様々な分野でグローバルに活躍する「普通の人々」が体験を語り、次世代の普通の人々のお役に立てればと思っているサイトです。

日本在住歴約40年のRon McFarlandと外資系勤務が長い齋藤信幸が、それぞれの海外体験を語ります。

Global Interaction & Understanding - A Personal Journey : No.34 Biz Tripインド

2020-05-30 21:38:40 | Ron's Life Story
今日のインドは、『Fuct Fullness』の表ではレベル2です。

「しかし」と言っては失礼ですが、インドは近年、世界的な経営者を輩出しています。

その代表が、Googleのサンダー・ピチャイ(Sundar Pichai)やMicrosoft CEOのサティア・ナデラ(Satya Nadella)です。

サンダーは1972年、サティアは1967年にインドに生まれています。

Ron-san訪問時(1985年)には、彼らはそれぞれ13歳と18歳。

そんな彼らが、どうやってグローバルの舞台で大活躍できるようになったのでしょうか。

大変、興味深いですね。

さて、1985年当時のインドはどのようなところだったのでしょうか。

インドのトラックプロジェクト。
In late 1985 and 1986, I went twice to India. There was a new and huge heavy-duty truck project with Hindustan Motors, and I was to develop the sales network and train the dealers throughout the country.

My first trip was to visit the dealers, Hindustan Motors had assigned in the south, west and north. Because of all the political problems in the north, I could only visit dealers in the Delhi area. I started my trip in Delhi, where the head office of the commercial vehicle division was.

おなじみTATAとの戦い。どう攻めるか。
Hindustan Motors is mostly a car company and wanted to compete with TATA, the powerhouse in the truck business (as well as many industries) in India. TATA exports trucks throughout the region as well as dominates the Indian domestic market with 80% of the market share. It is based on old Mercedes Benz technology.

The idea was to start selling our truck in the south where TATA was weakest. There was another company in India called Ashok Lealand based on old British Lealand trucks. They were head quartered in Madras (now Chennai), in the south. So, at that time, they had 25% of the market share in that region, and we wanted to take some of their business with a superior truck. Therefore, I started my market study in Madras and Bangalore in the south. The south of India is like the southern States in the United States. Businesses are small. Families are large, or I should say larger than the average large family in India. They are not as industrial as the mighty north or west. In recent years, Bangalore has become the “Silicone Valley” of India. They have an expanding computer and software industry. As a matter of fact, they were vital support for their American counterparts during the “YK2” problem, as they worked when the Americans were sleeping to solve all the computer problems. The people in the south are wonderful, warm and open.

From there I went to Bombay, now called Mumbai. That is the main commercial center of the country. Like many large cities in the developing world, Mumbai is a city that draws people from the countryside.

India is a very complicated and historic country. Most of the Eastern religions came out of India in some form. Hindi is the national language, but there are hundreds of dialects, which prevent people from traveling around the country for work and a better life. The literate population, when I was there, was 24% in any language. In English, possibly 10% of the population speak it fluently. In spite of that small percentage, with a population of over 800 million (at that time), that is a lot of literate people, and the middle class is very large. Unfortunately, the lower classes (in both wealth and status) are even larger.

貧しいが平和な国。
In spite of its poor education and living standards, I found the country very safe and felt the people were very peaceful in their hearts.

In the mid-1980’s, India was a tiring country to travel through though, and one always has to worry about bad food, water and facilities. It’s not all that fun to be stuck in an elevator for a few hours while it is being repaired. With the lack of foreign exchange at that time, India could not buy replacement parts for the imported industrial goods they buy. Therefore, even parts are repaired instead of replaced, but it is very time consuming and usually needs repair again in a very short time. In the more recent times, I think the country has improved greatly with its export drives and the opening of the domestic market in sales and investment.

様々な規制。
As for my seminars, the dealers loved the sales concepts and the new truck they were getting. But, here again, production equipment could not be imported at that time, and the Bank of India would not allow us to get foreign exchange to import production parts and components regularly. Therefore, an average dealer would have to wait years before it would get one truck to sell. That was a real heart breaker for me, as the country really needed better transportation, and people were literally dying on the roads with truck breakdowns.

At the time I did not know it, but I would go to India several times more on personal visits.


