジン・ギャツォ ■ 1935年チベットの貧しい農家に生まれる。 ■ 2歳のとき、 13世ダライ・ラマの化身（転生者） と認定 される。 ■ 6歳から僧としての教育を受け始め、 論理学、チベッ トの芸術・文化、サンスクリット、医学、仏教哲学、詩、 音楽・演劇、天文学、修辞学、類義語論を学ぶ。 ■ 1950年に政権掌握。 ■ 1959年、 23歳のとき、ラサで仏教哲学の博士号に 相当する最高学位を優等成績で取得。 ■ 1959年、 国外脱出。 ■ 1989年、 非暴力によるチベット解放運動でノーベル 平和賞受賞。ノーベル賞受賞者としては初めて地球 環境問題への取り組みも評価された。 ■ 62カ国を歴訪、 各国の大統領、首相、王位にある 統治者らと会見。さまざまな宗教指導者や科学者と 対話。 ■ 平和、 非暴力主義、宗教間の相互理解、普遍的責 任感や慈悲を呼びかけるメッセージに対して、84以 上の賞、名誉博士号を授与された。 ■ 著書は72冊以上。 ■ チベット政府の拠点であるインド北部のダラムサラ に在住。
を受けられないためにさまざま な面で後れを取るものだ と、私は折に触れて力 説している。そういう 窮地に置かれると、や り場のない挫折感が生 まれ、やがて怒りに変わ り、ついには暴力を招く。 貧しい人々がこうした挫折感 や怒りに囚われないようにするた めには、一生懸命に働くことができる 機会を彼らに与えてやることだ。その ために必要な全ての設備を、恵まれ た人々が、憐れみからではなく敬意 から提供し、彼らの自立支援の 全責任を負うのである。 テンジン・ギャツォは、ダライ・ラマ14 世の法名
January 2009 | The Journal | 35
ACCJ Event DR. MARSHALL GOLDSMITH: MANAGEMENT AND LEADERSHIP By Julian ryall
Dr. Marshall Goldsmith’s laughter is infectious. Something of a tonic when the economic chips are so unmistakably and dramatically down. Author of 22 books on management and leadership development—the latest, “What Got You Here Won’t Get You There,” is on The New York Times best-seller list—he holds to a philosophy that is somewhat unique in the field of executive coaching. It is a refreshing difference that has encouraged the American Management Association to identify Dr. Goldsmith as one of 50 key thinkers in the field of management during the past 80 years. Such accolades ensured an impressive turnout when he spoke to members of the ACCJ at the Hotel Okura Tokyo on October 27. Yet, while much of what Dr. Goldsmith encourages could make a difference in the workplace, the theories also are clearly applicable—and generate opportunities—beyond the boardroom.
36 | The Journal | January 2009
“The problem is not the theory of what I can teach you; it’s the execution,” he says. “It’s easy to understand the changes that each and every one of us can make that will make our lives better, in the office or at home; but it’s not nearly so easy to put those theories into practice. “No one ever lost weight by buying diet books,” he points out, punctuating the analogy with that trademark laugh. Dr. Goldsmith typically works with corporate clients over months, even years. He emphasizes the importance of ongoing feedback by fellow workers in regards to an individual’s performance, as well as the necessity to define the relationship not as coach and trainer, but as corporate leader and colleague—providing advice and nudging someone in the right direction. In a recent article in strategy+business, Dr. Goldsmith quoted Professor Peter Drucker, writer, consultant and teacher, as saying: “The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.” The very first lesson that Dr. Goldsmith insists we acknowledge is that everyone is obsessed with winning.
photos courtesy Dr. Marshall Goldsmith
ACCJ Event
We like winning and we’re competitive—right down to claiming we are more miserable or more stressed than others. Countering this desire to win at all cost poses the greatest challenge to a management coach. According to Dr. Goldsmith, who has 31 years’ experience in his field, the second unfortunate trait of people in senior positions is to “add too much value,” suggesting that when an employee comes forward with an excellent idea, resist the temptation to tinker with the proposal and, at best, add 5% to its impact. Instead of improving on the idea, you have, in effect, taken away 50% of the person’s interest in the project—as it is now no longer the employee’s idea. Equally resist the urge to tell everyone who will listen how much of a corporate visionary you are. That can lead to subordinates treating your every word as gospel; ideas then become instant commands, whether good, bad or irrelevant. “Breathe and let it go” is Dr. Goldsmith’s advice to giving advice on new ideas. In a similar vein, the comment “I already knew that” can work against the corporate leader when used all too frequently; rather, replace it with “Great idea!” One final related observation is that passing judgment can be a destructive approach; “Help more but judge less” is Dr. Goldsmith’s approach—though occasionally catching himself committing some sins he preaches against. Studies have revealed that fully 65% of all interpersonal communication is taken up with a person either commenting on how wonderful they are, or how stupid or inept another person is. Cutting out that kind of chat is an effective—and immediately effective—productivity improvement strategy. An effective way of winning over clients who, perhaps, do not recognize some of these traits in themselves is imposing a small fine, he suggests. Rich, old men in particular are very sore losers, he says, who will lie and cheat in a game of golf that has $20 riding on it. These minimal fines on any client who begins a sentence with “No,” “But” or “However” has raised tens of thousands of dollars for charities—and effectively driven home Dr. Goldsmith’s point that starting any response with these three words rudely throws the
idea back in the face of the person who just proposed it. It is the same with the response “That’s great, but ...”—a situation with which a child coming home from school with a report card bearing 10 straight As and a single B may be able to associate. To move forward, Dr. Goldsmith proposes to corporate leaders to let go of the past because it cannot be changed; that they listen to other people’s suggestions without leaping to a conclusion; that they learn as much as they can; and that they help as much as they can. “Why do we not ask for other people’s advice? Are we afraid?” he proposes. “Ask how can you become a better husband, parent or boss; listen to what people say. Then say ‘thank you,’ “We have to shut up and listen to those around us, to involve people,” Dr. Goldsmith says. “And then we can try to get better at whatever it is we do.” Having said that, he agrees that if someone does not want to change a behavior or approach to business, then there is nothing in the world that will make that person change. Dr. Goldsmith, in conclusion, quotes the things that elderly people have told researchers they wish they had done when they had the chance. The first is to be happy right now—not focus on planning to be happy in the future, but be happy now. Secondly, your friends and family will be the ones who are at your bedside in the end—not your company—so remember your friends and family. Finally, if you have a dream—whether it be learning to fly or cycling around the world—do it; you will regret it if you don’t. “Have fun,” Dr. Goldsmith says. “Life is short; we are all going to die, so let’s have a little fun on the way. “Do whatever you can to help people,” he says. “Don’t do it for money, but do it because when you’re 95 years old you’ll be proud of yourself. “And always go for it. Do what you think is Julian Ryall is The Daily right. You can always say ‘I tried,’” Dr. Goldsmith Telegraph’s Tokyo says. “If you wait, you’ll always regret that you correspondent. never even tried.” ■
“We have to shut up and listen to those around us, to involve people. And then we can try to get better at whatever it is we do.”
January 2009 | The Journal | 37
102.5mm x 136mm
http://www.tokyopreschools.org
Preschools for Preschoolers! Established in March, 2005, for networking, publicity and professional development.
