i Acknowledgement With a deep sense of gratitude, I would like to express my sincere thanks to my thesis advisor: Prof Hendik Carl Meyer-Ohle His stimulating comments and encouragement carried me through the research and the writing of the present thesis Prof Meyer-Ohle’s guidance was essential in overcoming the most difficult period, and his suggestions were always constructive and enlightening Furthermore, research scholarship and tuition wavier were offered after his strong support This saved me from financial difficulties, reduced my work load and enabled me to concentrate fully on my research His company and support will be remembered enduringly Furthermore, I wish to thank Prof Tsu Yun Hui Timothy and Prof Thang Leng Leng, respectively the former and the current head of Department of Japanese Studies (JS), National University of Singapore (NUS) These scholars have widened my views and inspired the exploration for this research during classes and meetings Additionally, I am indebted to Prof Andrew Delios (Head of Department of Business Policy), Dr Lim Beng Choo (JS), and Dr Asato Saito (JS) Their remarkable classes and acute comments were most valuable contributions for the writing of this thesis This thesis was partly supported and funded by the Japan Foundation With its sponsorship, I was given the opportunity to stay at the Japanese-Language Institute of Kansai for four months During my stay, both my language proficiency ii and research were carried to a higher level I am greatly indebted to all those who responded to the questionnaire survey and interviews Their generous participation and kind comments have enriched my perception of my research topic, the role of guanxi in Sino-Japanese distribution channels, which has constituted the soul of my thesis I would like to give special thanks to Tan Ban Chong Joseph (National University of Singapore), Kwan Wing Ki Koren (University of Hong Kong), and Sebastien Boret (Oxford Brookes University), who have patiently proofread my thesis and provided me insightful comments during the past few months The acknowledgement would not be complete without mentioning my fellow graduate students at the Department of Japanese Studies Their company and beatitude helped me enjoy the student life at NUS Finally, I dedicate this thesis to my family (parents and brother) Without their support and encouragement, my study would have been impossible August 2006 Xie Qiaoguang Simon iii Table of Contents Acknowledgement………………………………………………………………….i Table of Contents…………………………………………………………………iii Summary…………………………………………………………………………vii List of Tables…………………………………………………………………… ix List of Figures…………………………………………………………………… x Chapter One: Introduction…………………………………………………………1 1.1 International Channel Relationships………………………………….… 1.2 Reasons for Choosing Chinese Distribution…………………………… 1.3 Business Relationship in China………………………………………… 1.4 Chinese Business Practice Guanxi……………………………………… 1.5 Objectives of the Study………………………………………………… 1.6 Methodology and Organization of the Study…………………………… Chapter Two: Japanese Business in China …………………………………… 12 2.1 Japan’s Entry into China…………………………………………………12 2.2 What Makes China Distinct? ……………………………………………13 2.3 Complicated Chinese Distribution Channels ………………………….15 2.4 China and Japan………………………………………………………….17 2.4.1 Japan in China’s Media………………………………………… 17 2.4.2 Influence on Japanese Firms…………………………………… 19 2.5 Why does Guanxi Matter? ………………………………………………20 Chapter Three: Literature Review……………………………………………… 22 iv 3.1 Japanese Distribution Channels………………………………………….22 3.2 International Business: Trade in China………………………………….24 3.2.1 Chinese Market: Western View on the Biggest Market……….