 
Bombay, Feb, 1986



Training Group in Delhi, India
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Global Interaction & Understanding - A Personal Journey : No.33b  Biz Trip Indonesia

2020-05-24 01:06:00 | Ron's Life Story
インドネシアは私がいたハードディスク業界や半導体業界に関わる企業が極めて少ない国でした。
私が行ったことがあるのは、バタム島のみ。シンガポールから船で1時間ほどのところであったと記憶しています。
そこには松下寿㈱の工場があり、ハードディスクの部品を製造していました。

入国審査に長蛇の列ができていましたが、我々の一団は別の入り口から入って並ばずに審査。毎回、袖の下でも渡していたのでしょうか。

最近読んだ『FACT FULNESS』(ハンス・ロスリング他著、日経BP社)によると、マレーシアは日本と同じレベル4、インドネシアはレベル3の国と位置づけられています。

さて、Ron-sanが訪問した当時(1985年)のIndonesiaはどのような国だったのでしょうか。

Indonesia

After those four seminars in West Malaysia, I was asked to go down to Indonesia to study if we could help them develop their dealership network. It turned out that the country had very strict local content laws and imported assembled vehicles were very heavily taxed. Like Malaysia, a manufacturer had to not only have local assembly, but required a great deal of local parts in the vehicle, some parts of which were in low supply and of low quality. So, the problem was not the dealership network, it was supply.

With little business to do, I decided to do market research while I was there. I studied the bus market on the beautiful island of Bali.



Bali, Indonesia, July 1985

Most of the Eastern religions came out of India historically. The first religion was Hindu, which swept down the Malaysian Peninsula and throughout Indonesia. Then, centuries later came the Buddhist religion and finally the Muslim religion. Today, Indonesia is 80% Muslim, except Bali. They still hold the old Hindu religion, which entered the countries 100’s of years earlier. They are very special people for that region of the world. They work hard, are very disciplined and religious. It’s one of the special places on earth.

Indonesia is extremely different from Malaysia. Although the Malay language and Indonesian language are similar, and they can understand each other, they don’t like each other very much. The Malaysians are far more educated and rich. Indonesian has a very huge population (8-10 times the sizes of Malaysia). Few people speak English in Indonesia, as they were a territory of the Dutch, and about 15% of the population is Chinese. They do have crude oil though which is the number one foreign exchange earner. It has the largest Muslim population in the world making it very important globally.
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Global Interaction & Understanding - A Personal Journey : No.33a  Biz Trip Malaysia

2020-05-16 21:57:50 | Ron's Life Story
私がマレーシアに行くようになったのは1997年頃。ペナン島近くの日本企業への半導体製造装置の売り込みでした。仕事の中身は全く覚えていませんが、蝦蛄(シャコ)がたっぷり入った野菜炒めがやたら美味しかったことを記憶しています。

一番の思い出はボルネオ島のクチン。クチンは猫の意味で、町中には猫のモニュメントがありました。1998年、アジア通貨危機の後、日本企業のシャープとマレイシア政府が現地に半導体の工場を建てることになり、シンガポールの代理店の営業と半導体製造装置の売り込みに行きました。準備のための現地事務所にいたのは韓国人のエンジニア達。工場の建設予定地は、まだ、ジャングルでした。

約二年通い受注が決定。最終的な価格調整のためにクチンに行きました。その頃には会社名が1st Siliconと決まり、社員も増えているようで、購買の担当者はシンガポール人でした。この購買の方が用意してくれたホテルはクチンの端を流れる川の前にあり、朝、手漕ぎの小さな船で川を渡り、通勤する人の姿が見えました。川の反対側はジャングル、どこに住んでいるのだろうか。そののんびりした様子に、そのゆったりとした生活ぶりに感動したのを覚えています。

Googleで調べてみると、その会社があった場所には「ATM - Rhb Bank 1st Silicon 閉鎖」とあります。現在、太陽誘電の工場が近くにあり、1st Siliconのあった工場(建て替えたかどうかは分からないが、おそらくクリーンルームをそのまま使用)は、HGST Malaysisに代わっていました。これも奇遇です。HGSTは私がいたIBMのハードディスク部門が日立の同部門と合併してできた会社でした。現、経団連会長の中西氏がCEOを務めた会社でもあります。

さて、Ronさんのマレーシア訪問は、以上の話よりも更に10年以上前、つくづく凄いなと思います。

West Malaysia
With the success in Singapore, I was soon commissioned to give four seminars in West Malaysia on pretty much the same subject but for different vehicles. Armed with the experience in Singapore, I improved and streamlined the seminar. That was in mid-June, 1985.

Malaysia is a very complicated country. It is divided into East Malaysia and West Malaysia, West Malaysia or Peninsula Malaysia being about 80% of the economy, but with East Malaysia, on the island of Borneo having a wealth of natural resources.

Around 50% of the population are Malay. The Malay people have their own language and are mostly Muslim. Their population is spread all around the country, particularly in the countryside.

Around 35% of the population are Chinese. They are either Buddhist or Christian and live mostly in the major cities along the west coast of West Malaysia.

The third group of people are Indian, from India. They are about 11% of the population. They are mostly Hindu in religion.