Tokyo Association of International Preschools Member Schools
Associate Members Scholastic Japan RBR Inc Osaka YMCA Aqia RIC Publications
A.B.C. International School ai International School The American School in Japan Early Learning Center American World International Preschool & Kindergarten Ayla International School Children's Garden International School Happy Days International Preschool Horizon Japan International School International School of the Sacred Heart Joy to the World American International School K. International School Tokyo Komazawa Park International Kunitachi Kids International School Little Angels International Kindergarten Makuhari International School Manabiba Bilingual School Mitsui Gardens International Preschool The Montessori School of Tokyo New International School St. Alban's Nursery School Summerhill International School and Preschool Tokyo International School Tokyo Union Church Early Learning Center Willowbrook International School
Many to Choose From
I
nternational Schools, meaning schools serving an international population where much of the curriculum is taught in English, exist all over the world. Japan is blessed with an especially large number—nationally at least 40 schools that have elementary schools or above, and more than three times that many preschools. These include schools both small and large, coeducational and single sex, parochial and independent, age-grade and multiage, highly traditional and highly innovative, monolingual with Japanese offered as an optional subject and dual language where the children learn all subjects in both English and Japanese. A few of the schools even have boarding facilities. China is the only other country in Asia that even comes close to the volume and variety of schools that exist in Japan. The schools were founded under particular missions on behalf of the families and children they serve. They are privileged in that they are outside the jurisdiction of Japan’s Ministry of Education, Culture, Sports, Science and Technology, which governs the Japanese-curriculum schools, both public and private. With the exception of a very few “national” schools, they are also outside the jurisdiction of any Ministry of Education, which gives them great freedom in terms of curriculum and implementation. Of course, with freedom comes responsibility. Many of the schools devote considerable resources to program development and the professional development of their teachers and staff so as to better serve their students. Additionally, to legitimize and support their efforts educationally, most of the international schools seek accreditation or joint accreditation from independent outside authorities based in the U.S. or Europe, specifically from the New England Association of Schools and Colleges (NEASC), the Middle States Association of Colleges and Schools (MSA), the Western Association of Colleges and Schools (WASC), and/or the Council of International Schools (CIS). With or without
accreditation, several schools have also obtained authorization for International Baccalaureate (IB), the related Primary Years (PYP) or Middle Years (MYP) Programs, and/or from organizations supporting their school philosophy, as in the case of the Montessori School of Tokyo. They may also seek nonprofit status in Japan as school foundations (Gakko Hojin), for which they must meet various governance, facility ownership, building code and financial requirements. Obtaining any type of accreditation or authorization requires a considerable commitment of resources. Not all schools are ready or able to make that step, but they may still be fine schools for their students. Because of the high costs involved in operating a school in Japan, the international schools can be expensive by international standards; and, unfortunately, there are limited resources for families that cannot afford them. Schools would need to be asked individually about the availability of scholarships or other forms of financial aid. Small subsidies are available from many wards and cities for families with one or more non-Japanese parents whose children attend a Gakko Hojin school. Companies may wish to avail themselves of the Corporate Contribution Plan if the school is a member of the Corporate Contribution Plan Association (CCPA). Admission Policies differ, with many schools having priority lists, and/or language or academic proficiency requirements. Given such factors, unsuccessful applicants should not take the final decision personally. The best advice would be to visit all schools that seem of interest, asking questions and honestly expressing hopes for the children. Whereas proximity to residence may be a priority, it is wise also to venture beyond the immediate neighborhood, as truly every school is different. Study the missions and the Web sites, visit and then decide. Move house if you have to. School options may be found through this guide, through umbrella organizations such as the Japan Council of International Schools (JCIS) and the Tokyo Association of International Preschools (TAIP), whose contact information is on the opposite page, and through Web sites such as Japan With Kids (www.japanwithkids.com/). Finally, parents interested in homeschooling can check out the Homeschooling in Japan Web site (www.asahi-net.or.jp/~ja8i-brtl/). Have a great search! Steven Parr Director/Head of School New International School Immediate Past President, Tokyo Association of International Preschools (TAIP) Former President, Japan ASCD Former Vice President, Japan Council of International School (JCIS)
January 2009 | The Journal | 39
Education & Corporate Training
International Schools and Preschools in Japan:
International Schools The American School in Japan (ASIJ) www.asij.ac.jp
Serving students from over 36 countries, The American School in Japan has offered a coeducational, college preparatory program since 1902. ASIJ’s Early Learning Center in Roppongi Hills caters for our youngest students, and was designed specifically to meet their needs—with a library, music room, indoor and outdoor play spaces, and an abundance of stimulating and imaginative materials in each classroom. ASIJ’s 5.5ha Chofu campus also features excellent facilities, including two athletics fields, three libraries and gymnasiums, and an indoor pool. A stateof-the-art performing-arts wing featuring a 420-seat theater, black box theater and digital video studio opened in 2005. This year saw the addition of a new outdoor learning space for elementary students. Over 160 highly qualified faculty members provide a challenging academic experience designed to fulfill our mission to “develop compassionate, inquisitive learners prepared for global responsibility.” High School Advanced Placement courses—and the challenge to students of all ages to passionately pursue excellence in everything they do—form the basis for a lively educational community. An inclusive
40 | The Journal | January 2009
program of co-curricular activities—including sports, drama, art, music and service clubs— complements classroom learning. Mary Margaret Mallat, ASIJ, 1-1-1 Nomizu, Chofu-shi, Tokyo 182-0031, Tel. 0422-34-5300, ext. 721; Judy Beneventi, Early Learning Center, 6-16-5 Roppongi, Minato-ku, Tokyo 106-0032, Tel. 03-5771-4344. E-mail (both): enroll@asij.ac.jp
Advanced Placement and English as a Second Language classes are available, as is assistance for children with special needs. Students use a well-equipped, four-acre campus that includes a 400-seat auditorium; a gymnasium; and academic buildings housing a 25,000-volume library, science laboratories, computer laboratories and classrooms. CAJ is a member of the Association of Christian Schools International and the East Asia Regional Council of Overseas Schools.
Christian Academy in Japan (CAJ) Tel: 0424-71-0022 Fax: 0424-76-2200 E-mail: admissions@caj.or.jp www.caj.or.jp
Christian Academy in Japan (CAJ) equips students to impact the world for Christ. The school fosters a biblical worldview and provides an American-style program in English. CAJ’s more than 450 students come from a combination of missionary and business families, and represent over 27 countries. The school is governed by a board elected from six evangelical missions. Conveniently located in northwest Tokyo, CAJ offers an accredited, college-preparatory, Christian education. CAJ’s curriculum is designed to prepare students for a life of obedient response to God and responsibility for His creation. Over 90% of CAJ graduates enroll in colleges and universities. Students at all levels take core academics and electives (including art, choral and instrumental music, and computer), explore the riches of Japanese culture in field trips and apply their learning through service projects.
Gymboree Play & Music
Tel: 03-5449-2311 (Motoazabu) Tel: 03-3723-0651 (Jiyugaoka) www.gymboree.jp Creativity, Confidence, Friendship - it all starts at Gymboree. Headquartered in San Francisco, Gymboree is the pioneer and worldwide leader of interactive parent-child early learning programs for children under 1 to 5 years old, and has more than 500 franchises in more than 30 countries around the world. For over 30 years, parents have trusted Gymboree Play & Music to provide a warm community where they can encourage their child’s development. Since its founding, Gymboree’s philosophy has been to focus on the whole child—to support physical, cognitive and social/emotional skills in a nurturing and fun environment. Our age-appropriate programs encourage children to become engaged and active learners, and expose them to important social interactions and activities such as sharing, taking turns and exploring with their peers.
The International School of the Sacred Heart (ISSH) Tel: 03-3400-3951 Fax: 03-3400-3496 E-mail: info@issh.ac.jp www.issh.ac.jp
Since 1908, the International School of the Sacred Heart has provided students of many cultures with the necessary skills to enable them to become critical thinkers and effective leaders. We are an English-speaking Catholic school that warmly welcomes families from many faiths. The K3-5 classes are co-educational, while grades 1-12 are girls only. Our student population totals approximately 600 students and represents over 45 countries. Students benefit from libraries, computer labs, science labs, food labs, playgrounds, tennis courts, art rooms, music rooms, a pottery studio, drama studio, gymnasiums, open grassed areas and a dining room that offers a daily hot lunch program to all students. We offer a core curriculum that provides the basis of a sound liberal education designed to develop the whole person. We teach to an International Curriculum that includes programs from IPC in the K/JS, Advanced Placement in the High School and English as a Second Language from K4 onwards. Students also have an abundance of extra-curricular options available to them such as art clubs, choral festivals, speech competitions and sporting activities. ISSH is accredited by the Council of International Schools (CIS) and the Western Association of Schools and Colleges (WASC), and is a member of the global Sacred Heart Network of Schools.
