2010 年度

国内実地研修報告書―静岡県浜松市にみる日本の工業都市の多面的課題―

Domestic Fieldwork Report 2010
Multifaceted Challenges of an Industrialized City in Japan:
The Case of Hamamatsu City, Shizuoka Prefecture

2011 年 3 月
March 2011

名古屋大学大学院国際開発研究科
Graduate School of International Development
Nagoya University

2010 年度

国内実地研修報告書―静岡県浜松市にみる日本の工業都市の多面的課題―

Domestic Fieldwork Report 2010
Multifaceted Challenges of an Industrialized City in Japan:
The Case of Hamamatsu City, Shizuoka Prefecture

2011 年 3 月
March 2011

名古屋大学大学院国際開発研究科
Graduate School of International Development
Nagoya University

は じ め に
国内実 地研 修は 、現場 での 実践 的な 教育研 究活 動を重 視す る国 際開発 研究 科に とっ て、
重要な 取り 組み の一つ であ り、 海外 実地 研修と ともに 研究 科共 通科目 とし て位 置づ けら
れてい る。 その 主な目 的は 、１ ）「 開発 現場」 を知る こと の重 要性を 実感 する 、２ ）フィール ド調 査の 基本的 方法 や姿 勢、 調査 倫理な どを習 得す る、 ３）日 本の 地域 開発 をめぐる諸 問題 を学 ぶ、４ ）異 なる 社会 経済 的・文 化的背 景の 学生 による グル ープ 活動 を通して、 国際 的環 境にお ける 共同 作業 の経 験を積 む、の 4 点で ある。
2010 年 度は 、こ こ何年 か調 査対 象と してき た 過疎の 進む 山村 地域か ら方 向を 転じ 、静岡県浜 松市 の協 力を得 て、 10 月 27～ 29 日 に訪 問調査 、11 月 26 日 に結 果報 告会 を行った。参 加者 は 31 名 （博士 前期 課 程 1 年 生 30 名、 同 2 年 生 1 名 、日 本人学 生 10 名 、留学生 21 名）、4 つ のワー キン ググ ルー プ（ WG）に分か れ 、教 員 5 名が 引率 にあた った 。
浜松市 は、旧浜 松市 と周 辺の 11 の市 町村 の 2005 年 合併 を経て 、現在 人口 約 82 万 人、
面積 1500 ㎢超 を擁す る政 令指 定都 市で ある。 浜松市 は、 古く から製 造業 の街 とし てさかえ、 現在 も輸 送機械 （自 動車 、オ ート バイ等 ）関連 産業 を中 心に世 界的 に著 名な 企業が多数 、工 場立 地する 。ま た、 浜名 湖や 天竜川 といっ た自 然に も恵ま れ、 観光 業や うなぎ養殖 等の 水産 業も盛 んで ある 。同 時に 、日系 ブラジ ル人 を中 心に多 数の 外国 人労 働者
及びそ の家 族が 居住し 、多 文化 共生 施策 に先進 的に取 り組 んで きたと いう 特徴 も合 わせ持つ。 しか し、 近年、 生産 拠点 の内 外へ の移転 が進み 産業 の空 洞化が 懸念 され てい たところ、2008 年以 降の世 界的 な経 済危 機を受 け、浜松市 にお ける 製造業 の生 産は 急激 に落
ち込み 、外 国人 労働者 を含 む失 業者 数も 増加し た。ま た、 内外 の観光 客を 誘致 する 取り
組みに もか かわ らず、 浜松 市へ の観 光交 流客数 や宿泊 数の 伸び は必ず しも 芳し くな い。
さらに 、「浜 松、浜名 湖とい えば ウナ ギ」とのイ メージ に反 し、ウナギ の生 産量 も停 滞気
味であ る。以 上か ら、WG1 は自動 車産 業、WG2 は 多文 化共生 、WG3 は 観光 業及 び WG4
はうな ぎ養 殖・ 加工業 にそ れぞ れ焦 点を 絞って 調査を 行っ た。
浜松市 役所 、企 業、外 国人 学校 、観 光協会 その 他公的 及び 民間 の機関 の方 々に は、 ご
多忙の 中、 調査 に積極 的に 協力 して いた だき、 学生に とっ ては 、地方 自治 体の 抱え る多
面的な 課題 を考 える貴 重な 機会 とな った 。また 、結果 報告 会に も多数 の関 係者 がご 参加
下さり 、開発 の現 場に おい て政 策立案・実 施に携 わる方 々か らの 率直な ご意 見を 賜っ た。
心から 感謝 の意 を表し たい 。
名古屋 大学 大学 院国際 開発 研究 科
2010 年 度国 内実 地研修 委員 長
川島富 士雄

-

-1-

−3−

View from Hamamatsu Station

In front of Hamamatsu City Hall

Hamanako Lakeside

At Kanzanji

−4−

WG3

Preparatory Seminar

WG4

WG1

Findings Presentation in Hamamatsu

WG2

目

次

Contents

はじめに ············································································································ 1
写真 ·················································································································· 32010 年度国内実地研修の概要 ················································································· 6
１．目的 ········································································································· 6
２．本年度を含む実施実績 ·················································································· 6
３．プログラム内容··························································································· 7
４．担当教員と参加学生の一覧 ············································································ 9
５．本書の構成································································································ 10

浜松市の概要 ····································································································· 11

第1章

Trends of Eco-friendly Technology and Factory Relocation in Hamamatsu City’s
Automotive Industry ··············································································· 13

第２章

Multicultural Coexistence in Hamamatsu City: Challenges after 2008 Economic
Crisis ··································································································· 35

第３章

Hamamatsu City as a tourism destination in Japan: Projected versus Perceived
image ··································································································· 61

第４章

Eel Industry in Hamamatsu - Strategies, Challenges and Prospects ················ 93－５－2010 年度 国内実地研修の概要
１．目的
名古屋大学大学院国際開発研究科は、1995 年以降、正規のカリキュラムの一環として国内実地研修（Domestic Fieldwork、略称 DFW）を実施している。DFW は、1992 年以降本研究科で実施されている海外実地研修（Overseas Fieldwork、略称 OFW）をモデルに考案されたもので、これら二つのプログラムは本研究科が重視する実践教育の支柱となっている。
DFW の主な目的は、日本の地域開発をめぐる諸問題や町おこし・村おこしの取り組みについて現地調査を通じて学ぶことにある。本研究科の修了生の多くは国際開発・協力の実務や研究活動に携わっているが、将来、そうした職務に就く可能性の高い日本人学生や留学生にとって、日本国内での開発事例を学ぶことは発展途上国の開発問題を考える際にも非常に有益であると考えられるためである。そうした学習・調査活動を通して、参加学生が「開発現場」を知ることの重要性を実感すること、そして国際色豊かな構成員でのグループ活動を通して現地調査の基本的姿
勢や方法を習得することもまた DFW の重要な目的となっている。

２．本年度を含む実施実績
これまでの実施実績は下表の通りである。15 回目となる本年度の DFW は、静岡県浜松市に受け入れをしていただいた。現地調査は 2010 年 10 月 27-29 日に実施され、参加学生は 4 つのテーマ別に分かれて、それぞれの視点から浜松市について多面的理解に努めた。本年度も例年同様、調査終了後に調査地を再び訪れ、結果報告をさせていただいた。それによって調査をお引き受けいただいた浜松
市の方々に直接、調査結果のフィード・バックを行えたこと、そして市役所の方々を中心とする関係者の方々に貴重なご意見やご指摘を賜ることができ、大変貴重な機会となった。なお本年度の参加学
生は日本人学生 10 名と留学生 21 名の計 31 名で構成された。

■ DFW の実施実績
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15

年度
1995 年
1996 年
1997 年
1998 年
1999 年
2001 年
2002 年
2003 年
2004 年
2005 年
2006 年
2007 年2008 年2009 年
2010 年

研修場所
愛知県幡豆郡一色町
愛知県幡豆郡一色町
愛知県加茂郡足助町
愛知県加茂郡足助町
愛知県渥美郡渥美町
愛知県南設楽郡鳳来町
岐阜県郡上郡八幡町
岐阜県加茂郡東白川村
岐阜県加茂郡東白川村
長野県下伊那郡泰阜村
長野県下伊那郡泰阜村
長野県下伊那郡清内路村
長野県下伊那郡阿智村
長野県下伊那郡阿智村
静岡県浜松市(注) 2000 年度は研修場所の諸事情により実施されなかった。

-6-

参加学生数（内、留学生数）
10（ 4）
13（ 8）
19（11）
25（14）
36（25）
23（14）
26（18）
36（16）
32（15）
31（17）
40（19）
25（20）
28（17）
20（15）
31（21）

３．プログラム内容
DFW のプログラムは、事前研修、ワーキング・グループ（Working Group、以下、WG とする）ごとの調査準備、現地調査、結果報告会の 4 つの活動から構成される。

■

事前研修

日時
講師
5 月 26 日（水）16:30-18:00 名古屋大学＜必須＞
川島富士雄 准教授
6 月 9 日（水）16:30-18:30 浜松市役所＜必須＞
主任 中野昭徳 様
8 月 23 日（月）－27 日（金） 国際協力銀行＜選択＞ 集中講義
技術顧問 鹿野和子 様■

講義内容「日本の地方行政、浜松市の紹介」「浜松市の産業の現状と産業政策」
国内実地研修特論：「日本の地域開発経
験の途上国への導入可能性」

ワーキング・グループごとの調査準備

本年度は、参加学生各自の興味・関心に応じて、経済、行政、福祉、教育の４つの WG が設けられた。使用言語は日本語及び英語の両方とし、主に参加学生同士で翻訳や通訳を行った。6 月から 10 月にかけて、各 WG は担当教員の指導の下、調査準備を重ねた。それぞれの調査課題の設定、調査時の希望訪問先の選定、詳細な質問事項の作成や調査方法の検討作業を進めた。
グループ

調査課題

WG1
自動車産業

浜松市の自動車産業におけるエコカー技術の導入、工場の海外移転の傾向について。浜
松市の行政と企業部門に分けて、インタビューと文献調査を行なった。企業の活動への行政の役割、今後の関係を調査した。いくつかの企業は行政との関係が密接であることが分かった。今後はスマートシティなどの構想によるエコカー技術への支援、まだ始まったばかりである行政による企業の海外進出への支援を期待したい。

WG2
多文化共生

① 経済危機以降の日系人の就労状況と子供たちの就学状況との関係と、課題の分析。
② 各々の利害関係者がどのように多文化共生や日系人の生活状況の改善へと貢献し、またその中でどういった課題に直面しているのかを明らかにすること。
③ ①②を基に経済危機の肯定的、否定的影響を特定する。その上で、多文化共生の実
現のためにはどのようなことに取り組むべきであるかを明らかにする。

WG3
観光産業

浜松市の観光産業の投影イメージと知覚イメージの分析。投影イメージとは市や各観光施設がホームページ等のメディアを通して投影している観光イメージである。知覚イメージとは実際に浜松を訪れている観光客と潜在的観光客（浜松を訪れたことはないが、観光客となりうる人々）のもつ観光イメージである。それらの調査結果をもとに、いかにして浜松市の観光客を増加しうるかを模索する。

WG4
うなぎ養殖
及び加工

浜松は日本でのウナギ養殖の発祥の地として有名だが、近年、海外から輸入ウナギの影
響が日本のウナギ産業全体に影響を及ぼしている。本調査は、浜名湖ウナギの生産が横ばいであるのにも関わらずブランド力や知名度が高い理由を探り、各利害関係者のウナギに関する取り組みを明らかにすることに加え、浜松でのウナギ産業の更なる可能性を
模索した。

-7-

■

現地調査

阿智村にて実施された 3 日間の現地調査の詳細は以下の通りである。
WG1

WG2

WG3

WG4

・ 浜松市産業政策課 ・ ブラジル学校
・ 浜松市観光交流課 ・ うなぎ関連店舗
10 月 27 日
・ 商工会議所
・ カトリック浜松教 ・ 浜松城でのインタ ・ 静岡県水産技術研（水）
・ 産業創造センター
会
ビュー
究所浜名湖分場
11:00
・ 多文化共生センタ ・ 浜松駅周辺でのイ-17:00ンタビュー
ー・ スズキ歴史館
10 月 28 日
・ 自動車関連企業（木）
9:00-17:00・ NPO ブラジルふれ ・ 浜名湖周辺でのイ ・ 春華堂、うなぎパ
あい会
ンタビュー
イ工場
・ コレージ・ムン
・ 舘山寺周辺でのイ ・ 浜松市農業水産政
ド・デ・アレグリ
ンタビュー
策課
ア校

10 月 29 日 ・ エフシーシー株式 ・ 浜松市国際課、セ ・ フルーツパーク（金）
・ 弁天島観光協会
会社
ルヴィツー
9:00
・ 小楠金属工業所 ・ 外国人学習支援セ-15:00
ンター

■

結果報告会

結果報告会の詳細は以下の通りである。
項目

詳 細

日時

2010 年 11 月 26 日（金）13:30-15:30

場所

浜松市役所本庁舎庁議室

出席者調査に協力してくれた市役所、観光協会、外国人学校等の皆様

報告者

国内実地研修参加学生

内容

ご挨拶（川島富士雄 DFW 実施委員長）
WG1 の報告（20 分間のプレゼンテーション）
質疑応答（約 10 分間）
WG2 の報告（20 分間のプレゼンテーション）
質疑応答（約 10 分間）
WG3 の報告（各 20 分間のプレゼンテーション）
質疑応答（約 10 分間）
WG3 の報告（20 分間のプレゼンテーション）
質疑応答（約 10 分間）
ご挨拶（川島富士雄 DFW 実施委員長）-8-

・ 舘山寺周辺でのイ
ンタビュー
・ 浜松駅内でのインタビュー

４．担当教員と参加学生の一覧
以下の通り、計 31 名の学生が参加した。男性 16 名、女性 15 名の内訳となっている。
グループ
No.