….24 3.2.2 Japanese International Marketing in China……………… ….…26 3.3 Channel Member Relationships…………………………………………27 3.4 Chinese Business Practice – Guanxi………………………………….…31 Chapter Four: Research Methodology and Findings…………………………… 39 4.1 A Model of Guanxi-Based Channel Relationship……………………….39 4.2 Hypotheses Development………………………………………….…….42 4.3 Process of Data Collection……………………… …………………….45 4.4 Findings and Results……………………………………………….……49 4.4.1 Profile of Companies………………………………………… ….49 4.4.2 Profile of Respondents……………………………………………51 4.4.3 Profile of Channel Member Relationship………………… …… 52 4.4.4 Perception and Operation of Guanxi………………… ………….54 4.4.5 Conflict…………………………………………………… …….56 4.4.6 Communication……………………………………………… …59 4.4.7 Relationship Performance………………………………… ……61 4.4.8 Hypotheses Test…………………………………………… ……62 Chapter Five: Discussion and Case Studies………………………………… ….65 5.1 Encountering Guanxi…………………………………………………….65 5.2 Why does Guanxi Become the Favorable Choice……………………….69 v 5.3 Means of Communication……………………………………………….70 5.4 Does Guanxi Promote Communication? ……………………………… 71 5.5 Situation of Conflict………………………………………………….….74 5.5.1 Intervention is not Necessary…………………………….….……74 5.5.2 Contract or Non-Contract ……………… ……………… ……74 5.5.3 Is Conflict Resolved? ……………………………………….……75 5.6 Relationship Performance……………………………………………… … 80 5.7 What Communication and Conflict have Brought to Relationship Performance? …………………………………………………………… 81 5.8 Implication for Japanese Manufacturers………………………………… …84 5.8.1 Guanxi Establishment………………………………………… …84 5.8.2 Guanxi with the Government…………………………………… 84 5.8.3 Is Guanxi All? ………………………………………………… 85 5.8.4 Historical Issues……………………………………………… …87 5.8.5 Language Issue………………………………………………… 89 5.8.6 Agreement…………………………………………………… …91 Chapter Six: Conclusion…………………………………………………….……94 6.1 Summary of the Research………………………………………….….…94 6.2 Limitations of the Study…………………………………………………99 6.3 Further Research Directions……………………………………………100 Bibliography……………………………………………………………….……102 Appendix 1: List of Profiles for Case Studies………………………… … …109 vi Appendix 2: Survey Questionnaire……………………………………… ……111 vii Summary Among the many strategies of marketing in China, the traditional business practice guanxi, namely relationship or network, is perceived as a major instrument for success of foreign corporations Since more MNCs (Multi-National Companies) come to use Chinese distributors to sell their products after China’s entry in WTO, this raises the question how and whether guanxi functions in the distribution channels This thesis looks at this question within the context of marketing channel relationships of Sino-Japanese businesses The thesis built on an approach by LaBahm & Harich (1997), who have proposed the concept of sensitivity to foreign culture in the study of channel relationships by looking at the effects of sensitivity to national business culture on communication, conflict, and performance in U.S.