| Budget Amount *help |
¥3,770,000 (Direct Cost: ¥2,900,000、Indirect Cost: ¥870,000)
Fiscal Year 2013: ¥1,040,000 (Direct Cost: ¥800,000、Indirect Cost: ¥240,000)
Fiscal Year 2012: ¥1,170,000 (Direct Cost: ¥900,000、Indirect Cost: ¥270,000)
Fiscal Year 2011: ¥1,560,000 (Direct Cost: ¥1,200,000、Indirect Cost: ¥360,000)
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| Outline of Final Research Achievements |
Japanese companies have sought opportunities to enter into developing countries while businesses in advanced and newly industrialized counties have the limit to growth. However, they have been facing entry barriers due to the lack of knowledges and experiences in developing countries. For the successful entries, quite different method and business model could be required. Some forerunners adopt different sales and marketing method from that for existing market, an approach to local distribution channel, simple specification of products and lower price for customers’ needs.
In this study, I found out that cross-sector collaboration, especially between private companies and non-profit organizations including NGOs and international cooperation organizations that have expanded activities at grass-root level in developing countries, is quite effective for new entrants. Businesses contributing to solve social issues in developing countries could be accepted in cooperation with non-profits.
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