PowerPoint

Characteristic of Japanese SMEs
Atsushi TOYONAGA
Commissioner
Small and Medium Enterprise Agency
Ministry of Economy, Trade and Industry
October, 2015
Contents
1. Current Status of SMEs in Japan
2. Outstanding technologies and services
produced by Japanese SMEs
3. Overseas development of Japanese SMEs
1-1. Overview of Japan’s SMEs
機密性○
○In the SME Basic Act, SMEs are defined by their ‘Stated Capital’ or ‘Employees’.
○The number of SMEs in Japan is 3,853 thousand. It is account for 99.7% of all
companies in Japan.
○SMEs account for 68% of all employees.
Definition of
SME in Japan
Definition in the SME Basic Act
Industry Type
SME operators
of which, Small
Enterprises
Stated Capital or Employees
Employees
20 or fewer
Manufacturing \300 million or less
Wholesale
\100 million or less
300 or fewer
Service Industry
100 or fewer
Retail
\50 million or less
Definition in the
Corporation Tax Act
Stated Capital
\100 million or less
5 or fewer
50 or fewer
No. of companies
(2012)
510 thousand
１３．２％
1.1 thousand
０．３％
No. of employees
(2012)
Large Enterprises
Medium Enterprises
11.92 million
２５．８％
13.97 million
３０．３％
Small Enterprises
3,340 thousand
８６．５％
SMEs
3,853 thousand
９９．７％
出典：総務省「経済センサス－活動調査」再編加工に基づく速報値
2,024 million
４３．９％
SMEs
32.17 million
６９．７％
資料：総務省・経済産業省「平成24年度経済センサス－活動調査」再編加工
x 10000
機密性○
1-2. Changes in the number of SMEs／Aging of Management Personnel
〇The number of SMEs are declining, especially the number of SEs went down by 320 thousand during the last 3 years.
○As the population decline and aging of society advances, management personnel will also age, and even in comparison with
the past, those in the age group of 70 or over will be the most numerous.
Changes in the number of SMEs
（*0.1
million）
600
500
The number of self-employed in each age group
（万人）
SMEs
中小企業
Including
SEs
484
Small
小規模事業者
Enterprises
Medium
中規模企業
Enterprises
1992年
2002年
2012年
120
100
469
423
1982年
410
400
433
420
420
378
366
366
385
80
75
334
300
60
200
54
40
34
32
100
61
55
59
53
54
51
20
0
1999年
1999
2001年
2001
2004年
2004
2006
2009
2012
2006年
2006
2009年
2009
2012年
2012
Source：Ministry of Internal Affairs and Communication, Economic Census
for Business Activity(2012), Economic Census for Business Frame(2009) and
Establishment and Enterprise Census
0
15-19
20-24
25-29
30-34
35-39
40-44
45-49
50-54
55-59
60-64
65-69
70（age）
Source：Ministry of Internal Affairs and Communication, Labour Force Survey
Note: aggregate the non-agriculture and forestry
機密性○
1-3. Role of SEs: support for local employment and the local economy
○In prefectures outside of the three metropolitans, Microenterprises account for around
30% of the employment, while medium enterprises provide more than 50% of the
employment. SMEs contributed to creation of employment and stabilization of regional
economy.
(%)
25,640,000employees
17,330,000employees
100
90
16.2%
Large enterprises
80
46.1%
70
60
53.9%
50
Medium enterprises
40
38.5%
30
20
10
29.9%
Small Enterprises
15.4%
0
Outside of three metropolitans
Three metropolitans
(Tokyo, Nagoya, Osaka)
1-4. Securing human resources for SMEs and small businesses
機密性○
 Across the nation, there is a rising sense of shortage in employees for SMEs and small businesses.
 Less than half of questionnaire respondents answered that human resources are “fully secured” or “insufficient but secured,”
implying that SME and small businesses are in a state where human resources have not been sufficiently secured.
Looking at the reason for this, while almost 60% indicated “no applicants,” another 40% indicated “although there are
human resource applicants, their qualification are insufficient”, implying that they are facing a “shortage of human
resources” in both quality and quantity.
Status of securing of human resources for SME and small businesses
Trends in excess/shortage of employees DI of SMEs and small
businesses by region
(DI)
15
10
Hokkaido
Tohoku
Kanto
Chubu
Kinki
Chugoku
Shikoku
Kyushu & Okinawa
Excess
Fully secured
Insufficient but secured
Unable to secure
Not secured
(%)
人材を確保できない理由
人材を確保できない理由
人材の応募がないため
人材を確保できない理由
人材の応募がないため
6.7
5
20.0
0
37.1
▲5
No human resources applicants
人材の応募がないため
人材の応募はあるが、よい人材がいないため
Although
there are human resource
人材の応募はあるが、よい人材がいないため
applicants, their qualification are insufficient.
