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2012年12月 4日 (火)

三菱重と日立 攻めの統合で世界3強目指せ

The Yomiuri Shimbun (Dec. 4, 2012)
MHI-Hitachi integration good model to emulate
三菱重と日立 攻めの統合で世界3強目指せ(12月3日付・読売社説)

The business integration between Mitsubishi Heavy Industries, Ltd. and Hitachi, Ltd. is aimed at making inroads in emerging economies, particularly in the growing Asian market. This could be a model for Japanese high-technology companies to follow if they want to survive in the face of global competition.
 成長するアジアなどの新興国市場を狙った攻めの経営統合だ。高い技術力を持つ日本企業が世界で勝ち残りを目指すモデルと言えよう。

The two firms have reached a basic agreement to integrate their businesses in the field of thermal power generation, including turbines. They will establish a joint venture company in around January 2014.
 三菱重工業と日立製作所が、2014年1月をメドにタービンなどの火力発電事業を統合し、新会社を設立することで合意した。

The two companies also plan to consolidate their business operations in the fields of geothermal power and fuel cells. It is significant that a mega-sized electric power infrastructure firm will be created, with sales totaling more than 1 trillion yen.
 地熱発電や燃料電池事業なども統合する方針で、売上高が1兆円超に上る巨大な電力インフラ会社が誕生する意義は大きい。

MHI President Hideaki Omiya said at a press conference, "We will compete in overseas markets, rather than waging a war of attrition among Japanese companies." Hitachi President Hiroaki Nakanishi emphasized that the integration signified "the strongest combination [of technology and human resources]."
 三菱重工の大宮英明社長は記者会見で、「日本企業同士の消耗戦ではなく、海外で戦う」と述べ、中西宏明・日立製作所社長は「最強の組み合わせ」と強調した。

The two companies were probably prompted to make such a bold decision by their sense of crisis over the harsh business environment.
 名門企業の両社に大胆な決断を促したのは、厳しい経営環境に対する危機感だろう。

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Nuclear plant business suffering

Since the crisis erupted at Tokyo Electric Power Co.'s Fukushima No. 1 nuclear power plant, construction or enlargement of nuclear power plants have ceased for the time being in Japan, sending a cold wind through both companies as the nuclear power business is their main field of operations.
 東京電力福島第一原子力発電所事故後、国内では当面、原発の新増設が望めず、原子力事業を主力とする両社に逆風が吹く。

As business operations of electric power firms, which are important customers for MHI and Hitachi, have deteriorated, it is inevitable that the power generation market, including thermal power, will contract in this country.
重要な顧客だった電力会社の経営が悪化し、火力発電を含めた国内市場の縮小は避けられない状況だ。

On the other hand, newly emerging countries, such as those in Southeast Asia, are seeing their electric power infrastructure market expanding in line with their economic growth. As a result, the competition between Japanese companies and their foreign rivals, such as firms in South Korea, China, Europe and United States, is becoming fierce.
 一方、東南アジアなどの新興国では、経済成長とともに電力インフラ市場が拡大中で、欧米だけでなく、韓国、中国などのメーカーとの競争が過熱している。

It was against this backdrop that MHI, which is strong in the field of large-scale thermal power generation systems, and Hitachi, which prevails in the field of small and medium-scale power generation systems, integrated in the hope of generating synergies and making inroads in foreign markets. Their decision is fitting.
 こうした中で、大型の火力発電所に強みがある三菱重工と、中小型発電が得意の日立が、相乗効果を狙って海外市場の攻略に動いた。その判断は妥当だ。

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Compete with Big 2

In the field of power generation infrastructure, Siemens AG of Germany and General Electric Co. of the United States are the two most powerful companies. The two Japanese firms will lag far behind in terms of management strength even after integration. They will face the challenge of coming up with business strategies to compete with Siemens and GE.
 電力インフラ事業では、独シーメンスと米ゼネラル・エレクトリック(GE)が世界の2強で、経営体力には大きな開きがある。2強に迫る戦略が問われよう。

Despite their latest move, the two Japanese firms must decide sooner or later to expand their business integration, such as in the field of nuclear power generation.
 今回は見送られたが、いずれ、統合分野を原子力事業など他にも広げることが課題になる。

The integration decision by MHI and Hitachi has set alarm bells ringing among other business sectors.
 三菱重工と日立の決断は日本の他の産業界への警鐘でもある。

Electrical appliance makers, which face fierce rivalry from firms in South Korea and other countries, have been burdened by massive deficits, making it extremely important for them to rebuild their managements.
 家電各社は、韓国企業などとの競争などでそろって巨額赤字を抱え、経営立て直しが急務だ。

Japan also has so many automakers that they are continuously fighting a war of attrition with foreign rivals at home and abroad, such as in the European and U.S. markets, as well as China and other emerging markets.
自動車メーカーも数が多く、国内や欧米、中国などの新興国市場で、海外企業との消耗戦が続く。

Advanced technologies are essential. However, they alone will not be sufficient for Japanese firms to prevail in the global market. It is important for Japanese firms to ascertain their growth fields and make a strenuous effort to pinpoint and focus on business fields to capture emerging markets.
 高い技術力は不可欠だが、それだけでは世界を席巻できない。成長分野を見極めて経営の「選択と集中」を徹底し、新興国などを攻略することが大事だ。

This concept should be applied not only to other manufacturing sectors, but also to nonmanufacturing companies, such as firms in the services sector.
 製造業だけでなく、サービスなど非製造業各社も状況は同じだ。

While rethinking their strategies, they should also consider drastically reorganizing business sectors or integrating across industrial business sectors.
従来の戦略を練り直して、大胆な業界再編や業界を横断する企業統合も選択肢とすべきである。

We hope Japanese businesses wield their power more competitively in the world's growing markets and help revitalize the Japanese economy.
 世界の成長市場で日本企業が競争力を発揮することで、日本経済を活性化してもらいたい。

(From The Yomiuri Shimbun, Dec. 3, 2012)
(2012年12月3日01時30分  読売新聞)

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