All the groups pretty much keep to their own group, but share one thing. They all feel they are Malaysian. Interestingly the Chinese and Indian population own or operated most of the major companies in the country, but the Malay population controls the government. There has been many government owned companies just for Malay management, and there has been mixed successes with them.

It is amazing how peaceful the country is, in spite of their very different ethnic groups.

I have enjoyed training all of the groups and always felt that they put a high level of importance on manpower development. I always drew large crowds when I gave seminars in Malaysia.



Sales Seminar, June, 1985



Large Training Group
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Global Interaction & Understanding - A Personal Journey : No.32  Biz Trip シンガポール

2020-05-10 11:45:21 | Ron's Life Story
ここからはRonさんのビジネストリップの紹介です。目的はもちろん海外の営業拠点での営業のトレーニング。
それまでのいすゞ自動車にはないRonさんならではのトレーニングを行いました。
最初のトレーニングは1985年のシンガポール。

私がアジアに初めて目を向けたのは、1994年、米系のコンサル会社にいるときでした。
その後、半導体装置の会社の海外営業に移り、シンガポール初訪問は1997年でした。
中国系がビジネスの実験を握り、マレー系、インド系が安価な労働力を提供といった構造でした。

では、Ronさんのビジネストリップの始まりです。

Chapter #9: TRAVELING & TEACHING IN THE 1980’S

Singapore

As I mention earlier, my first training business trip was in Singapore on April 26-29, 1985. That is where 20 years of international travel to give seminars started.

As I look back, that was not a particularly good seminar, but it was far better than what Isuzu Motors ever did before, to develop its sales network international. So, simply put, I had an easy act to follow. In some cases, previous training was not even understandable, not to mention helpful. So, that is where the rocket took off.

Singapore is a city-state, a country of one city at the south of Peninsula Malaysia. It is a major trading port because of its location. It used to be a colony of England and therefore English (British English) is the most commonly used language. About 80% of the population are Chinese with a small percent of Malay and a smaller population from Indian.

Historically, being a British Colony, it was the ideal place to import machinery and finished goods from England and export raw materials, mostly natural rubber, tin and palm oil from Malaysia to England.

In recent years, as it is on the oil route from the Middle East to the United States, it is a major stop-over for tankers and has developed its own petro-chemical industry. With its extremely high level of education and being multi-lingual, it also is very involve in the computer and electronic industry.

It is very close to the equator, and therefore is very tropical with a lot of rain.





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Global Interaction & Understanding - A Personal Journey : No.20 Ronさんのセールストレーニング。大切なのは。。。。。

2020-05-03 17:53:24 | Ron's Life Story
Ronさんのライフワークとなった海外営業。Ronさんの自伝の中では、いすゞのトラック販売で開発したセールス・トレーニングを説明が続きますが、ここではさわりだけをご紹介します。

Chapter #8: WHAT SALES TRAINING IS

Ronさんが20年間言い続けてきたこと。

When I look back, I wonder why my training carried the value it did and was as durable as it was. A song is only on the charts for a few weeks, and here I am saying the same thing for almost 20 years.

”ゴール自体が大事なのではない”
After doing all the studies on selling and writing on the subject, I came up with ten steps to selling. Each step is an activity or series of activities. We have all heard the expression, “We are goal oriented, not activity oriented.” Well, I can’t disagree with that statement, but it is not compete. It ignores the activities required to achieve the goal you want to achieve. I believe once the goal is set, all the attention should be on the activities required to achieve the goal. 90% of one’s attention should be on the activities required to achieve the goal, not the goal itself. The goal should be set initially and occasionally evaluated to confirm its value. Other than that, all the attention should be on the activities as I see it. If highly successful activities have been developed, evaluated and proven, one should use them as much as possible. An example is Toyota’s production system. The production lines are set up so the production worker does not have to think. They just follow very precisely determined activities. Well, I developed selling activities with that same belief in mind.

”自分でどうにもならないことを嘆いても”
Too often I hear sales managers pressuring sales people about making their sales target and to make their assigned quotas. They talk about the competition. They talk about inflation and pricing concerns. They talk about new technology challenging the current product range. They talk about the strength and/or weakness in the economy. They talk about supplies and importing problems. Discussions on these subjects can go on for hours to no conclusion. For a retail sales person, all of these factors are totally out of his control, and he walks out of the room with a sales goal but feels completely helpless.

誰もが実施できるセールスプロセス
So, I tried to write a sales training seminar on activities that will be most helpful to produce the sales goals set. I wanted to write activities, I as a sales manager could order someone to do. I cannot order someone to sell because of the factors above, which are out of a salesman’s control. Each of my 11 steps is within the person’s control.



Ronさんは、このセールス・トレーニング・プログラムを世界各地で展開していきました。
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