人材の応募はあるが、よい人材がいないため
Although
qualified human resources have
よい人材の応募はあるが、採用できないため
よい人材の応募はあるが、採用できないため
applied,
unable to employ.
よい人材の応募はあるが、採用できないため
(％)
(％)
(％)
(%)
3.3
3.3
3.3
3.3
(n=1,121)
▲ 10
36.3
▲ 15
Shortage
39.9
39.9
39.9
39.9
56.8
56.8
56.8
56.8
(n=3,092)
▲ 20
I II III IV I II III IV I II III IV I II III IV I II III IV I II III IV(Term)
(Year)
2009
10
11
12
13
14
Source: “Survey on Business Conditions” by The Small and Medium Enterprise Agency and the
Organization for Small & Medium Enterprises and Regional Innovation, Japan (SME Support, Japan)
Note: Excess or shortage of employees DI is obtained by subtracting the ratio (%) of companies that
responded “shortage” from those who have responded “excessive”.
(n=1,121)
(n=1,121)
(n=1,121)
Source: “Survey regarding securing and nurturing of human resources for SME and small businesses”
by NRI (December 2014) under contract from the Small and Medium Enterprise Agency.
1-5. Securing human resources for SMEs and small businesses
機密性○
 There is a strong sense of shortage in core management human resources in SMEs and small businesses. This is not only for human resources to
cultivate the marketing channels (sales) mentioned earlier, but also over a wide range of core human resources, such as for R&D,
manufacturing, IT-related functions, management, and others.
 As hiring methods for mid-career human resources for SME, many make use of the “Hello Work” employment office and “introduction by
acquaintances and friends.” Hiring rates (employment records/usage records) are high for “introduction by acquaintances and friends” and
“introduction by business partners and banks,” while the lowest rate is for “company web pages.” This demonstrates the importance of face-to-face
hiring methods in the hiring of human resources for SMEs. However, it is believed that it is necessary to diversify hiring methods for human
resources for SMEs by raising the hiring rate of various methods.
 Furthermore, looking at the hiring of core human resources, the usage records and hiring rate both show results similar to mid-career recruiting. This
indicates that the hiring methods and sources of core human resources for SMEs are very limited.
Sense of excess/shortage of human resources by division
(Results %)
1.0
100
57.2
1.2
50.9
76.4
80
70.4
70
69.0
73.6
64.1
57.3
62.8
61.8
49.2
43.4
10
42.7
9.7
9.4
4.6 2.8
13.0
20
13.7
8.7
9.3
4.1
2.9
2.0
2.0
6.1
Source: “Survey regarding securing and nurturing of human resources for SME and small businesses”
by NRI (December 2014) under contract from Small and Medium Enterprise Agency.
Introduction by business partners and banks
100%
Note: Core human resources in this survey shall mean human resources who will be acting as the core in
various business activities, or human resources with special qualifications or with working experience in highly
specialized fields that can be put to immediate use.
Notices on company web pages
24.3
10
0
Advertisements in job-hunting publications,
newspapers, and magazines
0%
3.7
Mediation by SME support organizations
31.5
0.8
74.8
30
0
1.2
67.3
40
25.5
17.0
15.4
7.1
57.0
51.6
25.5
30
0.3
50
46.7
38.7
40
70
60
58.1
46.4
42.4
Introduction by educational organizations
(employment counselors, etc.)
Finance and
accounting
(n=1,892)
77.2
59.9
56.7
55.9
80
80.0
59.8
Hello Work employment office
Management
(n=1,949)
72.6
67.0
60
0.7
90
79.8
83.2
20
IT-related
functions
(n=1,324)
Hiring rate (core)
69.9
50
Overseas sales
(n=703)
Hiring rate (mid-career)
(Hiring rate %)
Job Café
48.0
90
Have used (core)
Introduction by acquaintances and friends
(including relatives)
41.8
Have used (mid-career)
Mediation by employment agencies
Domestic sales
(n=2,035)
Shortage
Employment portal sites
R&D and
manufacturing
(n=1,678)
Just right
Performed an internship
Excess
Hiring methods for core and mid-career recruit human resources(n=3,186)
Note: 1. “Have used” indicates the ratio of companies for each hiring method.
2. The hiring rate was calculated for each hiring method by the number of companies with hiring
records divided by the number companies that have used said method.