氏名

専攻

性別

国籍

担当教員
1

Wu Hui Hua

DICOS

F

台湾

2

保井 和峰 *

DICOS

M

日本

3

宮﨑 大輔

DID

M

日本

4

Abdulkadirov Nuritdin

DID

M

ウズベキスタン5Chea Sophea

DID

F

カンボジア

6

Dang Minh Chau

DICOS

F

ベトナム

7

Maulana, Rieza Rahadian **

DICOS

M

インドネシア8

Puji Basuki

DICOS

M

インドネシア9

脇田 ゆかり *

DICOS

F

日本

10

Khaing Su Latt

DICOS

F

ミャンマー

11

Pen Sothea

DID

F

カンボジア

12

Mendez, Guerra Carlos Alberto

DID

M

ボリビア

13

中井 雄大

DICOM

M

日本

14

大薗 枝里 *

DICOM

F

日本

15

Natalie-Ann Hall **

DICOM

F

オーストラリア

16

Henny Rosalinda

DICOS

F

インドネシア17

Jin Zhe

DICOS

F

中国

18

Indrie Mulyawati

DID

F

インドネシア19

近藤 亮佑 **

DID

M

日本

20

Poejowati Probo Wardani

DID

F

インドネシア21

Umer Farooq Dotani

DID

M

パキスタン

22

Otchia Christian Samen

DID

M

コンゴ

23

藤井 愛 *

DICOS

F

日本

24

上杉 高正

DID

M

日本

25

Zheng Jingyang *

DID

F

中国

26

山田 昻弘

DID

M

日本

WG4

27

土田 裕美

DICOS

F

日本

うなぎ養殖及び加工業

28

Ojeah Jacob Onochie

DID

M

ナイジェリア（伊東早苗）

29

Maloa, Jeremias Clemente **DID

Mモザンビーク30

Yan Novika Andriana

DID

M

インドネシア31

Asuque Brian Taborada

DICOS

M

フィリピン

WG1
自動車産業
（川島富士雄）WG2
多文化共生（内田綾子）

WG3
観光産業（新海尚子）（注）** グループ・リーダー* グループ・サブリーダー

DID：国際開発専攻、DICOS：国際協力専攻、DICOM：国際コミュニケーション専攻-9-

５. 本書の構成
本書は、調査地である浜松市の調査協力者をはじめ、国際開発・協力や調査研究活動に関係する約 150 もの国内の諸機関にも送付されている。
日本の工業都市開発事例の貴重な記録としても、本書が有効に活用されることが望まれる。
本書の構成は以下の通りとなっている。4 つのグループ別の報告書が自動車産業、多文化共生、
観光産業、うなぎ養殖及び加工業の順に続く。英語報告には和文要約が、和文報告には英語要約が添付されている。
なお、本書に示された見解、提言、批判などは筆者である学生のものであり、本研究科または担当教員のものではない点にご留意いただきたい。
（文責- 10 -

Ngov Penghuy）

浜松市の概要
浜松市は静岡県西部に位置する。東西およそ 52 キロメートル、南北およそ 73 キロメートル、
面積は 1,558.04 平方キロメートル、岐阜県高山市に次いで全国市町村で第 2 位である。北は赤石山系、東は天竜川、南は遠州灘、西は浜名湖と四方を異なる環境に囲まれ、豊かな自然に恵まれている。同時に、浜松市は首都圏と関西圏のほぼ中間に位置し、東海道新幹線、東海道線、東名
高速道路といった交通インフラも充実する。
同市の沿革を見てみると、1911 年に市制が施行され、当時の浜松町から浜松市に移行した。周辺市町村との合併を経験し、直近では、2005 年に旧浜松市を含む天竜川・浜名湖地域 12 市町村の合併により人口は 80 万人を超えた。現在人口 819,842 人（2011 年 1 月 1 日現在）、静岡県下最大、全国市町村で第 15 位である。2007 年、全国で 16 番目となる政令指定都市に移行した。
浜松市の産業別就業者数は第 1 次が 4.8％、第 2 次が 37.0％及び第 3 次が 56.7％である（2005年統計）。第 1 次及び第 2 次産業の比率が政令指定都市中、第 1 位であり、第 2 次産業の比率は全国平均（26.1％）を大きく上回る。これらの数字は浜松市が全国有数の工業都市であり、かつ農業と工業が共存する都市であることを示している。
江戸時代、浜松地域では綿花栽培が盛んで、綿織物を中心とした繊維業が興り、天竜川の水運を利用した製材業も盛んであった。この 2 つの産業が織機製作の土台をもたらし、さらに明治以降はこれを基盤として力織機と楽器、次いでオートバイ、自動車、工作機械といった機械産業が順に発展した。ヤマハ、カワイ、スズキ、ホンダといった世界的に著名な企業が浜松地域において創業し、現在もなお多数、工場立地し、それらに関連する部品産業の集積する工業団地が多数形成されている。
浜松市は、農業産出額においても全国市町村で第 4 位（2006 年統計）であり、ミカン、ガー
ベラ、チンゲンサイといった商品作物の品目別生産額では全国市町村で第 1 位である。特にミカンについては三ヶ日ミカンという日本有数のブランドを擁している。また、浜松市は浜名湖、遠州灘、天竜川といった豊かな水産資源を持つ。アサリ、シラス等の漁に加え、特にウナギ養殖発祥の地として、「浜松、浜名湖といえばウナギ」というイメージが全国的に定着している。浜名湖、天竜川といった豊かな自然は、観光資源としても重要である。特に、浜名湖周辺には舘山寺温泉
や弁天島温泉等観光業の盛んな地域が多い。また、上述のものづくりの歴史を活かした「産業観光」にも力を入れているという特徴も持つ。
他方、1990 年の出入国管理及び難民認定法改正を受け、浜松市は日系ブラジル人を中心に多数の外国人労働者及びその家族が居住し、多文化共生施策に先進的に取り組んできたことでも知られる。2010 年 4 月 1 日時点の人口 820,971 人中、28,525 人が外国人登録者であり、その比率は
約 3.5％と全国平均を大きく上回る。その国籍別内訳は、ブラジル人（52.4％）、中国人（11.4％）、
フィリピン人（10.8％）、ペルー人（7.8％）である。
しかし、工業都市浜松市においても、近年、生産拠点の内外への移転が進み産業の空洞化が懸- 11 -

念されていた。さらに、2008 年以降の世界的な経済危機を受け、同市の製造業の生産は大幅に減少した。とりわけ二・四輪車生産台数は 2008 年の 1,633,112 台から 2009 年には 1,081,037 台まで落ち込んだ（約 34％減）。同時に、環境に対する市場ニーズの変化を受け、ガソリンエンジン
車からハイブリッド車や電気自動車へと産業構造の転換が進行しつつあり、輸送用機器関連産業の高度化や光・電子技術関連産業といった新たな産業の創出が大きな課題である。
世界的な経済危機の影響を受け、浜松市の有効求人倍率（月平均）も 2008 年の 1.27 倍から、2009 年には 0.42 倍へと急激に悪化した。特にこれが外国人労働者を直撃し、就労状況の悪化は、
外国人労働者の子供たちの就学状況にも大きな影響を与えている。このように浜松市は外国人居住者の福祉や教育といった深刻な課題に直面している。
また、農業に目を転じると、浜松市の平成 17 年の総農家数は 14,932 戸で、5 年前に比べ 1,382
戸（8％）減少し、15 年前の平成 2 年（1990 年）に比べると 4,569 戸（23％）減少した。経営
耕地面積も平成 7 年（1995 年）から 17 年（2005 年）の 10 年間で 1,694ha（16％）減少している。これらは日本全国の傾向とほぼ一致し、浜松市も新規就農者の参入の促進、耕作放棄地の解消といった他の自治体と同様の課題に直面している。
観光業においては、浜松市も他の地域と同様、中国、台湾、韓国等のアジア地域からの外国人
観光客の流入に期待し、さまざまな取り組みをしている。しかし、2008 年の観光交流客数と宿泊客数は 2006 年比で減少し、特に宿泊客の割合の向上が課題である。
以上、今年度のワーキンググループが扱った側面を中心に浜松市の特徴とその直面する主要な課題を取り上げた。同市の抱える課題は、日本全体が直面する今日的課題の縮図的な性格を示しているように思われる。本報告書が、日本の工業都市が直面する多面的な課題の理解の一助となれば幸いである。

参考文献
浜松市『2010 浜松市市勢要覧』
浜松市『浜松市部局戦略計画 2010 の基本方針』
浜松市商工部『浜松の商工業（平成 22 年度版）』
浜松商工会議所『浜松経済指標 2009』
浜松市ホームページ http://www.city.hamamatsu.shizuoka.jp/index.htm（最終アクセス 2011 年 1 月 24 日）

文責：川島富士雄- 12 -

第１章

Trends of Eco-friendly Technology and Factory Relocation in Hamamatsu City`s Automotive Industry

第 １ 章 Working Group 1

Trends of Eco-friendly Technology andFactory Relocation in Hamamatsu City`s
Automotive Industry
和文要約
1. Introduction
2. Local government
3. Chamber of Commerce
4. Automotive companies
5. Situation of countries overseas
6. Policy suggestions
7. Acknowledgements
8. References

Written by(Working Group 1)
Rieza Rahadian Maulana**

Kazutaka Yasui*

Chea Sophea

Dang Minh Chau

Nuritdin Abdukadirov

Puji Basuki

Wu Hui Hua

Daisuke MiyazakiGroup Advisor
Associate Professor Fujio Kawashima**Group Leader, *Sub Leader
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第１章

Trends of Eco-friendly Technology and Factory Relocation in Hamamatsu City`s Automotive Industry