The Japan Council of International Schools (JCIS) www.jcis.jp
The Japan Council of International Schools (JCIS) was established in 1972 to bring together the Heads of the English-medium schools in Japan to discuss matters of mutual interest and concern. Currently, JCIS represents a total of 26 schools from Fukuoka to Sapporo. Each of these schools has its own administrative independence, but they have much in common in terms of the educational and political issues and challenges they face in serving their diverse populations. JCIS has frequently served as a link between some of the Government Ministries and the schools. The Heads of schools meet at least twice a year, normally once in Tokyo or Yokohama and once at another location hosted by a member school elsewhere in Japan. Interested persons are invited to contact the organization through its Web site and
to contact its member schools through the links on the Web site. Membership in JCIS is in itself an assurance of quality, as the member schools are all long-established and/ or accredited members of the international community. The current President is Allen Huies of Aoba-Japan International School, and the President-Elect is Peter MacKenzie of Hiroshima International School.
There is a well-balanced offering of athletics and activities for secondary students. Over the past decade, NIS has completely rebuilt the campus and is now prepared for the next generation of students. From athletics to fine arts, students are able to follow their dreams, whether it’s a thirst for more knowledge, a passion for art, or discovering ways to be better global citizens.
Makuhari International School
New International School
Tel: 043-296-0277 Fax: 043-296-0186 E-mail: head@mis.or.jp www.mis.or.jp
Tel: 03-3980-1057 Fax: 03-3980-1154 E-mail: contact@newinternationalschool.com http://newinternationalschool.com
From April 2009, Makuhari International School opens its doors to over 200 foreign, dualnationality and Japanese returnee children. We are the only recognized international school in Chiba Prefecture, as well as being the only Article One International School in the whole of Japan—formally recognized by the Ministry of Education. We provide a unique internationally minded educational experience based around the objectives found within the Japanese curriculum. At Makuhari International School, our children will learn mainly in English, along with taking Japanese or Japanese Studies classes. We provide small classes for children from Kindergarten up to Elementary school, and our overriding philosophy at Makuhari International School is that all children are unique and special. We aim to provide a learning environment where children are supported and challenged, as well as encouraged, to become independent thinkers and lifelong learners—a school where children are valued and nurtured. Our specified-purpose designed and built school offers the very finest in modern physical resources, with a range of excellent indoor and outdoor learning environments. We welcome you to call or e-mail us for more details.
Founded in 2001, New International School is accredited by the Middle States Association of Colleges and Schools, and as a non-profit organization (Gakko Hojin) is also a member of the Corporate Contribution Plan Association (CCPA). Serving 175 children from preschool age 3 to Grade 9, we are the only international school specifically established to meet the needs of permanent, international marriage and/or long-term Japan residents, regardless of nationality, in the clear and research-based recognition that multiage and dual-language education is good for children. Every class has two homeroom teachers (four in the preschool) for up to 20 students in spacious classrooms with SmartBoards, computers, listening centers, and an abundance of books and other materials for active learning. Using an integrated, thematic approach and the Scottish curriculum, our teachers facilitate the children’s learning in a combination of whole group, individual, center-based and projectbased activities. Other unique features include the violin by the Suzuki method and Mandarin Chinese as an elective. Graduates have entered ISSH, St. Mary’s, ASIJ, and other international high schools, private Japanese high schools, and day or boarding schools abroad, including Northfield Mount Hermon School, The Putney School and St. Johnsbury Academy. Interested families are encouraged to visit by appointment.
Nagoya International School (NIS) Tel: 052-736-2025 Fax: 052-736-3883 E-mail: info@nis.ac.jp www.nis.ac.jp
Nishimachi International School
Nagoya International School provides experiences that build critical thinking skills, opportunities to tackle new challenges and forums to seek answers to hard questions. Students receive a solid foundation from which to grow and mature. “We enable our students to develop strong academic skills, as well as social and emotional competence. Students leaving NIS are prepared for the adventures ahead—whether they leave after 2nd grade or as graduating seniors,” says Rob Risch, Headmaster of NIS. “The growing expatriate community in Nagoya is reflected in the composition of our student body, and the diversity of backgrounds and experiences enhances our international school community.” Following a North American model of education for students aged preschool through high school, NIS is an IBO World School and graduates are eligible to obtain the IB diploma.
Nishimachi is a co-educational, nonsectarian school, K-9, accredited by the Western Association of Schools and Colleges (WASC) and Council of International Schools (CIS). A diverse student body of over 440 students represents 25 countries. Nishimachi is conveniently located in central Tokyo, accessible by public transportation. For nearly 60 years, Nishimachi International School has been offering an education in which the core subjects are taught in English and, at the same time, all students study Japanese daily. We believe that studying a second language enables students to grow beyond a single culture. Nishimachi’s mission is to educate children to be international and independent thinkers. At Nishimachi we help students develop the skills and attitudes they need to live
Tel: 03-3451-5520 Fax: 03-3456-0197 www.nishimachi.ac.jp
January 2009 | The Journal | 41
Education & Corporate Training
Whether your child enjoys running around in our play classes, moving to various music styles in our music classes or using paint and play dough in our art classes, you will find a class at Gymboree that matches your child’s needs. Free trials are offered daily. Please contact your local site or visit our Web site to sign up your child today!
primary schools. Lunches can be arranged and extended childcare from 8:00 until 18:00 are available to support busy parents. TIPS is located only a 5-min walk from Sakura Shinmachi Station, Tokyu Den-en-toshi Line, with two parking spaces and a wide road in front for easy pickup and drop-off access.
The Tokyo Association of International Preschools (TAIP) http://tokyopreschools.org
harmoniously and meaningfully in a borderless world. Starting in kindergarten, each student works toward specific goals as outlined by our schoolwide learning expectations. They become communicators, thinkers, responsible learners, collaborative workers, developers of quality work, and global ambassadors. They acquire skills such as adaptability, flexibility, and the ability to work with others cross-culturally. They analyze, interpret, and come to consensus. They master diversity and practice respect.
Tamagawa International Preschool (TIPS)
Tel: 03-3439-8685 E-mail: info@tips-japan.com www.tips-japan.com School Blog: http://preschools. internationalschooljapan.com Located near to Seisen and St. Mary’s International Schools in Setagaya-ku, Tamagawa International Preschool aims to create an environment where children can grow into lifelong learners. Your child will discover the joy of learning through our carefully planned programs and hands-on experiences. Our school program includes a well-recognized English literacy program, music, arts, cooking, science, and occasional Japanese calligraphy and Japanese tea ceremony classes, all guided by certified and skilled teachers in their specialized areas. A twice-a-week Physical Education class and daily access to five nearby parks enable children to develop their physical strength and a natural curiosity for the world around them. Large classrooms have ample sunlight from our garden, providing a relaxed, secure environment where your child can learn. Children also benefit from playing in the garden with outdoor facilities, including tricycles, a slide and playhouse. Our afternoon school program is available to children who attend other kindergarten and
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The Tokyo Association of International Preschools (TAIP) was established in March 2005 to facilitate networking, professional development and publicity among the member schools. The organization sponsors several workshops and an annual conference for preschool educators in the Tokyo area, which are open to individual members, as well as institutional members and non-members. This year’s annual conference will be held on February 21 at K. International School Tokyo, headlining ECE Expert Pam Mundy, speaking on “Global Teacher, Global Children – a Matter of Early Childhood.” Online registration is available through the Web site. Parents looking for a preschool for their child(ren) are invited to go to the Web site for links to member schools, and to visit by appointment any school in which they may be interested. The motto of the organization is “Preschools for Preschoolers,” a reminder to us all of what we are about. The current President is Joanne Nakamura of ai International School and the Program Director is Ann Nishigaya of Willowbrook International School. TAIP is committed to excellence on behalf of the preschool community in Tokyo. Individual and Associate Institutional Membership are also available. Current Associate members include Scholastic Japan, Aqia, RBR Inc., RIC Publications and Osaka YMCA.
Tokyo Union Church Early Learning Center Tel/Fax: 03-3400-1579 E-mail: director@tucelc.com www.tucelc.com
Tokyo Union Church Early Learning Center offers a high-quality, early childhood program, which provides a safe, loving, stimulating and nurturing environment for ages two to five, in all areas of their development. We are primarily a school for native English speakers, with classes conducted in English. The school warmly welcomes families of all cultures and religious faiths. In a Christian, non-competitive community atmosphere, children can blossom to their fullest potential, while being exposed to many experiences that promote creativity—taking the initiative, valuing their independence, showing respect to others and for their environment, heightening their awareness and curiosity, and expressing genuine empathy toward those around them. Our staff consists of qualified and experienced teachers from a variety of international backgrounds.