-Mexican channel relationships This thesis adapted this model for the study of Sino-Japanese business relationships to examine the role of guanxi in distribution channels Hypotheses were tested through a quantitative survey of forty-eight Japanese manufacturers in China The results of the quantitative study were complemented with data collected during five in-depth interviews with Japanese corporations in China and Japan Besides the main objectives of the study, this thesis also provides implications for Japanese management in China in regard to guanxi, historical issues, language, and agreements viii In conclusion, this study has lead to a better understanding of issues of communication, conflict, and relationship performance in Sino-Japanese channel relationships, and especially of the role that guanxi is playing in the distribution channels Specifically, guanxi is shown to increase communication and decrease conflict, both of which in turn influence relationship performance ix List of Tables Table 2-1: Analysis of Focused Topics on Japan…………………………………19 Table 2-2: Analysis of Trend of Report Content…………………………………19 Table 4-1: Profile of Companies……………………… ……………… ….….50 Table 4-2: Profile of Respondents……………………………………………… 51 Table 4-3: Channel Member Relationship……………………………………… 53 Table 4-4: Evaluation of Guanxi…………………………………………………55 Table 4-5: Evaluation of Conflict……………………………………………… 57 Table 4-6: Ways of Contacts…………………………………………………… 60 Table 4-7: Evaluation of Communication……………………………………… 61 Table 4-8: Evaluation of Relationship Performance…………………………… 62 Table 4-9: Hypothesized Relationships………………………………………… 62 Table 4-10: Standard Deviations, Means and Correlations………………………63 x List of Figures Figure 1-1: Are Negotiations Slower than in Other Developing Countries? Figure 2-1: Three Distribution Solutions Adopted by Japanese Firms in China…16 Figure 4-1: A Model of Cross-National Channel Relationship………………… 40 Figure 4-2: Proposed Model of Guanxi-Based Channel Relationship………… 41 108 Physical Distribution Materials Management 15 (5) (1985): 51-60 Xin, Katherine R “Commentary: Guanxi and growth in China, blurred visions in Bulgaria,” Journal of Applied Management Studies (1) (1998):149-151 Xinhuanet.com “Shen Me Shi Guang Gao Bu Neng Huan Qian De Di Xian [What is the Bottome Line When Advertisement is Used to Make Money].” Published in 12 October, 2004, Beijing 16 June, 2006, retrieved from Xinhuanet.com, Yang, Mayfair “The Modernity of Power in the Chinese Socialist Order.” Cultural Anthropology, (1988): 408-427 Yang M.M The Arts of Social Relationships and Exchange in China Berkeley CA: University of California, 1986 Yang, John Z., John Farley, and Scott Hoenig “When MNCs Come to China, Who Changes Whom?” The China Business Review (26) (2) (1999): 16-19 109 Appendix 1: List of Profiles for Case Studies Case One (In China): Company Name: Dalian *** food manufacturer (Company A in the paper) Interviewee: Kanno, chief of marketing department Duration of working in China: years Industry: processing raw material to semi-finished articles and pursuing final process in Japan Case Two (In China): Company Name: Shanghai *** plastic products manufacturer (Company B in the paper) Interviewee: Watanabe, chief of market plan Duration of working in China: years Industry: plastic mold manufacturing Case Three (In China): Company Name: Beijing *** Pendant Lamp Company (Company C in the paper) Interviewee: Nakada, chief of marketing division Duration of working in China: years Industry: pendant lamp producing 110 In Case Four and Case Five, the informants are not currently working in China It therefore does not indicate the name of the companies Case Four (In Japan): Interviewee: Kumamoto Junichi Duration of work in China: years Industry: Medical supplies manufacturing Case Five (In Japan): Interviewee: Kishita Junichiro Duration of work in China: years Industry: precision machine 111 Appendix 2: Survey Questionnaire/アンケート調査 アンケート調査 アンケート 本調査は日本の製造業を対象としています。