浜松市の自動車産業におけるエコカー技術の導入、工場の海外移転の傾向について＜要約＞
浜松市では、輸送用機器産業が販売額(50.6％)、雇用(31083 人)の観点から最も大きな割合を占めており、同市の基幹産業となっている。しかし、自動車産業は現在、ガソリン車からエコカー（ハイブリッ
ド車、電気自動車及び燃料電池自動車）への転換、新興国の台頭、円高など様々な問題に直面している。
その中でも、エコカー技術、特に電気自動車(以下、EV：Electronic Vehicle)に関していえば、自動車の電気化が進んでいる。高い技術力、部品設計に相互調整が必要なインテグラルに区分される自動車において部品の標準化が進み、大規模生産に代表される PC、DVD のようなモジュール製品へとシフトしていくことが予想され、自動車のものづくりに大きな変化が生じている。
浜松市の今後の発展のためには、こうした問題に対し、浜松市の行政や自動車関連産業が適切な対応策を講じていくことが鍵となる。そこで、私たちのグループは近年、注目されるエコカー技術及び企業の海外への工場移転という 2 つの傾向に対応するため、浜松市の行政または自動車関連企業が現在及び将来にわたってどのような政策、戦略をもっているのかについて考察した。
はじめに、私たちは浜松市役所、はままつ産業創造センター、浜松商工会議所にインタビュー調査を行った。浜松市役所はエコカー技術に関して、主に３つの柱をもっている。１つ目は、はままつ産業創造センターで、様々な研究部会を開くことで、企業に対する技術支援を行っている。２つ目は、自動車関連企業、大学、自治体などが相互に関わる水平的ネットワークの構築を目指すことである。それは、部品の最適調達、研究活動、インフラ整備などを促進すると考えられる。３つ目は、産業クラスタープ
ロジェクトで、そこでも環境技術に対する支援を行っている。また、浜松市役所は、産業空洞化対策として、上記のような各種産業支援政策の他に、教育、環境政策などを含めた包括的な政策などを行っている。一方で、浜松商工会議所は、行政と企業の架け橋となる存在であり、企業活動を促進するための行政への提案、企業向けの相談業務などを行っている。また、浜松商工会議所は、企業の工場移転を支援するために、浜松市役所やジェトロなどと連携することで産業支援のワンストップサービスを実現している。
次に、自動車部品関連会社が、実際にどのように上記の 2 つの傾向に対応しているのかを知るために、
小楠金属工業所と F.C.C.にインタビュー調査を行なった。エコカー技術に関して、小楠金属工業所には浜松市の提供する電気化に関するセミナーに参加するなど、政府との協力関係が見られるのに対して、
F.C.C.には浜松市との協力関係が見られなかった。また、両企業ともエコカー自体が今後、市場を拡大していくのかに対して疑問を抱いていた。また、小楠金属工業所はエコカー技術への資本面でのサポートを必要としていた。海外への工場移転に関して、小楠金属工業所は初のタイ進出を来年に控えているのに対して、F.C.C.は既に海外に進出を果たしている。しかし、どちらの企業も海外への工場移転に関しては、浜松市との協力関係は見られなかった。親会社との資本関係にもよるが、一般的に、海外への工場移転は取引先である親会社の意向が強い傾向がある。最後に、これらインタビュー調査、文献調査に基づき、エコカー技術の開発への資本面でのサポート、スマートシティの構想、自治体と企業の協力による企業の海外進出の促進を提案する。
14

第１章

Trends of Eco-friendly Technology and Factory Relocation in Hamamatsu City`s Automotive Industry

1. Introduction
1-1. Background of Research
Hamamatsu City is the 16th largest city in Japan, located in Shizuoka prefecture with a total population of
820,000. After the merger of neighboring cities and towns in 2005, the city became one of the Designated Cities 1
in 2007. Major industries of the city are diversified into several different sectors. The largest sector is the
manufacturing sector, which is composed of, among others, the automotive industry and musical instrument.
Others include fisheries and tourism, which are located along the Hamana Lake and Tenryugawa River.
Among all of the industrial sectors, the manufacturing industry creates the second highest number of
employment after the service sector (浜松市商工部産業政策課, 2010a). It also contributes a substantial amountof value added to the local gross domestic product each year, according to the data provided by Industrial Policy
Division of the Hamamatsu City Commerce Department. Hamamatsu City is ranked 5th among the designatedcities for Shipment Values of Manufactured Goods, at a value of 2,528,433 million yen (Hamamatsu City
Government, 2009). This statistic shows the large contribution of the manufacturing industry to the developmentof Hamamatsu City. In addition to that, more than 50% of all merchandise sale value in the city is attributed totransportation equipment and automobiles. From this data it is easy to see that the automotive industry has
supported the development strategy of Hamamatsu City, of which has witnessed a resilient growth in employment,
production and tax revenue. Therefore, we decided to focus on the automotive industry in Hamamatsu City.
Despite the aforementioned success of the automotive industry in Hamamatsu City, there are modern day
challenges that should be addressed in a concerted manner by those who are concerned with automotive industry
and its role in local development of Hamamatsu City. In this research, the focus will be on two increasing
challenges, namely the application of eco-friendly technology in automotive products and relocation of theautomotive factories from Hamamatsu City.
In the long run, the said issues could have a significant impact on the sustainability of the automotive
industry in Hamamatsu City. Adoption of eco-friendly technology has the potential to change the overall industrial
structure of the automotive industry. Since the overall industrial structure is changing, this could mean a change,
as well, in terms of the assembly manufacturers’ relationship with its parts suppliers. Meanwhile, the hollowing
out of factories could have a severe impact, such as loss of potential human resources and the decrease in local
GDP.

1

Designated city is a city that has population greater than 500,000 and has been designated as such by an order of the
Cabinet of Japan. Local Autonomy Law, Article 252 Section 19 (The Nippon Foundation Library, 1999)

15

第１章

Trends of Eco-friendly Technology and Factory Relocation in Hamamatsu City`s Automotive Industry

1-2. Research questions and objectives
Research questions•

How does the trend of eco-friendly technology and factory relocation affect the current automotive
industry in Hamamatsu City?

•

How do local stakeholders design their current and future policies to adapt to those two trends?

Research objectives•

To examine the current challenges facing the automotive industry in Hamamatsu City in terms of
eco-friendly technology and factory relocation•

To identify the strategy of the automotive industry which contributes to adaptation to eco-friendly
technology and factory relocation•

To identify the strategy of the local government of Hamamatsu City in coping with the impacts of thosechallenges to its local development

1-3. General information on the automotive industry
This section explains the general information of the automotive industry, particularly in terms of the notionsof integral and modular. In this section ‘inside’ means internal structure of individual productions and the ‘outside’
means production in a downstream industry or consumer system.
The first type of product is termed “inside integral-outside integral.” These kinds of products tend to result in
low profits because the production included in this category tends to require R&D, resulting in higher costs ofproduction. The automotive industry and the micro personal computer (PC) industry are included in this category.
For example, the engine is core technology and each automobile manufacturer has its own special engine. In orderto produce such engines, it requires a number of companies such as design and other component producing
companies to closely cooperate with each other. Also, Hybrid Vehicles (HV) and Plug-in Hybrid Vehicles (PHV)
are included in this category. These products are difficult to be imitated by other companies.
The second product type is termed “inside integral-outside modular.” The products in this category are likely
to generate higher profits. The products are sold as standardized goods and therefore, we can expect economies ofscale, making the production efficient. Intel MPU, CPU and general electronic components are included in thiscategory. Also, EV components like batteries and motors are likely included.
The third category is “inside modular-outside integral.” By utilizing and combining common components
within the companies, they are able to produce customized components. Also, this production tends to satisfy
consumer preference due to customization. Built-to-order (BTO) PCs like HP and DELL and machine tools areincluded in this category. For example, DELL’s business model allows consumers to order and customize theirPCs by choosing individual functions such as CPU, HDD, memory, design and size, etc., through an order form

16

第１章

Trends of Eco-friendly Technology and Factory Relocation in Hamamatsu City`s Automotive Industry

on the internet. PC components are common components, which can be purchased anywhere, but customizedordering systems cannot be imitated easily. This kind of system tends to be relatively profitable.
The fourth is “inside modular-outside modular.” In this type, cost competitiveness is the most important.
Design and production plans are rationalized and production is standardized. With utilizing this type of production,
however, final product is sold as modular. This product gets double volume efficiency; the first volume efficiency
is from components before production while the second is from selling the final product as modular.
In summary, eco-friendly technology used in such products as Electric Vehicles (EV) or Fuel Cell Hybrid
Vehicles (FCHV), is considered to be a type of inside modular-outside modular. Compared with the existing
automotive industry, which is mainly based upon gasoline engine cars, EV is a type of modular production.
Gasoline cars consist of more than 30,000 components, while EV consists of only 10,000 components. In addition,
EV does not include engines with clutches produced by companies such as F.C.C. Batteries and motors are more
important components in EV.
In order to respond to the impact of eco-friendly technology, the existing automotive industry will need tochange its structure dramatically. It means changing from inside integral-outside integral to insidemodular-outside modular, which requires production of special components that cannot be copied by othercompanies. Another option would be to move to inside modular-outside integral, which requires the creation of asystem like HP and DELL. In addition, automotive makers will need to change production to respond to theimpact of eco-friendly technology. For example, the production of batteries, motors, inverters, converters, etc.,
should be changed.

Table 1. Impact of eco-friendly technology

Source: 藤本 (2007: 48)

1-4. Current situation of Hamamatsu with regard to automotive industry
Hamamatsu is home to many global scale automotive companies such as Suzuki, Yamaha, Honda and Toyota
17

第１章

Trends of Eco-friendly Technology and Factory Relocation in Hamamatsu City`s Automotive Industry

and their related sub-contractor companies such as F.C.C. and OGUSU Industry Co., Ltd. (hereinafter OGUSU).
During the 2008 global financial crisis, the automotive industry was among those that were severely hit,
particularly due to the decrease of demand towards Japanese automotive industry. While some companies havealready overcome the crisis, others are still recovering. One example is Suzuki, whose downturn in sales amountof small cars was relatively small in comparison with larger, inefficient engine-based automobiles. This is because
the market (Asia, Europe and North America) prefers smaller, more efficient cars in the wake of rising oil prices.
There are two interrelated issues, namely the increasing scarcity of world energy resources that lead to theadoption of eco-friendly technology and relatively high production costs compared with developing countries.
These are combined with yen appreciation, which has lead to the relocation of factories. Both issues, in the longer
term, could have undesirable consequences for Hamamatsu.
With regard to the first issue, automotive companies have similar strategies to gradually shift theirtechnology from gasoline engine based vehicles to hybrid cars and to concentrate more on the Asian market forthe purpose of maintaining stability of sales. Both central and local governments are supporting the industry,giving attention to the application of eco-friendly related technology to Hamamatsu automotive companies(interview with Hamamatsu City local government and automotive industry in October 2010). One example is the
October 2010 launch of the Suzuki Swift, a hybrid prototype sedan that was backed by the Hamamatsu
government (Suzuki, 2010).
With the second issue, special attention must be given to motorcycle producing companies. Compared to car
producers, companies such as Yamaha Motor have had to cope with the decrease of domestic market demand andlimited government support. Domestic consumers, particularly the younger generation, perceive motorcycles as
only leisure or hobby related products. Within their production circle, Yamaha Motor also faces increasing costs
for domestic components and labor. As a consequence, during these past few years, Yamaha Motor, followed byits close sub-contractors, have been relocating their factories to developing countries, mostly to Southeast Asian
countries such as Indonesia, Vietnam, and Thailand.
With regard to auto assembly manufacturers and their relationship to suppliers, the Keiretsu system is stillwidely practiced, despite the local government’s initiative to push for more independent sub-contractors. We canlook at the example of F.C.C., one of the world’s biggest clutch producing companies, of which is headquarteredin Hamamatsu City. It has a strong capital relationship with Honda, with 20 % of F.C.C. stock being owned by
Honda Motor Co., Ltd (F.C.C, 2010:68).
However, in Hamamatsu there are automotive parts producers that are quite independent from assembly
manufacturers. One of these is OGUSU, one of the companies examined for this research. OGUSU is supplying
hundred types of motorcycle and automobile parts to Suzuki Motor Corporation, Kubota Corporation, Kubota
Seiki Co., Ltd. and India’s Sakthi Auto Components Ltd. Recently it established OGUSU Industry Thailand Co.,
Ltd. to expand its business to Thailand based companies and other Southeast Asian countries. It has no capital
relationship with any of the assembly manufacturers cited above.
Besides being affected by factory relocation trends, assembly manufacturer and supplier relationships arealso changing due to the present demand for eco-friendly technology from the former. For instance, F.C.C. has
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第１章

Trends of Eco-friendly Technology and Factory Relocation in Hamamatsu City`s Automotive Industry

already incorporated eco-friendly technology, such as the improvement of its existing clutch (F.C.C, 2010:8).

1-5. Methodology
This report is written using two main sources of information: interviews and literature review. The interviews
were conducted with various respondents from the government sector: local government, Chamber of Commerce
and the Hamamatsu Industry Innovated Center. Interviews held with respondents in the private sector include one
senior officer from an automotive company and two auto parts suppliers, namely F.C.C. and OGUSU. The
literature review was compiled from various sources, including books, the internet, and materials provided by theinterviewees during the visit. In addition, the group also visited Suzuki Plaza Museum, where the group could
observe the history behind the success of Suzuki.

Complete itinerary of WG-1 as follows:

Date

AM-1

Oct. 27

AM-2

Lunch

PM-1

PM-2

Hamamatsu City

Hamamatsu

Hamamatsu Industry

Industrial Policy

Chamber of

Innovated

Division

Commerce

CenterOct. 28

Suzuki Plaza Museum

Senior officer from an automotive company

Oct. 29

F.C.C.