Universities & MBA Programs Kenichi Ohmae Graduate School of Business Tel: 03-5860-5531 Fax: 03-5297-1782 E-mail: bbtuniv@ohmae.ac.jp www.ohmae.ac.jp
Kenichi Ohmae Graduate School of Business is the only graduate school of business in Japan providing distance education services and accredited by the Ministry of Education, Culture, Sports, Science and Technology. Our education platform is a knowledge center with the aim to guide business leaders through the complexities and speed of managing in the 21st century. Rather than adopting the standard theoretical, academic approach, our courses focus on the practical skills required to perform and produce results. Our Internet-, satellite-based distance education system enables MBA in Globalization students to receive personal instruction from Kenichi Ohmae himself and other world-class management executives of multinational corporations, throughout the two-year intensive course. Students may participate in accelerated debates on management strategy, analyzing problems facing businesses today—from where and when they like—and complete their MBA while continuing employment. With our leading content, which is produced in real-time in-house, and training delivery systems, we go beyond the boundaries of traditional education.
McGill MBA Japan Program
Tel: 03-5215-1383 E-mail: Philip.oneill@mcgillmbajapan.com www.mcgillmbajapan.com McGill’s two-year program, taught by professors flown in from the Desautels Faculty of Management of McGill University in Montreal, Canada, is among the top weekend programs for working professionals anywhere in the world. Studying while you work lets you bring new outlooks, skills and mindsets that you can apply right away to the business challenges you face at work. The McGill MBA Japan program brings together students from over 18 different countries who are working in industries ranging from manufacturing, finance, consulting, government, through to IT and not-for-profit organizations. McGill brings this truly diverse, global learning environment on the campus of Sophia University. McGill MBA Japan program leads to a degree from McGill University: ranked among the world’s top universities. The turbulent global business environment demands knowledge, strength of character, and flexibility along with a real understanding of the pressing issues organizations face today. Find out how the McGill MBA Japan program can help you invest in your world, your ideas and your future.
Temple University, Japan Campus MBA Program Tel: 0120-86-1026 E-mail: business@tuj.ac.jp www.tuj.ac.jp/mba
The MBA program with an executive concentration at Temple University, Japan Campus, provides courses for those who have the potential to lead a global enterprise. You benefit from a fertile environment created by a mix of students from diverse cultures and professors with wide-ranging experiences. Focusing on strategic management, the program helps align your specific functional area, e.g., IT or marketing, with your organization’s broader strategy. The program thus can smooth your transition from departmental responsibility to upper management. Alternatively, the MBA degree provides the knowledge necessary to pursue your entrepreneurial goals. There also are particular advantages in the educational method of Temple Fox School, ranked among the top 20 in the U.S., such as letting you learn from your peers, and giving you skills and confidence that can serve you while a student and for years to come. Through our TUJ_START@Temple program, you may begin at eight different times throughout the year, enabling you to “start” studies at Temple when you’re ready. You can take up to three courses prior to officially being admitted by Fox into our MBA degree program. Depending on your schedule, you can complete your degree studies within two to four years.
University of Southern California Marshall School of Business IBEAR MBA Program Tel: 1-213-740-7140 (U.S.); Tel: 03-3568-3312 (Japan) E-mail: ibearmba@marshall.usc.edu www.marshall.usc.edu/ibear
Over the years, many U.S. expats in Japan have transitioned back into the U.S. economy through
the welcoming doors of the USC IBEAR MBA. IBEAR’s one-year length; global business focus; diverse, mature participants; and location in Los Angeles are ideal for this purpose. IBEAR accepts a maximum 56 mid-career, bilingual and bicultural professionals, with Pacific Rim business experience—coming from 12 or more countries. U.S. nationals are kept at one-quarter to maximize class diversity. Approximately eight Japanese nationals participate each year. Special Features - International Business Consulting Project IBEAR MBA teams work closely for nearly five months with sponsor firms on projects such as country-focused market-entry or regional business development strategies, offshore manufacturing feasibility, international sourcing, cross-border acquisitions and the establishment of joint-venture operations. Most teams spend two weeks on fieldwork. Past projects have required travel to Argentina, Australia, Belgium, Brazil, China, Colombia, England, France, Hong Kong, India, Indonesia, Japan, Korea, Malaysia, Mexico, Philippines, Spain, Russia, Taiwan, Thailand and Switzerland. Other IBEAR specific features include distinguished international executive luncheons, attendance at Marshall’s Asia/Pacific Business Outlook conference and Pacific Rim Entrepreneur Summit, and a strong international alumni network—colleagues worldwide who are genuinely interested in helping your business. Contact us today for more information at www.marshall.usc.edu/ibear
Waseda Business School
Tel: 03-5286-3877 Fax: 03-5272-4533 E-mail: wbs@list.waseda.jp www.waseda.jp/wbs/ Established in 1951, Waseda Business School (officially, Graduate School of Commerce, Waseda University) has enjoyed an excellent reputation of brilliant tradition and progressive spirit. The School has now evolved into the biggest and only broad-based graduate school of business in Japan. Within the Full-time MBA Program and MOT Program, there are opportunities to specialize in such areas as strategic management, entrepreneurship and technology management (MOT Program). General admission periods are April and September. The two-year Full-time
Waseda-NTU Double MBA in Management of Technology Nanyang Business School Tel: (65) 6790-6183/6790-6055 Fax: (65) 6791-3561 E-mail: waseda@ntu.edu.sg www.waseda.ntu.edu.sg/
The Waseda-NTU Double MBA is an exceptional one-year program. With its dual focus on business and technology, as well as management and innovation, this unique program profoundly prepares you for a leadership career in the thriving field of innovation and technology. You are awarded the Nanyang MBA from Nanyang Technological University, Singapore; and an MBA from Japan’s Waseda University. Nanyang Business School is ranked among the top 50 in the world, and is known for its business and management programs. Waseda University, among its other programs, is also recognized for its technology business management, and held in high regard in Japan, China, South Korea and elsewhere. In today’s increasingly competitive world, a keen understanding of technology and innovation, and how to harness and manage them in a complex business environment, has become a key ingredient for success. The program emphasizes the global nature of business, and the best practices of world-class Japanese enterprises in manufacturing and technology. With case studies and real-world scenarios, this highly interactive program presents opportunities for realistic problem solving, and equips you for an exciting career managing businesses in technology. Participants come from around the world, and from any and every discipline, further adding to the intellectual diversity of participants and their perspectives. Participants come from over a dozen countries, and from any and every discipline, further adding to the intellectual diversity of participants and their perspectives.
January 2009 | The Journal | 43
Education & Corporate Training
Find out how McGill can help you re-invent your career and your future by attending an Open House at Sophia, or by contacting McGill for an individual consultation. Tel: 03-5215-1383, e-mail Philip.oneill@mcgillmbajapan.com or visit: www.mcgillmbajapan.com
MBA Program of September admission can be completed in English. The MOT Program is conducted mainly in Japanese. The Evening MBA Program is a new style of business education in which candidates study towards their MBA through information exchanges with researchers and business people. This is a two-year program, conducted mainly in Japanese, and classes are mainly offered in the evenings and on Saturdays. Business is not just about moneymaking, but also involves the creation of new products, services, markets, relations, systems and institutions enabling people to be happy and society affluent. When the School’s new building is completed in April 2009, the Asian top-level knowledge hub for business research and education in terms of both facilities and intellectual resources will emerge in the Waseda Academic Community.
Leaders and Volunteers of the Year Every year, the Board of Governors chooses committee leaders and volunteers who especially exemplify the spirit of the ACCJ. At the Leadership Forum on December 10, President Allan D. Smith awarded certificates of appreciation and a prize to the 2008 Leaders and Volunteers of the Year. Lifetime Achievement Award Shojiro “Mike” Makino For Outstanding Leadership and Contribution since 1970
photos peter rolufs
Makino has made the ACCJ’s mission an important part of his business life for the larger part of the ACCJ’s existence. His model volunteerism and leader¬ship on numerous committees over several decades has been extremely valu¬able, and is exemplified most recently by his successful founding of the Retail and Membership Expansion committees. Makino has long been one of the ACCJ’s primary connections to the Japanese business community, playing a major role in the ACCJ’s ability to understand and bridge
the gaps between U.S. and Japanese perspectives on business and public policy. His leadership of the JapanAmerica Cooperative Conference (JACC) Committee, which provided the Chamber with vital links to Japanese business organizations, and his guiding role in the ACCJ’s inaugural Diet Doorknock in 1994 were tremendously important. During Makino’s service on the Board (as Governor 1988–94, 1996–97, and as Vice President 1998–2001), he has also very capably led both the Internal Affairs Advisory Council and the Membership Advisory Council, overseeing an impressive rise in membership numbers, a revamping of ACCJ membership categories, and the introduction of a new member benefits program. Makino’s contributions to the ACCJ are many, deep, and greatly appreciated, and the ACCJ looks forward to his continuing vigorous leadership and counsel for many more years to come.
