关键的问题是,日本公司需要打破过去的僵化战略,它们不可走一直沉溺于戴明(Deming)和朱兰Juran)的管理理论,不可能一直靠传统的竞争战略打天下。它们需要在商业模式、市场战略和竞争方式上有所创新,这将决定一大批日本大公司的生死。一度称雄全球的日本公司倘若不改变固守的传统竞争战略,那么它们也许会更长久地在僵化战略的阴影下阵痛。日立公司一度因为拥有一流研发技术的“日立制作所”而制造出了众多闻名全球的产品,包括发电站、自动电梯、半导体、家用电器和其他五花八门的电子产品。“Inspire the next!(引领未来!)”的广告语表明了 The key issue is that Japanese companies need to break the rigid strategy of the past and they must not indulge in the management theory of Deming and Juran. It is impossible to rely on the traditional competitive strategy all along. They need to be innovative in business models, market strategies and competitive methods, which will determine the life and death of a large number of large Japanese companies. Japanese companies, once dominated by the world, may endure the pain of longer-term strategic shadows if they do not change their traditional competitive strategies. Hitachi once created many world-famous products, including power stations, escalators, semiconductors, home appliances, and a wide variety of other electronic products because of its “state-of-the-art” Hitachi Technology. “Inspire the next! (Leads the future!) ” Slogan shows