OGUSU
INDUSTRY CO.,Ltd

2. Local government
The Hamamatsu local government office of the Department of Commerce and Industry in charge ofindustrial development is split into four divisions: Industrial Policies Division, Enterprise Location Promotion
Division, Commercial Policies Division and Tourism and Exchange Division (浜松市, 2010a:3). The labor groupis situated inside the Industrial Policies Division. Meanwhile the labor division, coordinating with “Hello-Work,”
an employment service center, treats employment issues. The Hamamatsu government is aware of the current
crisis that private enterprises are facing, which is characterized by the recession, a decrease in demand in thedomestic market, the yen’s appreciation, cheaper labor costs of developing countries and others. Nevertheless, atthe moment only about 3% of Hamamatsu’s total budget is utilized for industrial policies (interview with a
Hamamatsu local government officer, 2010).
According to Pierre and Peters (2000:12), governance is defined as “how to steer the economy and society
and how to reach collective goals.” Others state that, “the government is the coordinator among government, civil
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Trends of Eco-friendly Technology and Factory Relocation in Hamamatsu City`s Automotive Industry

society and business” (Kimura, 2008:66). In this sense, it is meaningful to take a look at the role of Hamamatsu’s
government as a coordinator of the automotive industry.
This chapter examines the supporting role of the Hamamatsu government for the automotive industry interms of the introduction of eco-friendly technology and factory relocation. This chapter is divided into three
sections as follows. The first section looks at local government policies for eco-friendly technology, which iscomposed of Hamamatsu Industry Innovated Center, the establishment of networks among stakeholders in
Hamamatsu, industrial cluster projects and other supports. The second section examines local government policies
for factory relocation. Finally, the third section summarizes the research and describes possible strategies for the
future.

2-1. Local government policies for eco-friendly technology
2-1-1. Hamamatsu Industry Innovated Center
For the industrial development of Hamamatsu, one of the main pillars of industrial policy in the government
would be the Hamamatsu Industry Innovated Center (hereinafter the Center). The Center was established in 2008
for the purpose of development and creation of manufacturing industries, nurturing human resources, intellectual
property creation and the establishment of new business and management support (はままつ産業創造センター,
2010). Its goal is to provide support for the creation of projects and products of local companies (ibid、2010). In
terms of support for the automotive industry, the Center mainly recognizes two problems: decrease in jobs due tothe small number of parts of EVs and HVs, and optimization of part procurement in a globalized market. The
Center places a value on the former. The following describes various concrete programs.
First, in terms of human resource development, the Center offers a wide variety of seminars such as
management, operation and specialized skills, aiming to bring up future candidates for executive officers incompanies, division managers and core human resources, respectively (ibid, 2010). Second, the Center plays arole in arranging research for eco-friendly technology. It has four important themes of technical development for
the next generation of cars: lightweight, electronics, information and battery storage (ibid, 2010). In regards tolightweight cars, there are research groups that focus upon the innovation of CFRP (carbon fiber reinforced
plastic), titanium, ultra high tensile and magnesium. With regards to electronics, information and battery storage,
there are power electronics research groups. For those research activities, various companies who are located in
Hamamatsu are involved, including automobile and motorcycle manufacturers, part producing companies and thelike. For example, in power electronic research activities, there are meetings, provision of information, seminars
and so on.

2-1-2. The establishment of horizontal networks among stakeholders in Hamamatsu
The Hamamatsu government tries to promote the establishment of a networking system among automotive
related actors in the region. The automotive industry in Hamamatsu has been symbolized as a vertical pyramidwith the top represented by the automobile assembly manufacturers and supported by components supplying
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companies. This is called the keiretsu system, which in general has been a distinct Japanese system. But in thecondition of severe international competition, building transactions only in the keiretsu system can be adisadvantage and Hamamatsu seeks to pursue the network model in which various actors such as automobile
assembly manufacturers, suppliers, universities, and the local government cooperate with each other.
The Hamamatsu Social Experiment Council on Next-Generation of Eco-Friendly Cars was founded in May
2010 (浜松市, 2010b:1). It aims to enhance the practicability of eco-friendly cars, such as electric automobiles
and motorcycles, providing opportunities for experiments and collaborating among various actors. The reason
behind this activity is the emergence of electric vehicles and the drastic social change they will bring. Therefore,
in this council, there are three divisions. The first division conducts various social experiments to actually drive
eco-friendly cars, such as the Suzuki Swift. The second one is to promote research and development of parts andcomponents among local companies. The third one is to promote the arrangement of infrastructure. Participants inthe council include Suzuki, Volkswagen, Yamaha Motor, AST, Ensyu Railroad Company, Chubu Electric Power,
SoftBank, Hamamatsu Chamber of Commerce, Shizuoka University, the Hamamatsu government, Shizuoka
prefectural government and other institutions.

2-1-3. Industrial cluster projects in Hamamatsu
The local government tries to promote the industrial cluster project, supported by the central government.
There are two industrial clusters in which Hamamatsu is involved: the Hamamatsu City optical industrial cluster
and the Sanen Nanshin revitalization project. The former focuses on the optical industry and the latter tries tocreate technology for the next generation of transportation equipment, new agriculture, the health and medical
industries and the optical energy industry. According to an interview with a local government officer (2010), thegovernment seeks to create and shift into new industries in case existing industry stagnates. Therefore, theseindustrial clusters can help to create new industries that could be applied to eco-friendly technology.

2-1-4. Other supports
There are also other types of supports given by the government as listed below:
・ Hamamatsu venture aid promotion
・ Hi cube: an incubation center for those who run businesses
・ Techno frontier Hamamatsu
・ Institution for techno-polis promotion in Hamamatsu
・ Financial support system
・ Attracting private companies outside Hamamatsu
・ Creation of an industrial estate(浜松市商工部, 2010)

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2-2. Local government policies for factory relocation
Although there are no specific policies for preventing Hamamatsu from de-industrializing, there are somepolicies that indirectly stop factory relocation by giving incentives to companies to stay within Hamamatsu. All ofthese contributions, such as the Hamamatsu Industry Innovated Center, the establishment of networks amongactors, industrial cluster projects and other policies mentioned above can be incentives for companies to stay inHamamatsu. In addition, the government tries to establish an attractive environment to influence companies tocome and stay in Hamamatsu by providing a good health care system, education system and so on.

2-3. For the future
For the development of eco-friendly technology, the Hamamatsu government is considering to introduce an
eco-car tax reduction in the future.
In addition, drastic social change is required for the prevalence of electric cars, since new infrastructure forthe use of electric cars is important (紙屋, 2010:89-93). Electric stations should be built starting from houses,
public places, and final destinations (offices) of the car owners. In particular, the government should prepare theinfrastructure for middle points and final points. To this end, more social experiments are needed.
For the issue of factory relocation, an overall environment that can invite companies to stay in Hamamatsushould be constructed. Therefore, not only industrial policies are promoted, but also other policies that include
education and social welfare are required to make Hamamatsu more attractive (interview with a Hamamatsu
local government officer, 2010).
The Hamamatsu government also needs to support companies that have the intention to expand their businessand establish new factories outside Hamamatsu, especially overseas. In addition, companies which experience
difficulties to do business in Japan could receive assistance from the local government to move to countries whichhave favorable conditions, such as those that have cheaper labor costs, higher degrees of market demand and soforth.
It is important to note that if the automotive production decreases, suppliers can be severely affected. In thisregard, they have to expand the transaction partners, not only to their existing assembly manufacturers within the
Keiretsu system, but also to other automotive producers. To this end, the local government must have a strategy toencourage the suppliers’ interdependency on their current assembly companies.
Nagayama (2010:43) points out that, “new industry in Hamamatsu City is formed by having synergy withexisting industries like transportation equipment.” For example, existing transportation equipment industries havebecome the starting points of product innovation for the software and optics industries. On the contrary, thesoftware and optics industries contributed to process innovation of transportation equipment. Also, a chain andaccumulation of techniques such as machine, electronics, software systems and optics were brought to the region.
Therefore, possible alternatives for the automobile industry need to be considered, applying them to existing
technology.
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For example, entering into the aircraft industry could be considered by automotive suppliers (前川,2010:58-60). Certainly automotive related suppliers would have some challenges since they have to adapt to astricter system for product quality control and have to be prepared for cost-minimizing demand. But at the sametime, it has the potential to promote the improvement of techniques and the system of quality control. Also, sinceparticipant companies in aircraft related industries are regarded to have a higher quality of products, an increase inorder of production would be expected. However, for that reason, investment like the introduction of equipment
and the necessary expense for orders would be needed. Therefore, those companies that consider entry into thisindustry have to think about the special characteristics of the aircraft industry.

3. Chamber of Commerce
Even though the percentage of businesses that are members of the Hamamatsu Chamber of Commerce(hereinafter the Hamamatsu CoC) is ranked as the top in Japan (53.2%), the Hamamatsu CoC still makes efforts toenlarge their members in order to strengthen its organization and meet the goal of enhancement of services formembers. Through enhanced organizational infrastructure, it can ensure a stable financial basis of the organizationand present positive proposals to the government as an independent and reliable economic organization, without
excessive reliance on subsidies from the government.

The main activities of the Hamamatsu CoC are divided into four (浜松商工会議所, 2010):
1.

To contribute to community development (e.g. policy recommendations)2.

To support the promotion of local industries (e.g. assistance of international business development for
sub-contractors)

3.

To promote the development of cooperation among actors (e.g. promotion of academia-government
cooperation and the regional economy)

4.

To strengthen organization and enhance services for members

3-1. Eco-friendly technology
The introduction of the eco-car technology such as EVs and FCEVs may lead to the phenomenon in thatcomponents become fewer and modules can be assembled easily, especially when it comes to the automobile. Inthat case, competition among component suppliers may become more serious.
In this regard, the Hamamatsu CoC expects suppliers to compete on the quality and design of their parts. In
addition,theHamamatsu

CoC

promotesthetransformation

of

the

industrial

structurethroughacademia-government collaboration.
In order to utilize the strength of the Hamamatsu CoC, suppliers should collaborate and share their expertise
while trying to convert from the traditional vertical industry structures to a horizontal networking system (浜松市
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商工部産業政策課, 2010b:6).
Furthermore, the Hamamatsu CoC has started to cooperate with industry supportive institutions, such as the
Hamamatsu Industry Innovated Center, in order to hold network meetings related to new technology.

3-2. Factory relocation
The role of the Hamamatsu CoC is not only to support the local government to implement policies that
contributed to construct better business environment in Hamamatsu, but also to provide comments to thegovernment and design development projects to better local industry and help suppliers.
From the local government`s perspective, not only headquarters, but also factories are expected to remain in
Hamamatsu. However, from the perspective of the private sector, relocating the industry is one of the mostefficient ways to maintain business. Even if this kind of gap exists, the Hamamatsu CoC is still making efforts to
support suppliers in doing business overseas.
In order to help suppliers to expand overseas business, the Hamamatsu CoC collaborates with JETRO, theHamamatsu Industry Innovated Center and the International Business Development Council. Depending on the
consultation with the suppliers, the Hamamatsu CoC will introduce a support organization. For now, the major
consultation is related to process and contract problems in regards to international expansion.

3-3. Future direction
The Hamamatsu CoC claims that they will observe the needs of the private sector and develop businesssupport in a flexible manner. Hence, although we did not find direct support of eco-technology from theHamamatsu CoC, we may expect suppliers to receive support in the future.
For factory relocation, because it is hard for the local government to help sub-contractors directly, in order tohelp suppliers move business overseas, the Hamamatsu CoC is going to open branches abroad to assist withon-site consultation.
Moreover, in order to create new industries and new technologies, they try to attract environmental, energy
and transportation equipment related industries through offering attractive industrial land.