Leaders of the Year: Junko Kodama—for successfully running the RAQA Working Group, which coordinates the Medical Devices and Diagnostics Subcommittee (MD&D)’s strategy for Regulatory Affairs, while serving tirelessly as the point of contact for the MD&D during the intense user-fee negotiations that took up much of the summer and fall.
Kojiro Dan—for taking initiative as Chair of the Community Service Committee to create new sub-teams that proved very effective in various aspects of the annual Kansai Charity Walkathon. His dedication and allocation of his personal resources resulted in the successful planning of the largest and most diverse Walkathon ever.
Patricia Bader-Johnston—for outstanding volunteerism as Chair of the Corporate Social Responsibility (CSR) Committee. Bader-Johnston organized one of the ACCJ’s most memorable and successful events of the year, “Faces of CSR,” burnishing the ACCJ’s image as an exciting and progressive organization.
Steve Burson—for tireless, persistent leadership of the Community Relations and Walkathon Committee in Chubu, pulling together a wide group of people, leading them, motivating them and coordinating their efforts in a way that has made the 2008 Walkathon the best yet.
Volunteers of the Year: Akiyoshi Mohri—for his tireless volunteer spirit that has been a great asset not only to the ACCJ membership but also in assisting the ACCJ Kansai office in gaining access to organizations and associations through his personal connections.
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Herman Ehrlich — for paying exceptional consideration to the ACCJ Chubu Chapter in 2008 with contributions, both financial and in-kind, for the Nagoya Walkathon, the Nagoya Champagne Ball, and the 2008 Nagoya Shinenkai, to mention just the main events.
OUT AND ABOUT
ACCJ 2008 Events It was another great year for ACCJ events, with sport, networking, speakers, functions, entertainment, and, of course, the 60th Anniversary celebrations. Here’s a selection of some of the most memorable gatherings organized by all three ACCJ Chapters.
President Allan D. Smith, Vice President Michael Alfant, and Executive Director Samuel H. Kidder at an ACCJ 60th Anniversary party at the Leadership Forum on July 22.
The 6th annual North America-Europe Golf Challenge in Japan, better known as The Daimler & Chrysler Cup, was held on September 26 at Atsugi Kokusai C.C. in Kanagawa Prefecture, attracting 66 players for Team North America and 65 for Team Europe. Team North America won by a convincing margin of 74.62 versus Team Europe’s 75.48 for the net stroke average of the best 80% in each team.
The 17th ACCJ Chubu Chapter/Nagoya International School Walkathon and International Charity Festival was held in Nagoya in May, attracting some 2,000 people and raising more than ¥7.2 million for charity.
Lord Hastings of Scarisbrick, CBE, delivered the keynote address at the ACCJ Faces Of CSR half-day symposium on September 10. The event included distinguished speakers, a panel discussion, and an exciting interactive workshop.
More than 2,000 people attended the 3rd Annual ACCJ Kansai Chapter Walkathon on October 18 at Kobe Meriken Park, which featured global food, stage performances and other entertainment and raised more than ¥7.3 million for charity.
January 2009 | The Journal | 45
Events Line-up
New Year’s Fire Review
21st Antique Jamboree
January 6, 2009 9:30-11:50 (free) www.bigsight.jp/english/general/event/ eventlist.php Sponsored by the Tokyo Fire Department. Involves over 100 fire engines and helicopters, along with large-scale firefighting and emergency drills. The main attraction is firemen dressed as they were back in the Edo Era (1603-1868) performing acrobatic maneuvers on top of towering (bending) bamboo ladders held by others on the ground. Tokyo Big Sight, East 6 & East Parking Area, Odaiba, Tokyo Waterfront, Kokusaitenjijo Station, Yurikamome
January 9-11, 2009 10:00-18:00 (first day: 13:00-) http://home. att.ne.jp/sun/ jambokun/antique/ Largest antique fair in Japan, where about 500 dealers participate from all over the country. From Japanese antiques, Western antiques, to toys, the many items range from the affordable to the very high-priced. Ticket valid for two days. Places to rest and to eat. Tokyo Big Sight, East 1, Odaiba, Tokyo Waterfront, Kokusai-tenjijo Station, Yurikamome
27th Tokyo Auto Salon 2009 January 9-11, 2009 (first day: open only to trade until 13:00) 9:00-18:00 (last day: -17:00) www.e-autosalon.net/tokyo/english/ More than 600 vehicles on display—as well as some 300 companies, associations and schools, including aftermarket parts—make TAS the world’s largest custom car show. Survey handed out to attendees at the Import Salon gate; those who return survey to designated officials on the show premises eligible for giveaway drawing. Public participation in drawing on official Web site. Exhibitor presentations, professional entertainment and popular racecar drivers’ introductions. Tokyo International Custom Car Contest 2009; entertainment activities; and industry reports and discussions by exhibitors, affiliates and show sponsors. Makuhari Messe, Chiba, Exhibition Halls 9-11, Kaihin-Makuhari Station, JR Keiyo Line
FOE 2009 January 21-23, 2009 10:00-18:00 (last day: -17:00) www.foe.jp/en/
20th International Jewellery Tokyo 1st Tokyo International Watch Fair January 21-24, 2009 www.ijt.jp/ijt/english/ Japan’s largest jewelry trade fair is primarily open to those in the trade. All visitors required to bring an invitation ticket and two business cards. (Invitation tickets not available at the door; no one under the age of 18 permitted.) 1,760 record-breaking exhibitors, of which 200 are first-time and 600 are from 35 countries, There also will be nine new specialized zones (Pearl; Brand World; Men’s; Antique; Precious Gemstones; Package and Display; Manufacturing Tools, Equipment and Materials; IT Solutions; and Bridal Brand) in addition to the current Diamond World, Designers & Craftsmen Pavilion, Silver & Costume Jewellery, Gemstones Plaza, ODM/OEM (original design/ equipment manufacturer), and Jewellery Reform. Concurrently: 19th Japan’s Best Jewellery Wearer Awards and 2nd Bridal Jewellery Princess Awards. Tokyo Big Sight, East 1-6, Odaiba, Tokyo Waterfront, Kokusai-tenjijo Station, Yurikamome
Adobe MAX 2008/2009 The Fiber Optics Expo is Asia’s largest exhibition for optical communication and NGNs (next-generation networks). Special area: Wireless Access Network 2009 (from WiMAX to Wi-Fi). Special zones: FTTH/FTTP (fiber to the home/premises); Connector; Optical Interconnection; and Fiber Optic Cabling & Construction. Last year, 13, 227 industry professionals, from 34 regions, and 251 exhibitors. Tokyo Big Sight, West 1-2, Odaiba, Tokyo Waterfront, Kokusai-tenjijo Station, Yurikamome
January 29-30, 2009 http://jp.max.adobe.com/ MAX is an experience unlike any other—an opportunity to connect with thousands of designers, developers, partners, executives, and Adobe staff for education, inspiration, and community. MAX 2008/2009 is being held in San Francisco, Milan and Tokyo.
David Umeda is Senior Editor of the ACCJ Journal.
January 2009 | The Journal | 47
REFUGEES INTERNATIONAL JAPAN RIJ (国際難民支援会)
With your support
We can help them rebuild their lives and restore human dignity. refugees international Japan funds proJects that support some of the millions Who
have lost everything as a result of conflict around the World. RIJは、世界中で起こる紛争のためにすべてを失った、何百万という人々の中の一部を支援するプロジェクトに、資金を提 供しています。皆様の支援のお陰で、彼らが人間としての尊厳を回復し、生活を立て直す手助けをすることができます。
tel: 03-5500-3093
WWW.refugeesinternationalJapan.org
fDi POrTfOLiO
kAnsAi inTernATionAl AirporT co., lTD.