統計的に処理しますので、個別 の回答内容は外部に漏れることはありません。ご記入いただいた調査票は、 お手数ですが、2005 年 月 20 日までに同封の返信用封筒により、或いは、 下記の FAX 番号により、ご返信ください。なお、本調査に関するお問い合わ せは、下記までお願いいたします。 中国遼寧省大連市沙河口区緑波路 32 号楼（君王府酒店） 謝巧光 郵便番号：116033 TEL（携帯）: 13190192877 FAX: 0411－86847555 ご質問があれば、上記の携帯番号、或いは E メールの g0304817@nus.edu.sg までご連絡お願いいたします。 ご協力いただいた企業には、本調査結果をまとめた報告書を送らせていただ きたいかたは、以下に送付先のお名前、ご住所などをご記入ください。 貴社名： 住所： TEL： FAX： 氏名、役職： Section A: Profile of Company/貴社の事業及び回答者の概要 /貴社の事業及び回答者の A1 Category of Industry/貴社の事業概要について /貴社の事業概要について Please choose the production your company are producing/貴社の取扱い商品に ついてお答えください。（複数回答可） Food & Drinks/飲食料品 Textile/繊維 織物 Apparel/服装 Wood/木製品 Paper & Pulp/紙 バルプ Chemicals/化学製品 Medical Supplies & Cosmetics/医療品 化粧品 Rubber/ゴム Ceramics/焼物 Iron/鉄鋼製品 Non-Iron Metal/非鉄金属 Metal Goods/金属製品 Normal Machine/一般機械 Electronic Equipments/電気 電子機械 Electronic Parts/電子部品 Automobile/自動車 Automobile Parts/自動車部品 Transport Machine/交通機械 Precision Machine/精密機器 Furniture & Building Materials/家具 建材 Daily Necessities & Sundries/生活用品 雑貨 Others/その他 112 The number of employees in your company/貴社中国子会社の従業員の人数は 何人ですか。 Less than 100 people/百人未満 100 people～500 people/百人～五百人 500 people～1000 people/五百人～千人 More than 1000 people/千人以上 The years of establishment of your company/貴社中国子会社の設立年数は何年 ですか。 Less than years/三年未満 years～5 years/三年～五年 years～10 years/五年～十年 More than 10 years/十年以上 The annual turnover of your company (Base on consolidated balance sheet)/貴社 の年間売上高は（連結ベース）およそどのぐらいですか。 Less than billion Yen/1 億円未満 billion ～5 billion Yen/1 億円～5 億円 billion～10 billion Yen/5 億円～10 億円 10 billion～50 billion Yen/10 億円～50 億円 50 billion Yen～100 billion Yen/50 億円～100 億円 More than 100 billion Yen/100 億円以上 A2 Profile of Respondent/回答者の概要 /回答者の Your position in your company/貴社での役職は何ですか。 General manager/社長 Vice General Manager/副社長 Head of Department/部長 Head of Division/課長 Others/その他 Your nationality/お国籍はなんですか。 Japanese/日本人 Chinese/中国人 Others/その他 Your age/お年齢は幾歳ですか。 Less than 30 years old/三十歳以下 30 years old～40 years/三十歳―四十歳 40 years old～50 years old/四十歳―五十歳 More than 50 years old/五十歳以上 How many years have you been working in your company/貴社での従業年数は 何年ですか。 113 Less than years/2 年以下 More than years/5 年以上 years～5 years/2 年から 年まで If you are not Chinese, how many year have you been working in China/中国人で なければ、中国で仕事の年数は何年ですか。 Less than years/2 年以下 years～5 years/2 年から 年まで More than years/5 年以上 Section B: Channel Member Relationship/チャンネルパートナー間の関係 /チャンネルパートナー間 B1: Business Profile with Channel Members/チャンネルとの取扱概要 との取扱概要 /チャンネルとの What is the percentage you are selling your production to Chinese market/貴社取 扱製品は中国国内販売の割合は per cent/0% Less than 50 per cent/50 以下 More than 50 per cent/50%以上 100 per cent/100% Are you using Chinese local distributors/中国国内販売で中国地場企業のネッ トワークを利用していますか。 Yes/はい No/いいえ If yes, what is the percentage you are using wholesaler and retailer respectively/「は い」の場合は、卸売と小売の割合は % Retailer/小売 % Wholesaler/卸売 How did you get to know the Chinese distributor/どうして利用いる中国地場企 業のネットワークを知っていますか。 