4. Automotive Companies
4-1. Yamaha Motor
As mentioned, when discussing manufacturing industries in Hamamatsu, the research would be incomplete if
limited to talk about four-wheel vehicle manufacturers like Honda or Suzuki. Hamamatsu is also famous as theplace where the motorcycle manufacturer Yamaha Motor established its companies and factories.
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4-1-1. Eco-friendly technology
Yamaha Motor is well known as a producer of motorcycles, especially sport motorcycles. Thus, the focus is
more on how to increase speed and design of their products than on eco-friendly technology development. In otherwords, the scope of production has an impact on their technology development and relocation strategy.
As a consequence, it is easy to see that when Yamaha focuses on producing strong engines, which can satisfy
the hobbies of their consumers, eco-friendly engine development becomes an impossible mission. Actually,
Yamaha had planned to develop Smart Power, which is the Company’s generic name for next-generation powersources, offering high environmental performance, especially including EVs, fuel-cell and hybrid vehicles(Asahi.com, 2010). For example, they have been developing fuel-cell systems for motorcycles and fuel injection
systems for smaller motorcycles. However, until now, a combination of sport engines with eco-friendly
technology is still a hard job as “the biggest problem involved in the development of fuel cell systems formotorcycles is how to fit the entire system into the limited space available on a motorcycle” (Yamaha Motor).
Thus, in terms of motorcycles, it is difficult to look forward to Yamaha Motor’s projects in developing
eco-friendly technology.
It should be noted that central government of Japan has policies to support this new technology in the form ofsubsidies or tax exemptions for eco-friendly products. However, it is easy to see that currently, only automobile
products are able to receive the benefit of these support policies (Honda, Toyota, etc). In contrast, for motorcycle
producers like Yamaha that do not concentrate on developing eco-friendly technology because their main markets
are developing countries where people cannot afford eco-friendly technology motorcycles, they did not receive
any support from the central government during the 2008-2009 global financial crisis. As a consequence, Yamaha
has been suffering from a difficult financial situation for some time.

4-1-2. Factory relocation
Yamaha Motor’s motorcycle products can be divided into two types, including daily life motorcycles (125cc
to 150cc engines) and sport motorcycles (250cc and above engines). Both of these types of products have their
specific markets. In general, daily life motorcycles are suitable for markets that require several necessary
conditions. First, they should be used in countries with relatively hot and humid climates. Thus, northern countries
cannot be considered as a strategic market for this product. Secondly, these countries should be developing
countries with a high potential for economic development and relatively large populations. Southeast Asian
countries and other developing countries like Brazil and India are potential markets for Yamaha Motor. This
explains why they have relocated factories to these countries. Presently, in order to run an efficient business, theYamaha Motor strategy includes moving factories outside of Japan.
Different from daily life motorcycles, the demand for sport motorcycles is increasing globally, even in the
EU and the U.S. However, this kind of motorcycle requires two specific conditions compared to the first: highspeed and beautiful engine design. Consequently, they also have a substantially higher price than daily life
motorcycles.
Thus, production of these motorcycles requires more technology and design investment than the first. In fact,
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construction of factories that are responsible for manufacturing this high-cost vehicle in the EU or the U.S. isdifficult for Yamaha Motor considering the pressure of the global financial crises in 2008 and 2009. Nevertheless,
as is well known, the cost to open a factory in the EU or in the U.S. requires a higher cost than in other developing
countries like China or those of Southeast Asia. In addition to investment costs, Yamaha Motors faces obstacles
such as high labor costs. Therefore, Yamaha Motor decided to invest in the production of sport motorcycles inJapan. As a result, they have considered concentrating on production for the Japan domestic market in addition toexports.

4-1-3. Future direction
The case of Yamaha Motor is a good reflection of the Japanese government’s policies in manufacturingindustry. Objectively, it is understandable that it is difficult for motorcycle producers to develop eco-friendly
technology that might not bring substantial benefits from the markets of developing countries. In terms of sport
motorcycles, it is also impossible for the Japanese government, which is still suffering from the impact of the
global crisis, to support or grant subsidies to manufacturers producing goods for people’s leisure. Therefore, we
can conclude that the current situation of Yamaha Motor is caused by their production characteristics andtechnology development. In addition, because Yamaha Motors cannot receive support from the government, thiscompany’s financial status is in more of a dire situation than that of the automotive industry.

4-2. F.C.C.
F.C.C. is a supplier company comprised of the main company that is located in Hamamatsu and 22
subsidiaries operating around the world. It specializes in the manufacture and sales of clutches and clutch-related
components for motorcycles, automobiles and other vehicles. The company has a long history dating back to 1939
when it was established as Fuji Lite Industries Co., Ltd. in Hamamatsu City. At that time the company had alreadystarted manufacturing clutches. The name of the company was changed into F.C.C. in 1984 and shortly afterwards
in 1988 it started to establish its overseas subsidiary, starting in the U.S. state of Indiana. At the moment, F.C.C.
has a number of subsidiaries in the U.S., Thailand, the Philippines, China, Taiwan, Indonesia, Vietnam, the UK
and Brazil.
As a supplier company, F.C.C. has a large dependence on Honda Motor Group. The Group owns 20.66% of
F.C.C. stocks, representing its top shareholder. In addition, sales to the Group account for roughly 70% of the
F.C.C. total sales. Therefore, its financial performance could be significantly affected by sales trends at Honda, by
Honda’s procurement policies and other decisions.

4-2-1. Eco-friendly technology
In terms of eco-technology trends in the automotive industry, F.C.C. sees it as a major challenge to their way
of production because they mainly produce clutches. There is little doubt that the next generation ofenvironmental friendly automobiles and motorcycles will no longer be powered by internal combustion engines,
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making clutches no longer needed, as they are unnecessary as drive train components in the electronic or fuel cellelectronic vehicles. In the production chain itself, F.C.C. has implemented R&D efforts aimed at protecting theenvironment. It is developing a porous fiber catalytic sheet that can be turned into a paper catalyst to clean engine
exhaust. F.C.C.’s engineers also seek more fuel-efficient clutches. To build a stronger research capability, theGroup engages in joint research projects with industry and academic partners. In 2009, it entered into aComprehensive Collaborative Agreement with Shizuoka University.

4-2-2. Factory relocation
In terms of factory relocation, F.C.C. has maintained a high ratio of overseas production in recent years.
Therefore, the financial performance of F.C.C. could be affected by external factors such as: fluctuations inforeign exchange, economic trends and unforeseen changes in the legal and regulatory environment in overseas
markets, international risks, such as transfer pricing taxation, political upheaval and natural disasters. Due toglobal financial crisis and stronger yen, total sales declined in 2010 by 20.1%. Sales declined in almost all markets
of Japan by 19.3% on average, and the highest decline was in the North American market, by 26.2%. On the other
hand, demand for motorcycle clutches began to recover, primarily in Asia, increasing by 6.5%, and in otherregions such as Brazil and UK, by 8.2%.

4-2-3. Future direction
Taking note of the challenge posed by the development of eco-friendly vehicles, it is important for F.C.C. toprepare itself against a situation where vehicles are no longer powered by internal combustion engines. For amedium-to-long term strategy, F.C.C. must develop a second pillar of business outside the area of clutches. In
doing this, F.C.C. already has strong fundamentals through their current investment in R&D, including creating
several collaborations with academics and research institutes. For the short-term, it seems that F.C.C. could still
maintain its operation because the company has a considerably larger portion in motorcycle clutches thanautomobile clutches.
It was found during the research trip to Hamamatsu City, eco-friendly technology is mostly implemented forautomobiles, but not the case for motorcycles. This is due to the expense of this eco-friendly technology and thefact that most of motorcycle production is designated for developing countries that place an emphasis on cost
efficiency. With regard to factory relocation, the recent global economic crisis clearly showed that the power ofthe market has shifted from advanced economies to emerging economies. Therefore F.C.C.’s rapid overseas
expansion is a good policy that the company should continue to pursue. Especially in countries such as Indonesia,
India, Vietnam and Thailand, motorcycles are very popular and it will be beneficial to F.C.C. to keep their future
focus on production of motorcycle clutches.

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4-3. OGUSU Industry Co., Ltd.
OGUSU is producing components such as power-train parts for automobiles, motorcycles, agricultural
machinery (tractors, combines, and binders) and motors. Sales amounted to 8 billion yen in 2009. Supply
destinations are Suzuki (50%) and Kubota (40%). There is no capital relationship with either. As a result, profit isrelatively low compared with companies that have closer relations with mother companies. During the research it
was found that OGUSU’s method of production is high-mix low-volume.

4-3-1. Eco-friendly technology
OGUSU is mainly producing power steering, which is 30% of their total sales. There is no consideration todramatically change production for eco-friendly technology. They also mentioned, “in order to promote R&D foreco-friendly technology, the company needs more than ten times the scale.” Even though there is no plan toimplement eco-friendly technology (e.g. EV, FCHV) any time soon, instead they will concentrate on developing
the existing technology. Some employees at OGUSU are taking an electronics seminars presented by the
Hamamatsu Industry Innovated Center.

4-3-2. Factory relocation
While OGUSU is currently maintaining production in Japan, the company is planning to build a factory inThailand, due to a proposal by Suzuki, and currently have technical cooperation projects with India and Indonesia.
The company did receive a subsidy from the local government when they invested in building a factory in Japan.
When small companies like OGUSU decide to relocate a factory overseas, they tend to consider supply
destination as well as exchange rate and cost. However, the most important consideration is whether there aresupply destinations in foreign countries.

4-3-3. Future policy
In order to respond to the impact from eco-friendly technology, it is first important for parts suppliers torecognize electronic trends. Therefore, the relationship between the local government and suppliers like OGUSU,
for example the provision of seminars on electronics, should be promoted more. With regard to factory relocation,
OGUSU is considering it though it is difficult for OGUSU to look for the supply destination itself and needs todepend on Suzuki’s demand, even if there is no capital relationship between the two companies. The local
government should support to coordinate suppliers in Hamamatsu and local enterprises in foreign countries.

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5. Situation of countries overseas
5-1. Indonesia
After shocked twice by the 1997 Asian Financial Crisis and the 2008 global financial crisis, Indonesia’s
automotive market is still growing strong. Prior to the 1997 crisis, Indonesia’s automotive industry recorded
tremendous growth. During the period of 1994 to1997, this sector experienced a 20% growth rate on average. It
reached 7.1 trillion Rupiah in investment and employs 70,000 workers. Production of automobiles in 1997
reached 390,000 units (Aswicahyono, 1999:1). In addition, within two years of the 2008 global financial shock,Indonesia’s automotive market is already reviving.
In ASEAN, Indonesia (483,550 vehicles sold) is said to be the third largest automotive producing country
after Thailand (548,871) and Malaysia (536,905) (The Jakarta Post, 2010 & ASEAN Automotive Federation,2009). The Association of Indonesian Automotive Industries (Gaikindo) records state that Toyota enjoys thelargest market share with 38.9%. However, total units sold by Toyota, the world’s largest car manufacturer,
dropped 8.9% from 209,130 units to 190,471 units.
In Indonesia, aside from hobby/leisure, motorcycles are used both in rural and urban areas for daily mode oftransportation due to their relatively efficient use of gasoline and practicalities. In the capital Jakarta, populated by
8.5 million people, motorcycle numbers are already accounting for 8,087,118 units (Vivanews, 2010). Looking atthat number alone, no wonder many Japanese based companies are so eager to expand their business in Indonesia.
In 2009, according to the Association of Indonesian Motorcycle Industry (AISI), from five main motorcycle
producers, 4,787,757 units were sold. Honda led (2,201,147 unit), followed by Yamaha (2,176,757 units), Suzuki(358,352 unit), Kawasaki (50,026 unit) and Kanzen (1,812 unit) (AISI, 2009).

5-2. Vietnam
Vietnam is a developing country in Southeast Asia, with an increasing population of young people that willreach approximately 90 million this year (Vietnam National Assembly, 2010). In addition, in recent years,
Vietnam’s GDP has been on the rise. These characteristics make Vietnam an ideal market for automotive
manufacturing, including automobile and motorcycle producers.
In fact, the Vietnamese motorcycle and automobile markets were opened with the Doimoi economic program,which was started in 1986. During the 90s, there were many manufacturers of motorcycles and brands ofautomobiles that started to appear on the Vietnamese market but the market only focused on some main
manufacturing industries such as agricultural machines, engines or batteries (藤田, 2006: 328-331). However, inthe first decade of the 21th century, the number of motorcycles increased quickly and Vietnam became known as
the country of motorcycles.
Among manufacturers of motorcycles in Vietnam at that time, Japanese manufacturers were the most
attractive for their high quality. Vietnamese consumers believed that the quality of Honda and Yamaha
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motorcycles were of the highest quality but they were also considered too expensive, costing an entire year’ssalary of a Vietnamese workman. While Japanese producers had to cope with this problem, Chinese producers
attacked the Vietnamese market with very cheap vehicles. This advantage continued to bring benefits for Chinese
manufacturers. To deal with this problem, Honda counteracted with a new series of motorcycles at a cheaper priceand higher quality than the Chinese products.
The increase in income of Vietnamese people dramatically affected the motorcycle and automobile market.
During the past 10 years, the Vietnamese motorcycle market has changed considerably and the numbers of people
who use brand scooters like Honda and Yamaha have been increasing. Moreover, there are more and more people
who use cars instead of motorcycles. The demand for cars in the country also makes Vietnam a potential market
for Japanese automobile producers.
Realizing that imported cars were not enough for the Vietnamese market, Toyota and Honda saw theopportunity to establish car assembly factories in Vietnam. Along with the development of the automobile market,
the demand for parts and components of cars in Vietnam is increasing, leading to an increase in the number offactories and companies that have invested in producing these products in Vietnam. This phenomenon, in somerespects, related to the relocation of automobile manufactures in Japan and the region. In conclusion, Vietnam
continues to be a potential market for Japanese automotive producers.