Airport Survey
Creating a welcoming business environment suitable for FDI requires a number of factors—not least is good transportation links. Almost a year ago, government officials announced Haneda Airport would introduce international flights to Europe. If plans go ahead, by 2010, 60,000 overseas flights should be arriving at and leaving from the convenient-toTokyo airport, following a new fourth runway built on reclaimed land. For residents of Kansai, international travel has been somewhat easier than for Tokyoites using Narita. Last year, Kansai International Airport (KIX) was ranked 6th in an overall evaluation in the annual World Airport Awards report for 2008 issued by Skytrax, a British consultancy. Up from 9th
place in 2007, KIX is the only Japanese airport to rank among the world’s best 10 airports five years in a row. The survey, covering more than 190 airports, is based on voting from August 2007 to May 2008 by 8.2 million passengers from 97 countries and regions. In overall ratings, Hong Kong International Airport won the top place, Singapore Changi Airport second and South Korea’s Incheon International Airport third—Asian airports occupied the best three postings. “We shall not be complacent with this high rating. We will continue to work hard to become an airport winning greater customer satisfaction,” says Atsushi Murayama, president of Kansai International Airport Co., Ltd.
Piece by Piece
Building-kit system manufacturer Item Japan K.K., a subsidiary of Item Industrietechnik GmbH, has established its first plant in Osaka. The leading German maker of aluminum structural kit systems has, additionally, relocated its head office to Izumi City, in Osaka. The firm, which counts German photovoltaic maker Q-Cells AG as one of its main customers, has had a presence in Japan through a local distributor, but sought to expand its business here by setting up operations in the Kansai region, which boasts a clustering of major photovoltaic producers, including Sharp Corp., Kyocera Corporation and Sanyo Electric Co., Ltd. Item expects the plant, which will include a facility for product demonstrations and training, to be in operation by November. Item originally was launched as an engineering office designer and manufacturer of special-purpose machines, but later shifted its emphasis to special-purpose machinery and to creating stainless-steel modules. Item tapped the resources at JETRO’s Invest Japan Business Support Center (IBSC) in Osaka—which include free temporary office space and help in applying for subsidies offered by the Osaka prefectural government—for its launch.
January 2009 | The Journal | 49
Reaching for the Global Skies The world’s highest-located hotel, which is owned by a U.S. brand, has opened in Shanghai, in a building owned by a Japanese real estate development company. In what typifies the new world of globalization and FDI, the Park Hyatt, the top brand of Global Hyatt Corporation, has been launched in China, occupying the top floors of Mori Building Co., Ltd.’s new 101-story, 492m Shanghai World Financial Center (SWFC). Global Hyatt and Mori Building have an established relationship in Japan with the Mori-owned Grand Hyatt Tokyo located inside Mori’s Roppongi Hills complex. Their relationship has been extended to the Park Hyatt Shanghai, occupying the 79th to 93rd floors of the SWFC, in the Lujiazui business district in Pudong. “This project itself highlights the global connectivity of all the partners involved, both in Japan and in Shanghai. It’s an interesting example of foreign and Japanese companies doing business together, even beyond the borders of Japan, “ says a spokesperson for Mori Building. “It’s a good example of business relations in Japan extending into other parts of Asia.”
Warming Up to Chile The republic of Chile launched a brand image campaign in Japan last
November in a bid to develop more Foreign Direct Investment into this South American nation.
50 | The Journal | January 2009
The U.S. is currently the top investor in Chile, and Japan comes in at sixth. The ProChile campaign hopes to convey that every experience of Chile is memorable. “Particularly with the current global economic situation, Chile continues to be viewed as a ‘safe haven,’ both a reliable and important trade partner and an attractive destination for foreign investment and offshoring [accounts],” says a spokesperson working for the initiative. “Chile, All Ways Surprising” kicked off with an F&B fair—highlighting Chilean cuisine and the country’s main exports of salmon, papaya, olive oil, wine and avocado—at the Hilton Tokyo. Currently, Chile supplies more than 150 nations
with foodstuffs, 17th among the world’s leading food-exporting countries. These exports represent around 24% of Chile’s GDP and are the country’s second-largest export category.
Officials at the Trade Commission of Chile’s ProChile are keen to target more industries—including mining, technology, the agro-industry, fisheries and biotechnology—for FDI.
fDi POrTfOLiO
Top of the Shops Beloved British apparel retailer is expanding in Japan. Aside from doubling floor space at its only store inside the Laforet Harajuku shopping complex, the fashion brand is set to introduce as many as 10 doors over the next three years through a franchising deal with T’s Co. Ltd., a specially created company controlled by Mori Bldg. Ryutsu System Co., Ltd. and investment fund JBF Partners. The expanded store, which was revamped last October, is spread over two floors occupying 494m2, and features both a Topshop and a Topman—women’s and men’s brands, respectively. Hideki Takahashi, chief operating officer of T’s, estimates the revamped store will post sales of ¥1 billion in its first year of operations, doubling the annual turnover
of the old store. Mori Building Co., Ltd. operates the retail complex Laforet where Topshop was first launched as a small trial store more than two years ago. British fans of the retailer will barely
recognize Topshop in Japan. Aside from higher price points, the store has been designed with an upmarket, boutique-style feel—a far cry from the hustle and bustle of its UK doors.
VISA Guidance Financial services brand VISa has produced The Expats Guide to Japan, a free booklet targeting foreigners living and working in Japan. Distributed at supermarkets, bookstores, international schools and other locations where the international community frequent (now also at www.visa.co.jp/visitjapan/), the handbook includes vital tips on accommodations, grocery stores, etc.—and, of course, user details on the VISA credit card. Sections detail what you need to know regarding international schools, how to use the local public
transportation system, and hospital advice. “In short, The Expat’s Guide to Japan provides readers, even those who do not speak Japanese, with enough of a head start to enable them to enjoy their time in Japan with confidence,” says a spokesperson in Japan for VISA International Asia Pacific Ltd. “Beginning in September 2004, we launched the ‘Visit Japan with Visa’ program, which offered a broad selection of information, along with introductions to various special benefits for people visiting Japan. From a payments’ point of view, we are actively engaged in sharing information that gives visitors peace of mind with the knowledge that they can access a convenient and secure international payment Contact Nicole infrastructure while in Japan,” says James J. Fall at nicole@ Allhusen, VISA’s executive vice president and fivebyfifty.com if you have ideas general manager, Japan; and Asia Pacific regional for this column. head of sales.
January 2009 | The Journal | 51
The Dreammaker HELPING DYING KIDS WHO SUFFER SOCIAL STIGMA AND POOR TREATMENT. By Tony Mcnicol
Varma has many heartbreaking stories to tell, such as how one 18-year-old boy and his parents visited in August. The teenager is one of 2,000 males worldwide who suffer from a severe and progressive genetic illness called Hunter Syndrome that leaves victims with enlarged parts of the body, hearing loss and other major symptoms that affect mobility and motion. “Back home in Shizuoka, except for trips to the hospital, he won’t leave the house to go anywhere,” says Varma. Two NGO volunteers took the young science-fiction fan to a three-day
52 | The Journal | January 2009
coUrTesy A DreAM A DAy in Tokyo
As international coordinator of the ACCJ’s sole NGO member, A Dream a Day in Tokyo, Bindu Varma helps provide terminally ill Japanese children with short vacations in Tokyo. The trips provide the youngsters and their families welcomed respite from the grueling mental, financial and social demands that terminal diseases in Japan render. Star Wars event at Makuhari Messe convention center in Chiba. He even got to meet Luke Skywalker himself, Mark Hamill. “Mark Hamill was very sweet,” says Varma, “and the boy had the happiest face I have ever seen.” A Dream a Day in Tokyo invites the patient’s entire family, from siblings to grandparents to stay at a guesthouse operated by a corporate sponsor, Nichirei Corporation. As if nursing a child with terminal illness isn’t devastating enough, many parents also face significant financial burdens. Less common illnesses are
Business Profile
Bindu Varma • International Coordinator • Age: 47 • Occupation: Translation Project Manager • Raised in: India • Educated at: Ethiraj College, India • Languages: English, Japanese, a few Indian languages • Hobbies and interests: Reading, traveling, listening to music • Reason for joining the charity: To make a small but meaningful contribution to society
Tony McNicol
BIOGRAPHY
not always covered by national health insurance, for example. Exasperatingly, the latest drugs available elsewhere often aren’t approved for use in Japan yet. “The families are very, very financially stretched,” says Varma, “and sometimes have been for the last 10 or 15 years.” Another challenging issue in Japan is the social stigma that can accompany terminal disease, especially genetic illnesses—and markedly so if you’re residing in a rural area. Some parents even are reluctant to confide in relatives. “It was really shocking for me to hear that they wouldn’t tell their families,” says Varma. “I am from India where there is also a lot of stigma, but it is much worse in Japan.” Such an attitude makes promotional work for charity difficult, and can even hinder organizations from assisting families. “One father couldn’t take time off work to come to Tokyo because he hadn’t told anyone in his workplace,” says Varma. “That was so sad.” The relationship between husband and wife can often fall victim to the relentless strain of looking after a terminally ill child. “The parents don’t have any time for each other,” says Varma. “Everything is centered on the child.” For that very reason, the NGO offers the couple a night’s stay at a hotel, while a professional nurse looks after their child. “It is just a night,” says Varma, “but if the child had been ill from birth, it might be something the parents haven’t done for 10 years.”