We found it ourselves/貴社自分で開発 Introduced by business partner/ビジネスパートナーの紹介 Introduced by general trading company/総合商社の紹介 Others/その他 If conflict occurs between your company and the distributor, what will you first/中国地場企業のネットワークと衝突が起こったら、まず何をします か。 Consult the trading company who has introduced the deal to us/このネットワ ークを紹介された総合商社に尋ねる Try to negotiate with distributor by all means and use guanxi to resolve the problem/何とかしてこのネットワークと交渉、 「関係」を利用、衝突を解 除 Come to lawsuit/法律面から責任を追及する Terminate the relationship with the distributor/なるべく速く中国地場企業の 114 ネットワークとの関係を中止する How many years have you been working with Chinese distributor/中国地場企業 のネットワークとの合作経歴は何年ですか？ Less than year/一年未満 year～3 years/1 年～3 年 years～5 years/3 年～5 年 More than years/5 年以上 How much of your business volume is accounted for by selling via Chinese distributors/中国国内販売の中で中国地場企業のネットワークによる販売の割 合は Less than 25% / 25%未満 25%～50% / 25%～50% 50%～75% / 50%～75% More than 75% / 75%以上 Concerning the relationship with the distributors, please answer the following questions by circling number to (If you don’t know exactly the meaning of the question, please ignore it) 貴社と利用している中国地場企業のネットワークとの関係について、下記の 問題の中で１～５から最も適当な答えを選んでください（ をつける。意味 がよく分からない項目はつけなくてもいい） 利用している 中国地場企業 の 。利用している中国地場企業 利用している中国地場企業の ネットワークが複数である場合、下記の問題を全体に えてください。 である場合 ネットワークが複数である場合、下記の問題を全体に答えてください。 Strongly disagree/強く反対 Disagree/反対 Neutral/中立 Agree/賛成 Strongly Agree/強く賛成 B2: Measurement of Relationship between Manufacturer and Distributor/生産 生産 企業とネットワークの 企業とネットワークの関係 Q1 Perception and Operation of Guanxi/「関係」についての理解と運用 理解と 「関係」についての理解 Strongly disagree/強く反対 Disagree/反対 Neutral/中立 Agree/賛成 Strongly Agree/強く賛成 a b Maintaining a good relationship is the best way to enhance business in China/よい関係を維持するこ とは中国ビジネスを高めるのには最もいい方法 Guanxi is part of the Chinese way of business relationships/「関係」は中国の方法で行うビジ ネスの一部分 5 115 c d e f g h i j k l m n o p Guanxi is very important in Chinese business relationships/「関係」は中国ビジネス関係には 非常に大切 Guanxi is more in-depth than traditional long term relationships/「関係」は伝統的な長期関係より もっと意味深い Guanxi is more relevant to Chinese business relationships than traditional long term relationships/「関係」は伝統的な長期関係より もっと適当 Good relationship in business leads to greater satisfaction between producer and distributor/よい 関係はわが社とチャンネルにより高い満足度を もたらす The relationship component in business is as important as products and services/ビジネス関係の 要素は製品とサービスと同じく大切 Our relationship with our distributor is interdependent/わが社とネットの関係は相互依 存 If our distributor offers a favor, we must try to repay and increase the value of the favor within our capacity/ネットが手伝ってくれたらわが社必ず 同手伝いより高い価値で報いる A successful business partner is the one who has done the most to reciprocate favors in the relationship /最も高い価値の努力をビジネス関係 にあげるパートナーは合格 The stronger partner in a business relationship must voluntarily assist and take the lead in business transactions/強いパートナーは必ず積極的に取引 を手伝う Meaningful business relationships must be maintained and reinforced at all times/有意義なビ ジネス関係は必ず常に維持強化されることが大 切 Meaningful business relationships are long-term associations and interactions/有意義なビジネス関 係は長期的な提携と相互作用 We consider it a loss of face (shame) to take advantage of our business partners/ビジネスパート ナーを利用することは恥ずかしい “Face” is important in a successful and meaningful business relationship/「顔」は成功で、有意義な ビジネス関係には大切 It would be humiliating not to be totally committed to a meaningful business relationship/有意義なビジ ネス関係に全力で専心しなければ恥ずかしい 5 5 5 5 5 5 5 116 q r s t u v w In meaningful business relationships, partners