5-3. Cambodia
Cambodia is one of the ASEAN member countries where foreign automakers are playing an important role in
the expansion of a new automotive industry. In the process of promoting the automotive industry in ASEAN
countries, Cambodia was among four countries that received assistance from the Japanese Automotive
Manufacturers Association (JAMA) (Cho, 2006:25). Nevertheless, compared with other ASEAN countries,
Cambodia’s automotive market size is relatively small. For example, in 1999 the number of car owners was only
0.4% among the ASEAN population. However, within the two-year period from 1997 to 1999, the number of car
owners experienced the highest growth rate in the region at 21.4%. (Balce, 2000:4)
Recently the industry is expanding along several veins. Not only motorcycles but also cars have become
main methods of transportation throughout the country. Companies like Toyota and Suzuki (for cars), Yamaha andHonda (for motorcycles) and Hyundai (for trucks) are the major leading brands.
Together with a few number of small and medium size domestic companies, including OMC Group Co., Ltd.,
there are also quite a number of foreign distributors who have emerged in the automotive industry, mainly fromJapan and Korea (Table 2 below). They are actually the only foreign distributors of automotive products andaccount for 60% and 40%, respectively.
Furthermore, transportation equipment, composed of vehicles, motorbikes and parts, shared the largest
monetary value (15.14%) among all imports in 2010 (MEF, 2010:31). However, there are few domestic
small-scale producers manufacturing cars and electric bikes. They mainly reassemble Japanese broken car partsand produce new small cars to serve the domestic market (Carnews, 2009).
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In early 2010, for the first time, Cambodia imported various brand cars from China (Gasgoo, 2010). This
demonstrates the increasing attractiveness of the Cambodian market for new brand cars imported from abroad. For
instance, some of Japan’s biggest companies are viewing Cambodia as a good destination to build their factories
in order to respond to the growing need for motorcycles. As an examle, Yamaha Motors Cambodia and Toyota
Tsusho Corp. are constructing a joint venture for their factory that will become the biggest assembly plant ofmotorcycles in Cambodia. Operation is set to start in 2011 (Khmer Weekly, 2010).

Table 2: Automotive distributors in Cambodia

South Korea

Japan

•

Ssangyong Motor•

Cambodia Suzuki Motor Co., Ltd.

•

Camko Motor Company•

Mitsu (Cambodia) Co., Ltd.

•

Hyundai•

Mitsubishi Corporation Phnom Penh Liaison Office•

Phnom Penh Honda Co., Ltd.

•

Toyota (Cambodia) Co., Ltd.

•

Yamaha Motor Cambodia Co., Ltd.

Amco

Cambodia

Co.,Ltd.

Source: Cambodia Yellowpages (2010)

6. Policy suggestions
・Financial support for the development of eco-friendly technology
According to the interview with OGUSU, in order to invest in eco-friendly technology, financial support will
be required from banks or other financial institutions. However, banks tend not to lend money to parts suppliers.
The local government should improve their activities in two important areas. First, the local government should
serve as an advocate, encouraging financial institutions to adjust their regulations in providing funds to suppliers.
Second, the local government should facilitate networking between sub-contractors and financial institutions sothat both parties can receive adequate information on supply and demand of financial support.
・The creation of a “Smart City”
EV must be supported by initiating the development of Hamamatsu Smart City, which includes a smart grid,
smart meters, efficient houses, solar power, secondary batteries, battery stations for EV and so on. EV cannot be
considered without the notion of a Smart City since the establishment of such supporting infrastructures isessential to attract people to purchase EV. In order to expand EV, the concept of the Smart City needs to beconsidered as a whole. The local government should consider not only EV but also other functions of a Smart
City.

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・Cooperation between government and companies in negotiating with countries overseas
Factory relocation should not always be considered as a threat, but rather can be considered as an opportunity
for the local government. Sometimes companies that wish to do business abroad tend to not have enoughcapability. The local government could provide advisory assistance to companies in negotiating with hostcountries. By providing support for these companies, the local government could also provide incentives to keep
the headquarters in Hamamatsu City.

7. Acknowledgements
Our group members are grateful to everyone involved who facilitated our fieldwork. We were kindly
welcomed and guided during our three days in the beautiful city of Hamamatsu. The administration officers andstaffs at the companies were very collaborative and helpful despite their busy schedules. The accommodations andthe meals in the hotel left us with wonderful memories. The kind people of the city inspired us to contribute inassisting in its plans for the future.
We would also like to give our deep gratitude to the Nagoya University staffs, especially to our group advisor,
Professor Kawashima. We felt his kind attitude and useful advice had a positive effect on our research.
Once again, we would like to state our gratitude to everyone involved in this research and hope that our work
could contribute to make our world a better place in which to live.

8. References
AISI. (2009). “Omzet Penjualan Sepeda Motor Nasional Mencapai Rp 65 triliun.” Retrieved December 15, 2010from
http://www.aisi.or.id/news/detail/read/2010 -omzet-penjualan-sepeda-motor-nasional-mencapai-rp-65-triliun/
Asahi.com. (2010). “Yamaha Motor’s Push for smart power in the medium-term growth strategy.” Retrieved
December 15, 2010 from http://www.asahi.com/english/ TKY201007140223.html
Aswicahyono, H. (1999). “The Development of the Indonesian Automotive Industry,” CSIS Economics Working
Paper Series number WPE051. pp.1. Retrieved December 15, 2010 fromhttp://www.csis.or.id/working_paper_file/12/wpe051.pdf
AAF (ASEAN Automotive Federation). (2009). “Countries’ Sales Statistics.” Retrieved December 15, 2010 fromhttp://www.asean-autofed.com/files/AAF_Statistics_ 2009.pdf
Balce, R. G. (2000). “Overview of Regional Fuel Market and Fuel Quality Standards in ASEAN.” Presented at
ASEAN Center for Energy, Jakarta. pp.4. Retrieved October 3,, 2010 fromhttp://www.cleanairnet.org/caiasia/1412/articles-37400_nd_09_balce.pdf
Cambodia Yellowpages. (2010). Automotive-Vehicles, Retrieved December 15, 2010 from
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Trends of Eco-friendly Technology and Factory Relocation in Hamamatsu City`s Automotive Industry

http://www.yellowpages-cambodia.com/categories/0/kh66,
Carnews (2009). “Cambodia: ‘Telepathic’ Car Symbolises Auto Industry.” Retrieved November 18, 2010 fromhttp://carnews-online.blogspot.com/2009/11/cambodia-telepathic-car-symbolises-auto.rhtml
Cho, F. (2006). “Promoting the continued growth of the automotive industry in the Asean Region.” Presented at
JAMA (Japan Automotive Manufacturers Association). pp.25. Retrieved September 5, 2010 fromhttp://www.jama-english.jp/ asia/publications/voice/20060828.pdf
F.C.C.

(2010).

Yuho annual report. F.C.C Co., Ltd, pp. 8, 68

Gasgoo. (2010). “Great Wall Motor's vehicles hit Cambodian market.” Retrieved November 17, 2010 fromhttp://autonews.gasgoo.com/china-news/great-wall-motor-s-vehicles-hit-cambodian-market-100115.shtml
Hamamatsu City Government. (2009). “A City of Creativity.” Retrieved December 15, 2010 fromhttp://www.city.hamamatsu.shizuoka.jp/foreign/english/images/pam phlet.pdf
Khmer Weekly. (2010). “Construction of Yamaha motor plan delayed.” Retrieved December 15, 2010 fromhttp://khmerweekly.com/2010/03/09/construction-of- yamaha-motor-plan-delayed/
Kimura, H. (2008). “The Direction of Governance: The Second Pillar of Poverty Reduction Strategy,” Forum ofInternational Development Studies, No.36, pp.63-84. Graduate School of International Development Nagoya
University
MEF (Ministry of Economy and Finance of Cambodia). (2010). Monthly bulletin of statistics 15th year no 172.
pp.31.
Pierre, J. & B. G, Peters. (2000). Governance, Politics and the State, pp.12. Palgrave Macmillan: Hampshire
Suzuki. (2010). “Suzuki to join eco-car study led by home city.” Retrieved July 25, 2010 fromhttp://www.globalsuzuki.com/globalnews/2010/0525.html
The Jakarta Post. (2010). “Ambition to lead the ASEAN automotive market.” Retrieved December 15, 2010 fromhttp://bataviase.co.id/node/189866
The Nippon Foundation Library. (1999). “Local Autonomy Law”. Retrieved January 1, 2011 fromhttp://nippon.zaidan.info/seikabutsu/1999/00168/contents/142.htm
Vietnam National Assembly. (2010). “Dân số Việt Nam năm 2010: Cơ hội và thách thức”. Retrieved July 8th, 2010from
http://www.na.gov.vn/htx/vietnamese/default.asp?Newid=40463#0vpMhlwMQAHe
Vivanews. (2010). “Pakai Pertamax Motor Lebih Irit, Tapi ...,”. Retrieved December 15, 2010 fromhttp://politik.vivanews.com/news/read/153831-pakai_pertamax__motor_ lebih_irit
小楠金属工業所、2010、http://www.ogusu.co.jp/、（2010/12/17 アクセス）
はままつ産業創造センター、2010、『はままつ産業創造センター』
はままつ産業創造センター、2010、『新輸送技術導入可能性調査報告書』
紙屋雄史、「電動車両用充電インフラの現状と将来展望」、pp.89-93
長山宗広、「浜松地域の産業集積と中小製造業の課題―次世代自動車普及の影響について―」、pp.43
前川昭二、「航空機産業への参入可能性」、pp.58-60
浜松市、2010a、
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第１章

Trends of Eco-friendly Technology and Factory Relocation in Hamamatsu City`s Automotive Industry

http://www.city.hamamatsu.shizuoka.jp/square/sosiki/100802soshiki.pdf、pp3、（2010/12/18 アクセス）
浜松市、2010b、『次世代環境車の普及と産業化に向けた社会実験』、pp. 1
浜松市商工部、2010、『浜松の商工業』、
浜松市商工部産業政策課、2010a、『浜松の商工業』、平成 22 年度 6 月 9 日
浜松市商工部産業政策課、2010b、『産官学の強固な連携で取り組む新技術・新産業創造戦略』、pp.6、平成 22 年度 10 月
浜松商工会議所、2010、『浜松商工会議所運営概況』
藤田麻衣、2006、第 8 章「ベトナムの二輪車産業——新興市場における地場企業の参入と産業発展」、
佐藤 百合、大原 盛樹 (編) 『アジアの二輪車産業―地場企業の勃興と産業発展ダイナミズム 』 pp.
328-331、2006、アジア経済研究所
藤本隆宏、2007、『ものづくり経営学』、pp.48、光文社新書
ヤマハ発動機、http://www.yamaha-motor.co.jp、（2010/12/18 アクセス）

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第2章

Multicultural Coexistence in Hamamatsu City: Challenges after 2008 Economic Crisis

第 2 章 Working Group 2

Multicultural Coexistencein Hamamatsu City:
Challenges after 2008 Economic Crisis
和文要約
1． Introduction
2． Relationship between Education and Labor for the Nikkei in Hamamatsu City
3． Roles of the Stakeholders
4． Conclusion
5． Recommendations
6． Postscript: Multicultural Coexistence and Global Communities
7． Acknowledgement
References
Written by(Working Group 2)
Natalie-Anne Hall**Ozono Eri*

Wakita Yukari*

Nakai Yudai

Khaing Su Latt

Pen Sothea

Henny Rosalinda

Carlos Mendez

Group Adviser
Associate Professor Ayako Uchida**Group Leader

35*Sub-leaders第2章

Multicultural Coexistence in Hamamatsu City: Challenges after 2008 Economic Crisis