A Dream a Day in Tokyo now urgently needs two particular kinds of help: help with fundraising, and volunteers to spend time with the children. A Dream a Day in Tokyo now urgently needs two particular kinds of help: help with fundraising, and volunteers to spend time with the children. Varma has met three families, and has advice for anyone with reservations that the experience might be too harrowing. “I wasn’t sure if I would be able to act normally in that situation,” she recalls. In particular, Varma spent time with one family who had lost a son to the same genetic illness a few years ago. “I wasn’t sure that I would be able to take it, but the parents did not show any sadness,” she says. “It means giving up a Saturday or a Sunday, but your problems feel like nothing when you see what these parents go through.” Initially, the NGO attempted to raise money from the Japanese business community, but with limited success. “We found that knocking on Japanese doors was very hard,” says Varma. “We do have a few Japanese sponsors, but the concept of charity is not yet widespread among Japanese companies.” Instead, the organization hopes to secure help from foreign companies and businesspeople. They are keen to hear from anyone who can offer support, perhaps by helping to organize a fundraising event. “We are still very young,” says Varma. “We don’t actually have an office or a proper organization yet.” Nevertheless, through the charity’s efforts, seven families already have visited Tokyo. Funds and support permitting, the NGO hopes to invite eight more families this fiscal year. Looking further ahead, they want to welcome children from other parts of Asia. “The main reason we can’t,” says Varma, “is that the children are so sick that they may not be able to stand the flight.”
Perhaps, one day, the volunteers will be able to visit such countries and spend time with the children there. “We don’t want to say no to any family,” she adds. Varma tells of one 10-year-old girl who suffers from bone cancer. Her dream was to meet the cartoon character Stitch (of the Disney series, Lilo & Stitch), so volunteers took the entire family, including the teenage brother and sister, to Tokyo Disneyland. To her and everyone’s delight, the girl met Stitch—and was so excited that she refused the wheelchair. Not long after the visit, she attended school for the first time in months. SNAPSHOT A Dream a Day in Tokyo Mission: To offer children and their parents a brief but precious respite from the grueling everyday challenges of terminal illness Staff and volunteers: About 50 volunteers Location: Meguro, Tokyo Main supporters: ACCJ, SEEDCaP Japan, Mitsui Sumitomo Insurance Co., Ltd., NetCam Systems Corporation, Nipponkoa Insurance Co.,Ltd., Sumitomo Mitsui Banking Corporation www.guesthouse.or.jp/english/ E-mail: bindu@guesthouse.or.jp Tel: 03-3440-2777 (Japanese)
There was one more unexpected result from the trip. At the start of the visit, the mother had confided that her 16-year-old son recently stopped talking to the rest of the family. She was terrified that her family was falling apart. Yet, three days into the Tokyo trip, the son was talking again. The mother came to thank Varma. “I know we have to lose this little girl,” she said back Tony McNicol is a journalist and then, “but losing my son photographer in a different way was too based in Tokyo. hard.” ■
January 2009 | The Journal | 53
If anyone in your valued network is not an ACCJ member yet, help sign them up. Recommend a new member to connect the best in business. Call us at 03-3433-7304 for more information. The ACCJ Journal is a member benefit and the only business magazine sent to all ACCJ members.
BEHIND THE BOOK
Rivals:
How the Power Struggle Between China, India and Japan Will Shape Our Next Decade By Bill Emmott Allen Lane, 314 pp, £20 Reviewed by Tom Baker Global financial crises notwithstanding, Japan is still the richest country in Asia, and the ascents of China and India remain impressive phenomena. Bill Emmott, a former editor of The Economist, writes in his book, Rivals, that the coexistence of three major powers linked to the same continent is likely to shape the world for years to come. Emmott has written several books on Japan—most prominently, The Sun Also Sets (1989), but in Rivals, despite its three-nation focus, China most often comes to the fore—by virtue of its sheer size. While many observers worry about China’s growing appetite for oil and minerals, Emmott is sanguine on this point, arguing that high demand and high prices lead to investments that increase available supply— until the day (still far off, he says) when absolute supplies run out. China is, for example, investing heavily in African mines in
its quest for raw materials and, consequently, has taken a naval interest in shipping lanes crossing the Indian Ocean. This approach has fed India’s fears of Chinese “concirclement”—a factor behind the beefing up of India’s navy, which includes one aircraft carrier, with at least two more in the works. Emmott writes approvingly of U.S. government efforts to strengthen ties with India as a long-term counterbalance to China, and says Japan is taking similar, if not smaller, steps—as Sino-Japanese commerce still overshadows Indo-Japanese trade. One visible sign of Japanese contribution was the construction of Delhi’s subway system that the government financed. Using a “flying geese” metaphor coined in Japan in the 1930s, Emmott says Japan set a development pattern that is being followed, more or less, by China, with India farther back but heading in the same direction. This outlook gives him room for optimism. For example, Emmott anticipates China’s heavily polluting industries will be cleaned up or phased out in the way that Japan’s major polluters were handled as the Japanese economy matured. Emmott points to the relatively smog-free Chinese city of Dalian, an emerging IT center, as offering a glimpse into one possible future. As for Japan’s future, Emmott notes the economic challenges of an ageing population, but also indicates a “stealth revolution” led, in part, by reformist former Prime Minister Junichiro Koizumi. The changes are “in corporate law, in politics, in its labor markets, in its banking system … the effects of which will
become clear only during the next decade or so. Those effects were suppressed by the exceptional conditions of the postcrash era [1991-2003].” It may now be that the conditions of a new post-crash era (2008-) will delay further the benefits of the reforms the author listed. But let’s hope he’s right about what they are, at least. Emmott recommends that businesspeople base their plans on the likely future, rather than recent past, of a country. This perspective means looking at India as a manufacturing base, rather than just a services provider, and China as a consumer market, versus only a factory belt. As for Japan, “government and the corporate sectors alike are going to be desperate … for service companies that can offer ways to boost productivity.” With China and Tom Baker is India yet to reach their a staff writer at The Daily potential, his outlook Yomiuri. doesn’t sound exactly encouraging. ■ We are giving away 3 copies of Rivals. Simply e-mail editor@paradigm.co.jp by Janaury 16. The winner will be picked at random. Winners of Tokyolife: Robert Tobin, Asian Collection; Eric Sedlak, Jones Day. Winner of Japanamerica: Ichiro Ono, PhRMA.
January 2009 | The Journal | 55
Advocacy Update ACCJ Viewpoints are the core products of ACCJ Advocacy. An ACCJ Viewpoint is a brief paper, generated by a committee, that expresses the Chamber’s official position on a specific issue. Viewpoints are primarily used to express opinions on current policies, policies under consideration by the Japanese and/or U.S. governments, and policies under discussion in bilateral or multilateral forums. They are also used to raise new concerns about issues not currently on the Japanese government agenda.