are expected to act in each other’s best interests/有意義 なビジネスのなかで、メーカーとチャンネルは パートナーの興味のあることをすべき In meaningful business relationships, we have complete confidence in the promises made by our distributors/有意義なビジネスにおいて、わが社 はチャンネルが作った約束に自信がある We would gain as much knowledge about guanxi as possible when doing business in China/中国ビジネ スにおける「関係」に関する知識をできるだけ 多く身につけたい We will not hesitate to utilize our personal power/ability to enhance the business relationship/個 人の力／能力を惜しまないでビジネス関係を固 める We are willing to adapt to the Chinese way of doing business/中国式の交流方法をとって、ビジネス を行いたい We tend to conduct business with companies related to our business network or social network/わが社の ビジネス及び社交のネットワーク関係の会社と ビジネスをやりたい We tend to conduct business on the basis of previous personal interaction and successful experience/前か ら分かってそれに取引で成功した例のある会社 とはビジネスをやりたい 5 5 5 Q2 Channel Conflict/パートナーの間の衝突 /パートナーの What should be the ideal situation with regard to the influence on distributor? パートナーの パートナーの間の衝突に対して、理想的な状況について、お答えください。 トナー 衝突に して、理想的な状況について、 について えください。 Strongly disagree/強く反対 Disagree/反対 Neutral/中立 Agree/賛成 Strongly Agree/強く賛成 a b We should hold the significant power to influence distributor’s decision on whether or not they carry other makers’ products that compete with our/わが 社の製品と競争できる他社の商品を取り扱うか どうかについて、わが社はチャンネルの決定を 影響できるはず We should give a total influence on distributors in terms of inventory level, pricing, service, etc in general/チャンネルを在庫や、価格や、サービス などについて全面的な影響するはず 5 117 c d e f g h i j k Our distributor should take our suggestion when there are diverse opinions between us on a critical matter/大したことがあれば、チャンネルはわが 社のアドバイスを取るはず Our company and our distributor should have the same goal on sales of our product/わが社とチャン ネルはわが製品の販売について同じ目標及びゴ ールがあるはず Our company and our distributor should understand the goals and objectives of each other/わが社とチ ャンネルは各自の目標及び任務をよく分かるは ず We should establish formal distributor agreement to formalize our relationship/チャンネルとの関係を 正式化にするため、チャンネル契約書を締結す べき If we came to be close with distributor, it is not necessary to establish a distributor agreement/チャ ンネルとの関係が親しければ、契約書を締結し なくてもいい If we can trust our deal, it is not necessary to establish a distributor agreement/チャンネルを信 じているとしたら、契約書を締結しなくてもい い Because relationship with distributor is more important than contract, it is not necessary to establish a distributor contract/契約書よりチャン ネルとの関係がもっと必要なので、契約書を締 約しなくてもいい All transaction should be operate under one contract/すべての取引に一つの正式契約書を締 結すべき Contract should be sign for each transaction separately/取引に別々正式な契約書を締結すべ き 5 5 5 5 Based on your experience working with your distributors, please indicate your opinion toward following statement ご経験に基づき、下記の陳述についてご意見をお答えください。 経験に づき、下記の陳述についてご意見をお答えください。 についてご意見をお Strongly disagree/強く反対 Disagree/反対 Neutral/中立 Agree/賛成 Strongly Agree/強く賛成 a We not fully understand the goals and objectives of the deal/わが社はチャンネルの目標と任務を よく分かる 118 b c d e f g h i j k l m n o The distributor does not fully understand our goals and objectives/チャンネルはわが社の目標及び任 務をよく分かる We have had more than the usual amount of difficulties in our dealings with our distributors/わが 社とチャンネルの間に正常以上の衝突がある At one point, our distributors came close to terminating their relationships with us/ある時、チ ャンネルは危うくわが社とのビジネス関係を中 止しそうになった At one point, we came close to terminating our relationships with our distributors/ある時、わが社 は危うくチャンネルとのビジネス関係を中止し そうになった Our distributors prefer maintaining their