浜松市における多文化共生― 2008 年の経済危機後の課題 ―＜要約＞

１．調査背景日本とラテンアメリカとの間には歴史的に強い繋がりがある。19 世紀末から 20 世紀初頭にかけて、
日本人はより良い居住地を求めてラテンアメリカへ集団移民を開始した。その結果、現在ブラジルには世界で最多の日本人移住者やその子孫たちが住んでいる。一方で 1990 年代に入ると、これらの人々の子孫である日系人たちが大勢日本へと働きに来るようになった。1990 年の出入国管理及び難民認定法（通称入管法）の改正に加えて、日本のバブル景気とブラジルの経済的混乱といった背景が日系人たちの渡航を後押ししたのである。こうして、日系人たちは日本における最大規模の移民単純労働者の集団を成すようになった。
浜松市は日本でも有数の、非常に多くの日系人労働者を抱える市である。また、そのために早くからこういった移民労働者との共生を模索してきたことも知られている。
しかしながら、2008 年に起こった経済危機は、浜松市に住む日系人たちの生活を大きく圧迫した。就
労状況はもとより、日系人の子供たちの就学状況も大きな影響を受けている。浜松市はさらなる多文化共生の実現を進めるにあたって、新たな課題に直面している。

２．調査目的
先述した背景を基に、本調査は以下の三つの調査目的を定める。
第一には、経済危機の影響という点で日系人の就労状況と子供たちの就学状況との関係を分析し、新たな課題を特定することである。
第二には、各々のステークホルダー（利害関係者）がどのように多文化共生や日系人の生活状況の改善へと貢献し、またその中でどういった課題に直面しているのかを明らかにする。
第三には、上記の二つの焦点から得られた結果を基に経済危機の肯定的影響と否定的影響を検討する。
その上で、多文化共生の実現のためにはどのようなことに取り組むべきであるかを考察する。

３．調査方法
文献調査、参与観察およびインタビューを行った。インタビューは、浜松市役所企画部国際課、浜松
市多文化共生センター、コレージオ･ピタゴラス浜松校、学校法人ムンド･デ･アレグリア、浜松市外国人学習支援センター、カトリック浜松教会、NPO ブラジルふれあい会、セルヴィツー・アセソリアの計８箇所において行なわれた。

４．調査結果2008 年に起こった経済危機の結果、日本に住む日系人の６割もの人々が職を失うこととなった。両親の失業は子供たちの退学につながる。こうして高等教育を受ける道を閉ざされた子供たちは、単純労働

36

第2章

Multicultural Coexistence in Hamamatsu City: Challenges after 2008 Economic Crisisに従事することになり、悪循環から抜け出すことができない。移住者が日本での永住を選択する傾向にあることを考慮すると、このような悪循環は日系人だけの問題ではない。長期的に見るならば、このような問題は福祉政策や支援の増大、社会的費用など莫大な負担に帰結するだろう。
一方で、浜松市では多文化共生を実現すべく様々な主体が活動を行なってきた。日系人の子供達への多様な言語教育は特筆すべき点である。経済危機後にも、多文化共生への取り組みは続けられている。
例えば多文化共生センターはカウンセリング事業をはじめるとともに、日系人の就職支援も行なった。
また、ムンド・デ・アレグリア校と外国人学習支援センターは同じ建物で活動をすることとなった。これは人々の対話を促進するという点で大きな前進である。
前述のように、経済危機は日系人たちに様々な側面で深刻な影響を与えたが、肯定的な影響もある。
第一には、教育の重要性が日系人や地方自治体の間で再認識されたことである。とくに雇用を確保するために日本語の習得が見直されることとなった。第二には、日系人コミュニティ、地方自治体、日本人
コミュニティなどの間での対話が促進されたことである。
このように多文化共生の促進に力を注いできた浜松市であるが、課題はまだ残されている。多文化共生の実現は、政策の施行や財政援助など中央政府の支援があってこそ達成されうる目標である。

５．提言
上述の調査結果を受けて、浜松市における多文化共生への三つの提言を行う。
第一に、コミュニティレベルにおいては移民、日本人といった枠を超えた多文化間のさらなる対話の機会を増やしていくことが求められる。
第二に、地方自治体のレベルでは、日系人の支援において、病院などの公的な社会的リソースと、ボランティアなどの非・公的な社会的リソースとの連携を強化する多文化ソーシャルワークのアプローチが有効であろう。また各種学校の認定手続きについては再考の余地がある。加えて、日本語の学習に関しては、それが日本社会への同化ではなく社会参加につながるよう、日系人のニーズとバランスをとっていくことが必要である。
第三に、国レベルにおいても、まずは各種学校認定の過程を再考することが求められる。また現在議論されている労働者派遣法の改正は、日系人の雇用に複雑な影響を及ぼし得る。そのため改正が行なわれる場合には、雇用者や仲介業者の被雇用者への責任についての議論を同時に進めていくべきである。
そして最後に、移住してきた人々の安定した生活を可能にすべく、長期的視野に立った包括的な政策を担う外国人庁の設立が切望される。

＜謝辞＞
本調査の実施におきましては、国際課を中心とした浜松市役所、多文化共生センター（HICE）、コレージオ・ピタゴラス浜松校と学校法人ムンド・デ・アレグリア、外国人学習支援センター、カトリック
浜松教会、NPO ブラジルふれあい会、セルヴィツー・アセソリアの各訪問先にて、お忙しい中、とても多くの方々にご協力頂きました。また、調査を運営してくださった先生方と、特に内田先生の熱心なご指導のお陰で無事調査を終えることが出来ました。ここに感謝の意を表します。

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Multicultural Coexistence in Hamamatsu City: Challenges after 2008 Economic Crisis

1. INTRODUCTION
1-1. Background Information
Japan and Latin America have a strong historical relationship. The Japanese began to migrate to Brazil in 1908
with the voyages led by Kasato Maru. After the Meiji Restoration, restrictions for travel abroad were withdrawn andmany Japanese began to emigrate in search of better living conditions. As a result, today Brazil is home to theworld's largest population of immigrant Japanese and their descendants.
In the 1990's, Japanese descendants (Nikkeijin or Nikkei), mainly from Brazil, started traveling to Japan ingreat numbers to work. After immigration laws were relaxed in 1990, the employment conditions in Japancombined with the economic turmoil in Brazil motivated many Nikkeijin to take advantage of the preferred visa
status the Japanese government made available for them. These guest workers quickly became the largest group of
foreign blue-collar workers in Japan.
Hamamatsu City is home to a great number of migrant workers in comparison with other areas of Japan and has
reacted to the increase in their numbers from an early stage. Specifically, the city government has tried to promote‘multicultural coexistence’ between Japanese and foreign residents. Multicultural coexistence is a kind of policythat aims at fostering mutual understanding among people who have different values, cultures, ethnicities,
languages and so forth. It is similar to policies of multiculturalism that have been introduced in typical countries ofimmigration countries such as Canada or Australia from the 1970’s. In Hamamatsu City, the need for a multicultural
policy had been recognized as early as the mid-1990’s. "Hamamatsu Sengen", declared in 2001 in collaboration
with 12 other nearby cities with large populations of foreign residents, calls for the promotion of a society in which
all members can participate to increase mutual respect for, and understanding of different value systems and cultures,and to establish the rudiments of a society where rights are respected and duties are carried out. The Hamamatsu
Global City Vision, since 2001, also states that the city will work toward the promotion of multicultural coexistence,
which will enhance relationships among residents with diverse cultural backgrounds.
As of September 30, 2010, registered foreign residents totaled 27,529 people, accounting for 3.36% of
Hamamatsu City’s total population of 820,317. Of this total, 14,068 are Brazilian (about 58% of the city's foreign
population), making it home to the nation's largest Brazilian community (HICE HP; see Figures 1-1, 1-2 and 1-3).
To cooperate with such a large number of foreign residents, it is necessary for Hamamatsu City to create a more
comfortable society for all.
However, the global economic crisis since 2008 has caused serious damage to society and pushed up thenational unemployment rate from 4.0% in 2008 to 5.1% in 2009 (Ministry of Internal Affairs and Communication
総務省「平成 21 年度労働力調査」). Such conditions have put the livelihood of both Japanese and foreign
residents at risk, especially those who were engaged in the manufacturing and service industries as unskilledworkers. Hamamatsu City is famous for its manufacturing industry and hosts a lot of foreign blue-collar workers as
mentioned above. Thus, this research will investigate the impacts of the economic crisis in terms of foreign residents

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Multicultural Coexistence in Hamamatsu City: Challenges after 2008 Economic Crisis

in Hamamatsu City.

Figure 1-1 Percentage of Brazilians Among Registered Foreigners (2009)

Source： Ministry of Justice

法務省「登録外国人統計統計表 09-99-03」

Figure 1-2 The Changing Non-Japanese Resident Population of Hamamatsu City

Source: HICE

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Multicultural Coexistence in Hamamatsu City: Challenges after 2008 Economic Crisis

Figure 1-3 Hamamatsu City Non-Japanese Resident Population (as of August 2010)

Source: HICE

1-2. Research Objectives
The objectives of our study were to investigate the effects of the 2008 economic crisis on the Nikkei in
Hamamatsu City, discuss the roles of various stakeholders working towards a peaceful multicultural environment,
and determine what issues need to be addressed in the future in order to achieve multicultural coexistence.
First, we will analyze the relationship between education and labor for Nikkei in Hamamatsu City through theimpacts of the economic crisis in 2008, and identify what new challenges are arising. Second, we will focus on theactivities of local stakeholders in regards to multicultural coexistence in Hamamatsu City: children’s education,
Nikkei’s employment and the specific agenda of governmental bodies. In doing so, we will investigate theircontributions and the difficulties each are facing in attempting to improve living conditions for Nikkei and topromote a multicultural society. Finally, based on the above results, we will identify positive/negative effects of theeconomic crisis and determine what issues need to be addressed in the future, in order to achieve multicultural
coexistence. In addition, we will make recommendations to three sections: the local community, municipal bodies(city and prefectural) and the Japanese national government.

1-3. Rationale of Research Topic:
As more Nikkei have settled in Hamamatsu City, the city has engaged in various programs to promote

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Multicultural Coexistence in Hamamatsu City: Challenges after 2008 Economic Crisis

multicultural coexistence policies. In 2000 the city established a foreign residents’ assembly (Hamamatsu Foreign
Residents’ Council for Integration) to create a forum for dialogue between the city administration and foreign
residents. In 2001 Hamamatsu City became a founding member of the Committee for Localities with aConcentrated Foreigner Population (Gaikokujin shuju-toshi kaigi: 外国人集住都市会議). Furthermore, theHamamatsu Multicultural Centre (HICE) has served as a bridge between the municipal government and the city’s
foreign residents, providing counseling services, language classes and other exchange opportunities.
On the other hand, Nikkei workers have faced many problems, such as working conditions and insurance, as
well as children's education. In particular, with the global economic crisis being faced since 2008, the manufacturingindustry has slumped and about 60% of Nikkei factory workers in Hamamatsu City have found themselves
unemployed. Many children have quit school as a direct result of their parents’ unemployment. In Hamamatsu
City, there are six private schools for Nikkei children, which have provided education in their native languages.
These schools saw a sudden decrease of students after 2008, partly due to the fact that tuition fees are relatively high,and partly as a result of the return of many Nikkei to Brazil. As an emergency measure, the Japanese government
adopted a return ticket policy between April 2009 and March 2010. This policy, in principle, offered Brazilian andother Latin American guest workers 300,000 yen toward their airfare, as well as 200,000 yen for each dependent, on
the condition that they would not reapply for a work visa for 3 years, As a result, during this period the Brazilian
population in Hamamatsu City decreased by about 20%.
Many scholars have studied the situations of Japanese Brazilian migrants and multicultural policy inHamamatsu City since the 1990s. Based on fieldwork conducted in Hamamatsu City between 1994 and 1996, Rothdiscussed the marginalization of Nikkei as contract workers, focusing on their interactions with Japanese in factories
and neighborhoods (Roth 2002). Other studies have investigated the policies and social services of the local
government, as well as conditions of ethnic schools in Hamamatsu City (Ikegami 2001, Nakatsugawa 2005, Nakai
2007). Few scholars, however, have researched the connections of Nikkei labor and education, especially after the2008 economic crisis.
We hope our case study of Hamamatsu City will contribute to further understanding and realization ofmulticultural coexistence in other municipalities in Japan, as well as foreign countries. Since our group itself ismulticultural, consisting of graduate students from several countries (Australia, Bolivia, Cambodia, Indonesia,
Myanmar and Japan), this research will be a unique project that approaches local conditions in Japan with atransnational perspective.