Contents
1. Current Status of SMEs in Japan
2. Outstanding technologies and services
produced by Japanese SMEs
3. Overseas development of Japanese SMEs
7
2. Case #1 “AMAIKE Super-Organza”
● Scarf named “Robe of a celestial maid” also known as “AMAIKE SuperOrganza” in overseas markets.
● This scarf is woven from threads that are 1/5 – 1/6 the thickness of
hair. The technology to weave extremely thin threads that are easy to cut
was established by years of research and development.
● The lightest material weighs only 5g/㎡, swings as smoothly as air and
shines brilliantly like water surface.
2. Case #2 “High-Quality Childcare Services”
● High-quality childcare services with focus on “Security, Safety, and
Information Disclosure”
● Webcams are installed for real-time streaming of children in the facility
so that their parents can watch them from workplace or home and rest
assured.
● This is a nursery school started up by a housewife who once gave up
her career as a kindergarten teacher.
2. Case #3 “Painless Injection Needle”
2. Case #3 “Painless Injection Needle”
BEFORE
AFTER
11
2. Case #4 “Laser Technology”
①Collecting sample
②Fixing sample to avoid
unpredictable movements
③Adjusting the sample position
to the Laser focusing position
The small green laser spot shows the
“Laser Firing” position
④Ready for Laser to be FIRED !!
2. Case #4 “Laser Technology”
2. Case #4 “Laser Technology”
Extremely Fast & Small Character Marking
Hair Thickness ： Φ75μm
Laser Marking
Small Characters
Character Size ： 45μm
Marking Time
→ 0.3sec！
Contents
1. Current Status of SMEs in Japan
2. Outstanding technologies and services
produced by Japanese SMEs
3. Overseas development of Japanese SMEs
15
3. Roadmap Leading to the Realization of Overseas Development
ＳＴＥＰ
１
Clarification of
Overseas
Development
Objectives
ＳＴＥＰ
２
Preparations / Planning Within Japan
Developing Overseas Clients / Business Partners,
ＳＴＥＰ
Etc.
３
Preparations / Planning Within Japan
Developing Overseas Clients / Business
Partners, Etc.
Expansion of
Overseas Markets /
Establishment
of Local Bases
 Information Gathering
 Advice from Overseas Business Specialists
 Product Development via Overseas Specialists
 Overseas
Development
Consultation  Commercialization Feasibility Study Support
 On-Site
Advice
 Examine commercialization plan feasibility
 Seminars
 Overseas Mission Dispatch
 Exhibitions at Overseas Trade Shows,
Business Meetings with Overseas
Proprietors and Buyers
 Financial
Support
ＳＴＥＰ
１
Clarification of Overseas Development Objectives
Japan External Trade Organization
JETRO has 42 regional offices around the nation and an overseas network of 73 offices in
54 different countries.
SME Support, JAPAN
In addition to its Tokyo head office, SME Support, Japan has nine regional head offices and
one administrative office located across the nation.
Designated Support Institutions
Examples of designated support institutions:
Financial institutions such as banks and credit associations, commerce
and industry associations, the Chamber of Commerce and Industry,
lawyers, tax accountants, certified public accountants, private consulting
firms, etc.
ＳＴＥＰ
２
Preparations / Planning Within Japan, Developing Overseas Clients
and Business Partners, Etc.
Information Gathering Support
1)business information on 60 countries and regions around the world
2)business information, case studies of successful overseas development, and
advice from specialists about points of concern when engaging in overseas
development.
Consultation, Advice, and Product Development Support from
Overseas Specialists
1)Local situation
2)overseas development-related business challenges
3) Advice to the products geared towards overseas markets
Commercialization Feasibility Study (FS) Support
Mission Dispatch Support, Support for Exhibitions at Overseas
Trade Shows, Business Meetings with Overseas Buyers
ＳＴＥＰ
３
Expansion of Overseas Markets, Establishment of Local Bases
Platform Diagram
Local Public Support Institutions
(Embassies, JICA, HIDA, etc.)
SME Overseas Business Support Platform
Coordinator
By 2014, support platforms were
established in 12 countries and 17 regions.
Local Network
Enhancement
Local Private Support Institutions
(Financial Institutions,
Consulting Firms,
Law/Accounting Firms, Etc.)
JETRO
Related Local Institutions
(Chamber of Commerce and
}Industry, Institutes of
Technology, Etc.)
Support Diagram
JFC
Overseas Development Funds
Loans for equipment funds and longterm working funds
Loan
SME
1) Investment
2) Relending
3) Production Outsourcing
Overseas Subsidiary, etc.
4) Sales
Enhancement
Overseas
Market
Благодаря Ви за
вниманието.

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