Potential Negative Impact of Expanded AMA Surcharges
Reform Rules for Defined Contribution Pension Plans
Competition Policy Task Force and Legal Services Committee
Investment Management Committee Valid Through June 2009
Valid Through February 2009
Ensure that the Scheduled Review of the Money Lending Business Law is Conducted by a Qualified Independent Policy Research Organization Banking and Finance Committee Valid Through July 2009
Recommendation
Recommendation
Recommendation
The Japan Fair Trade Commission (JFTC) plays a vital role in promoting competition in Japan. The ACCJ supports the current ongoing review of the Anti-Monopoly Act (AMA) as important to the continuing success of the JFTC and its mission. The ACCJ respectfully urges the JFTC to consider very carefully the potential impact before imposing surcharges on a broader set of conduct beyond classic cartel price-fixing, including private monopolization and unfair trade practices. Because it is often difficult to assess whether unilateral conduct is anticompetitive or procompetitive, the imposition of surcharges in these cases may unintentionally lessen competition by deterring firms from aggressively competing. As the JFTC considers imposing stronger penalties for anticompetitive conduct, the ACCJ respectfully suggests that any such broader implementation of new penalties should occur only in conjunction with separately recommended reforms to the JFTC hearing and investigatory procedures so as to assure due process for firms and individuals subject to enforcement actions.
The American Chamber of Commerce in Japan (ACCJ) renews its request to the Government of Japan to review the current policies regarding the Defined Contribution (DC) Pension Plan, including;
The revised Money Lending Business Law (MLBL) should be reviewed in accordance with Article 67 of the Supplemental Provisions of the Law prior to June 2010, and in any event prior to full implementation. In order to ensure an objective and unbiased review is performed, the ACCJ recommends a qualified independent policy research organization conduct the review and report the results to the Diet and appropriate regulators, including the FSA, MOF and MOJ. To give effect to the purpose of Article 67, the review should be carefully considered by the Diet and appropriate regulators, and its findings considered in finalizing implementation of the MLBL revisions.
a) increasing the limits on tax deductible contributions; b) allowing employee contributions; c) allowing withdrawals prior to age 60, under certain conditions; d) introducing a DC pension for public workers. Further, the ACCJ believes that the Government of Japan should engage in an active review of the assumptions underlying present target replacement rates of workers’ current income by retirement income, and seek to educate workers on how to use both personal assets and the public pension to adequately prepare for retirement.
Released ACCJ Viewpoints can be read in full in the Advocacy section of www.accj.or.jp
56 | The Journal | January 2009
ACCJの 「意見書」 は、特定の問題に対してのACCJの公式見解を表明する委員会が作成した簡潔な提言書であり、提言活動の 中核を成しています。現行の政策や、 日本又は米国政府で検討中の政策、二国間もしくは多国間で協議中の政策についてだけで なく、新たな関心を高めるために現在日本政府の課題となっていない問題についても意見を述べています。
意見書独占禁止法における課徴金
確定拠出年金制度の改善を
貸金業法の見直しにあたり適切な独
拡大による弊害の可能性について
投資運用委員会
立政策研究機関の起用を提言
競争政策タスクフォース、法務サービス委員会
2009年6月まで有効 英語正文
銀行・金融委員会
提言
提言
提言
公正取引員会は、 日本の競争政策促進に極めて重要かつ
在日米国商工会議所 （ACCJ） は日本政府に対し、 確定拠
改正貸金業法は、附則第67条の見直し規定により、2010
建設的な役割を担っている。ACCJは、公正取引委員会と
出年金に関する現行制度を以下の措置を通じて見直すよ
年6月までに行われる完全施行より前に見直しがされるこ
そのミッションの継続的な成功のために重要なものとし
う、 あらためて要望する。
とになっている。在日米国商工会議所（ACCJ）は、客観
2009年2月まで有効 英語正文
て、現在の独占禁止法の改正議論を支持している。ACCJ
2009年7月まで有効 英語正文
的かつ公平な見直しが行われるようにするため、適切な
は、公正取引員会が、旧来の価格拘束カルテルの範囲を
a) 非課税限度額を引き上げる
独立政策研究機関が調査を実施し、国会および関係省庁
超えた、排除型私的独占や不公正な取引方法を含む広範
b) 従業員による拠出を認める
（金融庁、財務省、法務省など）に結果報告を行なうこと
な行為類型を課徴金の対象とする前に、その潜在的なイ
c) 一定条件の下での、 60歳前の積立金引出しを認める
を推奨する。国会および関係省庁は、第67条の趣旨に沿
ンパクトを極めて慎重に考慮するよう切に要望する。単独
d) 公務員に対して確定拠出年金制度を導入する
うべく調査結果を十分に検討し、それを改正貸金業法の
行為が競争阻害的か競争促進的か判断するのはしばしば
最終的な施行において考慮すべきである。
困難を伴うために、 これらのケースに課徴金を課すことは、
さらにACCJは、 日本政府が労働者の退職後所得の現行
企業の積極的な競争行為を委縮させ、意図しないにもか
所得に対する比率である目標所得代替率について、 現状の
かわらず競争を阻害することになりかねない。公正取引員
想定を積極的に見直し、 かつ、労働者が個人資産および公
会が反競争行為に対してより厳しい制裁を課すについて
的年金の両方を利用して退職に十分に備えられるような
は、ACCJとしては、別途提言した公正取引委員会の聴取
方法について、労働者を教育すべきであると考える。 そのこ
及び調査手続の改正と同時に行われる場合のみ、 このよう
とが日本の労働者の退職後における生活水準の向上に寄
な新たなそして広範な制裁の実施を行うよう切に要望す
与するのみならず、多くの投資活動を通じて経済活動が刺
る。 これにより法執行の対象となる企業及び個人に対する
激されることとなると確信している。
適正手続が保障されることになろう。
ACCJが公表した意見書の全文は、www.accj.or.jp のアドボカシーセクションでご覧頂けます。
January 2009 | The Journal | 57
ACCJad_dec08OL.pdf
12/17/08
1:47:05 PM
In the Final Analysis
Strengthening Japan-U.S. ties
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Just as we were winding down our 60th year, I received a visit from representatives of the Tokyo Chamber of Commerce. They came to ask advice about planning a mission to the United States in the new year. The mission will celebrate the 100th anniversary of a trade mission the Tokyo Chamber sent that visited 53 American cities. The mission was led by Eiichi Shibusawa, one of the most prominent business leaders of the Meiji and Taisho periods and a key figure in the early years of Tokyo Gas and Oji Paper. Shibusawa’s home and a museum are located next to Oji Shrine and I would recommend a visit to anyone who is interested in the history of the Japanese and American business relationship. Highlights of the 1909 mission included meetings with President Taft and Thomas Edison. I told them I hoped they would get similar access to America’s political and business elite in this year’s mission. The original mission divided into two groups. The first arrived in Seattle and visited the major cities along what is now more or less the I-90 corridor. The second group landed in San Francisco traveling through Denver, Omaha and St. Louis on their way to New York. Incidentally, according to Harold Seymour’s 1990 book, Baseball the People’s Game, two other Japanese delegations traveled to the U.S. the same summer. The Keio University baseball team won a number of games including beating Fordam. Waseda also won some but lost to Georgetown. Just two years later, in 1911, Japan and the United States signed the Treaty of Commerce and Navigation. The revocation of that treaty in 1939 is often cited by historians as a key element in the deteriorating relationship between our two nations in the lead up to the tragic hostilities of the early 1940s. From Taisho liberals then to Tom Friedman today policy analysts have often argued that open commercial relations lead to better overall political relations. In 2009 the Japanese and American political relationship is crucial and very robust. But that doesn’t mean it can’t be strengthened further. ACCJ believes that an Economic Partnership Agreement will provide that additional strengthening. This year we will be refining our strategy of bringing that message to a new American administration in Washington and we will continue to make the case with our friends in the Japanese business community and our contacts in the Japanese government. I’m sure the 1909 visit was a major catalyst for the 1911 Treaty. And I hope the visit this year will provide a similar impetus for both governments to engage in further talks to establish an Economic Partnership Agreement. It is wonderful to see the Tokyo Chamber taking this major initiative. One of the common refrains we hear from visiting American elected officials is that Japan needs to do a better job of touting its economic and political contributions to internaSamuel H. Kidder is tional society. A mission like this is a step in the ACCJ Executive right direction. And we hope Japan and its leaders Director. will do even more. ■
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