professional status over improving their modes of operation/チャ ンネスは経営強化の面、プロの地位を維持する ことを好む We often demand that our distributors concentrate fully on our brand/わが社は常にチャンネルがわ が製品の販売に十分に注目すると要求する We have influence on our distributors’ choices of external suppliers/わが社はチャンネルが供給者 についての選択に強く影響する Our distributor is often forced to adjust their inventories according to our decision/チャンネルは よくわが社のアドバイスに従って、在庫レベル を調整 Our distributor has little choice on pricing and has to follow our suggested retail price/チャンネルは常に わが社のアドバイスをフォロー、価格設定する We not practically dictate to distributors the type of promotions to be used in stores/わが社は常に販 売促進戦略についてチャンネルを指導する We often want to take over the activities of the distributor/わが社は常にチャンネルがすべきの 販売活動を行う We not provide enough sales assistance (advertising, salesman, training, etc.) to distributor/ わが社はチャンネルに十分に販売アシスタント する（広告、セールスマン、訓練など） We tend to establish formal distributor agreement to formalize our relationship/チャンネルとの関係を 正式化にするため、チャンネル契約書を締結す る Since we have come to be close to deal, we did not sign a distributor agreement/チャンネルとの関係 が親しいから、契約書を締結しない 5 5 5 5 5 5 5 119 p q r s t u v w x y Since we can trust our distributor, we did not establish a distributor agreement/チャンネルを信 じているから、契約書を締結しない Because relationship with distributor is more important than contract, we not establish a distributor agreement/契約書よりチャンネルとの 関係がもっと必要なので、契約書を締結しない In China, Court may pay more attention to human relationship, so it is more important to maintain close relationship with distributor than contract/中 国では裁判が「人脈関係」を重んじる恐れがあ るから、契約書よりチャンネルとの関係がもっ と大切 All transactions have been operated under one contract/すべての取引に一つの正式契約書を締 結した Contracts are signed for each transaction separately/ 取引に別々正式な契約書を締結した The positions and responsibilities of our company and distributor are not well defined in the contract/ わが社とチャンネルの責任と義務を契約書の中 に明記された Our company and our distributor often treat each other as rivals, but not partners/わが社とチャンネ ルは常に相手を味方ではなく、敵方に認める Our company often has different opinions about the real nature of competition in our business/わが社と チャンネルは常に競争の実状について異なる意 見を持っている Our company and our distributor are unlikely to help each other when competition is getting tough/競争 が激しくなると、わが社とチャンネルはお互い に手伝うことは不可能 When problems occur, we tend to terminate our business relationship quickly/衝突があれば、わが 社はチャンネルをのビジネス関係を速く中止す る 5 5 5 5 5 Q3 Channel Communication/パートナーの間の交流 /パートナーの Please indicate the way you personally and officially contact your distributor and the frequency 貴社が正式に いは非正式にチャンネル会社 会社を れる方法及 頻度をお 方法及び をお答 貴社が正式に或いは非正式にチャンネル会社を訪れる方法及び頻度をお答え 非正式 ください。 ください。 Frequently (daily)/常に（毎日） Sometimes (weekly)/時々（毎週） Seldom (monthly)/めったに（毎月） Not at all/全然 120 a b c d e Contacting distributors via letters or emails/チャン ネルに手紙或いはメールを送る Visiting distributors/チャンネルを訪ねる Calling distributors/チャンネルに電話をかける Dinning with distributors/チャンネルと一緒ご飯 をする Playing golf, Karaoke, or other entertainment/チャ ンネルと一緒ゴルフやカラオケなどの娯楽をす る 1 2 3 4 4 What should be the ideal situation with regard to communication with distributors? パートナー間 交流に して、理想的な状況について、 パートナー間の交流に対して、理想的な状況について、お答えください。 について えください。 