代表的な日本生産企業における「成長戦略キューブ」の飛躍的な発展 : 日本板硝子の事例を検証する

概要

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The first half of the year 2006 began to see salient dynamism of M&A (merger and acquisition) activities among selected Japanese manufacturing firms. With the above dynamism, the author was inspired to have contributed an article elsewhere1)several months ago to provide his brief analysis with specific reference to two representative cases, Toshiba and NSG (Nippon Steel Glass: Nihon Ita Garasu in Japanese), within the context of strategic management. The continuing dynamism during the second half of 2006 has allowed the author in this article to take a step further in enriching the contents of the above analysis, in particular, regarding NSG. The major contents of this article will be divided into the following two sections. First, it will be clarified in Section B how NSG's acquisition strategy has been made use of in their take-over of Pilkington in order to effectively develop their "growth strategy cube" within the context of strategic management. Second, it will be explored in section C how NSG has been dealing with some major issues of PMI (Post-Merger Integration) so that their developed cube can lead ultimately to the creation of new corporate values for their stakeholders within the same context. These two sections will lead to Section D in which the future challenges for the author's research study will be identified.
2007-03-31