Strongly disagree/強く反対 Disagree/反対 Neutral/中立 Agree/賛成 Strongly Agree/強く賛成 a b c d e f We should contact distributor frequently by all means/わが社はチャンネルを頻繁に訪ねるべき Manufacturer and distributor should exchange information frequently by all means/わが社はチャ ンネルと常に情報を交換すべき Manufacture and distributor should make it a point to keep each other well informed/わが社とチャン ネルは相手によく情報を交換すべき Manufacturer and distributor should clearly communicate their expectation to each other/わが社 とチャンネルは明らかに各自の希望を交流すべ き Distributor should seek manufacturer’s advice and counsel concerning their marketing efforts/チャンネ ルは販売活動についてわが社のアドバイスを取 るべき Distributor should be willing to let manufacturer see their weakness as well as their strengths/チャンネ ルはわが社に短所及び長所を見せるべき 5 5 5 Based on your experience in your company, please indicate your opinion about following statement ご経験に基づき、下記の陳述についてご意見をお答えください。 経験に づき、 下記の 陳述についてご意見をお答えください。 についてご意見をお Strongly disagree/強く反対 Disagree/反対 Neutral/中立 Agree/賛成 Strongly Agree/強く賛成 121 a b c d e f g h i j Our distributor often gives suggestion on the introduction of new products/チャンネルは常にわ が社の製品改造についてアドバイスを出す Our complaints are well taken care of by the distributor/わが社の文句はチャンネルによく聞 き取られる Our distributor often asks for our opinion in planning critical matter on our product/大した事情 が起こったら、チャンネルは常にわが社の意見 を頼む When we consider necessary, we contact our distributor as frequent as possible/必要だと思った ら、わが社はなるべく多くチャンネルを尋ねる We keep our distributor well informed via different media/わが社は多い方法でチャンネルに情報を 伝達 Our company and our distributor always communicate to try to synergize our goals/わが社と チャンネルは常に交流を通じ、双方の目標を一 致させる Our company keeps in touch with our distributor closely/わが社はチャンネルを連絡し、親しい関 係を維持する Our company and our distributor often exchange market information (e.g., competitors) /わが社とチ ャンネルは常に市場の情報（競争者など）を交 流する Our company and our distributor often exchange economic information (e.g., exchange rate) /わが社 とチャンネルは常に経済面の情報（外貨両替レ ートなど）を交流する Our company and our distributor often exchange organizational information (e.g., change of management)/わが社とチャンネルは常に組織面 の情報（マネージャーの変更など）を交流する 5 5 5 5 5 Q4: Relationship Performance/ネットワークとのビジネス関係の実績 ネットワークとのビジネス関係 ネットワークとのビジネス関係の Strongly disagree/強く反対 Disagree/反対 Neutral/中立 Agree/賛成 Strongly Agree/強く賛成 a We are satisfied with the distributor’s efforts (promotion, service, pricing, etc.) in selling our products/わが社はチャンネルがわが製品の販売 に投入した努力（販売促進、サービス、価格設 定など）に満足できる 122 b c d e We have a very rewarding relationship with our distributor/わが社とチャンネルの関係は価値が ある We and our distributor find the relationship productive/わが社とチャンネルの間の関係は利 益をもたらす We and our distributor find the time and efforts spent on the relationship to be worthwhile/わが社と チャンネルの関係に投入した時間、金、労力は 無駄ではない The relationship with our distributor has been effective/わが社とチャンネルの関係は効き目が ある 5 5 Section C: Please leave your comments to the following questions: How should Japanese manufacturers deal with the relationship with Chinese distributors? What should be paid attention to when doing business in China? 日本企業がどのように中国地場企業ネットワークと関係を取り扱うか、また は、中国事業を開拓するにあたってのご意見があればお聞かせください。 Thank you for your cooperation very much ご多忙のところ、ご協力いただき誠にありがとうございました。 ... of the Sino- Japanese relation in regards to politics, the economy, and cultural communication 2.4.1 Japan in China? ??s Media To examine the propaganda about Japan in China? ??s media, an investigation... Hence, guanxi has become an important notion in china serving as a social key towards achieving various goals There is a large body of literature evaluating the nature and role of guanxi in Chinese... three in- depth interviews with Japanese informants who are in charge of the marketing departments of Japanese manufacturers, and two informal interviews with two Japanese informants working in China