1-4. Research Methodology and Limitations of the Study
To analyze multicultural co-existence in Hamamatsu City, we conducted research, literature reviews,
interviews and direct observation in the field. Literature was reviewed to grasp the historical process of themulticultural policy in Japan and to find basic data about foreign residents in Hamamatsu City. Interviews wereconducted with subjects who are involved with the Nikkei population in terms of education, policy and their

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Multicultural Coexistence in Hamamatsu City: Challenges after 2008 Economic Crisis

community.
However, these interviews had limitations. First, the fieldwork was conducted within a limited time schedule,
as can be seen in the itinerary below, and interviews were quite rushed. Second, we were unable to interview many
Nikkei directly due to schedule and language issues. On top of this, it was difficult for us to find detailed
characteristics or problems of Nikkei in terms of employment, as we overlooked the option of visiting thegovernment-based employment organization, “Hello Work.”

1-5. Itinerary
We visited several locations in Hamamatsu City to collect data, which can be grouped under three main topics:
multicultural policy (Hamamatsu City Hall International Section, Multicultural Centre), education (two ethnic
schools: Colegio Pitagoras and Colegio Mundo de Alegria; Foreign Resident Study Support Centre; Catholic
Hamamatsu Church), and responses of Nikkei (NPO Brazil Fureai-kai, Servitu Import Shop). Below is the actual
schedule of the fieldwork.

Date

AM 1

Oct.27

Oct.28

AM 2

Lunch

PM 1

Colegio

Catholic

Pitagoras

Hamamatsu

BrasilChurchNPO Brasil

Colegio Mundo

Fureai-kai

de Alegria

PM 2Multicultural
Center (HICE)

Foreign Resident
Oct.29City Hall

ServituStudy
Support Center

2. RELATIONSHIP BETWEEN EDUCATION AND LABOR FOR THE
NIKKEI IN HAMAMATSU CITY
Although employment conditions and school attendance were already problems for the Brazilian residents
before the economic crisis, afterward the scenario has become even worse. The loss of jobs for Nikkei(approximately 60%) in Hamamatsu City has resulted in further loss of the young generation’s education
opportunities. A large number of Nikkei parents have taken their children out of Brazilian schools, which are very

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Multicultural Coexistence in Hamamatsu City: Challenges after 2008 Economic Crisis

expensive by Brazilian standards and have become even harder to pay for as parents’ wages decrease. Under this
scenario, the best alternative would be to place children in less costly Japanese public schools. Unfortunately,
cultural differences, bullying and the language barrier create a gloomy study environment for Nikkei children. For
this reason, many Nikkei avoid sending their children to public schools. It is obvious that job losses have decisively
affected the future education of Nikkei children.
Based on the development literature (Todaro and Smith 2009) and the findings of the fieldwork, Figure 2-1
represents graphically how labor and education are intimately related. As education is one of the main determinantsof human capital and productivity of the region, the link between labor and education has strong implications for
economic and social development. In the case of Hamamatsu City it was observed that the recent economic crisis
affected labor conditions, which in turn, reduced school attendance. Given the socio-economic conditions of theBrazilian workers and students, the interaction between education and labor under negative economic shocks tends
to generate a vicious cycle with negative implications for the cultural harmony and potential productivity of theregion.

2-1. Impact of Economic Shocks on Labor Conditions
As documented by many scholars, the direct effect of the recent economic crisis was the reduction in the
demand of manufacturing production. When there is a contraction of demand, a new equilibrium point is reachedwhere the new price and quantity supplied tends to be lower than before. Also, the economic theory predicts that assoon as there is a reduction in the supplied production, firms usually adjust by reducing labor costs. In order toachieve this, firms might have two options: reducing salaries and/or reducing number of employees.

Figure 2-1 The Labor-Education Relation and the Vicious Cycle in Hamamatsu City

Source: Todaro and Smith (2009) and authors’ interviews during the fieldwork

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Multicultural Coexistence in Hamamatsu City: Challenges after 2008 Economic Crisis

This economic phenomenon was observed in Hamamatsu City, and according to the information provided by
HICE staff members, after the economic crisis the number of people looking for information about new jobs has
notably increased. At HICE due to an increase in inquiries, three employees in the employment section have been
increased to five. Notably, inquiries about Japanese language study, as well as daily life and finance, showed a sharp
rise in February 2009. As stated, the period of the return ticket policy was between April 2009 and March 2010.
According to another interviewee at the NPO, in addition to the 19,500 Nikkei throughout Japan who returned totheir home country using the return ticket policy, about 50,000 Nikkei returned at their own expense. Many Nikkei
wanted to come back to Japan as soon as possible because the salary in Japan is still higher than in Brazil, eventhough the economic conditions there are better than before. In addition, they knew that it was difficult for them tofind jobs immediately in Brazil or to catch up with the skills of other Brazilians because they had lived in Japan fora long time and had not received sufficient education in Brazil.
Another labor effect was also noted; according to school teachers, after the crisis parents could not attend
school meetings presumably due to an increase in working hours. The logic behind this is related to the previously
explained labor effects, when employment is reduced, the remaining workers are required to cover production gaps
resulting from a reduced number of workers. Additionally, to compensate for lower salaries, workers might bewilling to work additional hours to maintain the previous level of their salary.

Figure 2-2. Number and Topic of Counseling in Portuguese at HICE

Source: HICE

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Many Nikkei lost their jobs because most of them were employed on a contract basis. The agents/go-betweens
made it possible for them to be employed without being able to speak Japanese. The Japanese workforce is known
for its flexibility in that there is a large supply of contract or temporary workers who are essentially a disposable
source of labor. According to the survey conducted with 2773 Brazilians 15 years old and above, living in
Hamamatsu City from January to February 2009 (Ganbare! Brazil-jin kaigi 2009: がんばれ！ブラジル人会議2009), only 38% had jobs. Among those employed, 65% were indirectly employed through temporary employment
agencies and 31% lived in apartments provided by these brokers (meaning they must vacate these apartments in theevent of termination of employment). In addition, 83% had worked only as temporary workers and 52% had 3-year
visas, while 43% had permanent visas. As much as 75% were not covered by social insurance and among them, 47%
were not covered by employment insurance either. Of the respondents, 40% answered that they wanted to return toBrazil but could not, and their reasons were financial difficulties (69%) and fewer job opportunities in Brazil (13%).
When the Nikkei lost these jobs or their contracts were not renewed, it was even more difficult for them to find
new jobs, as their level of Japanese proficiency is generally low. In addition, a new Worker Dispatch Law(Roudousha haken hou: 労働者派遣法) is being discussed in the Diet that, if passed, will outlaw many forms ofcontract work especially in the manufacturing industry. This will mean that Nikkei will have to find direct
employment. This is almost impossible for them without Japanese proficiency, as they will need to write resumes,
attend interviews, read and sign employment documents, etc., even if the job is in a factory and does not require any
Japanese proficiency. According to the interviewee at NPO Brazil Fureai-kai, although the NPO has helped theseworkers find jobs in alternate industries, such as local forestry, job placement is still difficult for those sufferingfrom the crisis.

2-2. School Attendance as a Highly Sensitive Variable
As stated, about 60% of Nikkei in Hamamatsu City suffered from the job loss caused by the economic shock.
The above survey conducted in 2009 shows that 32% of Brazilians had children of school age (20% sent them toJapanese public schools, 9% to Brazilian schools, and 3% to no school, mostly for economic reasons.) In the case of
those who had planned to return to Brazil someday, 48% sent their children to Brazilian schools, while 33% sent
them to Japanese public schools. Because their parents could no longer afford school fees, many students who
regularly attended schools, were forced to drop out. According to the data collected from the fieldwork, the numberof students in the ethnic schools visited had noticeably decreased. In the case of Mundo de Alegria, there were about
30 students who dropped out of school within the first 4 months of the economic crisis. Similarly, Colegio Pitagoras
Brasil had gone through the same experience after the economic crisis. Up to present, the number of students has
fallen from over 200 (Before 2008) to only approximately 60. The dropout has made these children’s futures unclear
in the sense that their future paths seem to be quite limited. With the insufficient skills they gained in Japan, theycannot be ensured to be able to continue their studies in their home country when they return.

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2-3. Understanding the Dynamics of the Vicious Cycle
2-3-1. Inadequate skills to Continue Further Studies
The ethnic schools in Hamamatsu City are forced to bear the whole responsibility for preparing children forhigher education upon return to their home countries, in the event that their parents decide or are forced to returnhome. This responsibility apparently seems too heavy for the schools alone to handle, as they have to also struggle
with various challenges to ensure the smooth operation of their school. If they fail to achieve, these double-limited
students, who master neither Japanese nor their mother tongue, will face difficulties entering universities back intheir home countries. In addition to this, they will likely also have a hard time trying to adjust to the lifestyle andculture. As a result, instead of going to universities, these teens may decide to walk on the labor-based path,subsequently leading to an increase in the local labor supply. Alternatively, being aware of the low probability ofentering university back home due to insufficient qualifications, they may decide to continue to live in Japan,
struggling and following in their parents’ footsteps of employment in low-skilled jobs. As a result, this could
generate a cycle of intergenerational poverty.

2-3-2. The Difficulty of Settling down in Japan
During the fieldwork, having the opportunity to interact with students in the schools visited, it was learned thatsome do wish to settle down in Japan, saying that they love this country. However to them, the notion of being
educated in a Japanese university and finding employment here remains a myth. The economic shock plays a big
part in this. Due to their parents’ loss of employment, these children are prepared to return home even sooner thanplanned. In addition, due to their lack of Japanese proficiency and financial constraints, it is extremely hard for themto realize their dreams of attending a university and working in Japan.

2-3-3. Education and Job Opportunities
The economic crisis in 2008 has established a great awareness among the Nikkei about the importance of
education, particularly for employment. Presently, for Nikkei to obtain a stable job here in Japan, they are required
to acquire Japanese proficiency in terms of speaking, writing and reading, which is quite a challenge. Japanese plays
a crucial role in upgrading productive skills, protecting job contracts and insurance. According to the survey above,
53% of Brazilians had minimum Japanese conversational ability, while 20% had none. Additionally, 53% could reador write Katakana and Hiragana while 38% could not. The survey shows that the unemployment rate was lower
among those who had Japanese conversation ability (intermediate level) and Japanese writing ability (Katakana &Hiragana). If available, 79% answered their willingness to join daily Japanese classes. Interestingly, 60% answeredthat they had Japanese friends and this group was more likely to be employed than those who did not. Japaneseclasses are being provided to those who have lost their jobs. For instance, of the 400 who participated in thejob-hunting seminar organized by HICE, 70% of them successfully found a job. However, for a Nikkei, being undermental stress to acquire enough Japanese proficiency in such short period of time in order to hunt for jobs is

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incredibly challenging.

2-4. Long Term Implications
The effects of the recent economic crisis reduced the aggregate industrial production of Hamamastu, which inturn, negatively affected the employment conditions of the city. The employment effects of the crisis are reflected in
the reduction of personnel in factories, lower salaries, and additional working hours. In addition, there are emotional
and psychological effects placed on the well-being of Brazilian families due to the negative employment conditions..
Parents have lower resources (time, money and energy) to satisfy the needs of their kids.
As a long-term implication, a generation experiencing the vicious cycle between education and labor mightundermine the cultural harmony and socioeconomic development that Hamamatsu City is trying to achieve. If
educational objectives of the Brazilian schools are not achieved, the less educated Brazilian residents will tend tostay in Japan looking for lower levels of subsistence. This might contribute to increase the low skilled labor supply,
and therefore, salaries would tend to be even lower for this labor group. Increasing inter-generational poverty andwelfare dependence is a very important threat that should be avoided. It is true that the problem of “working poor” is
not unique to foreign residents in Japan, but often it is magnified in their case, due to lack of family/support
networks in the host country.

3. ROLES OF THE STAKEHOLDERS
In response to this difficult situation faced by Nikkei in Hamamatsu City, many organizations are conducting a
range of community activities. We can observe two main objectives of stakeholders in regards to multicultural
coexistence in Hamamatsu City: children’s education and Nikkei’s employment. The specific agenda of thegovernment can be drawn from an examination of the local and national government policies. Interviews andobservation were conducted at eight specific locations to investigate the role of these stakeholders (i.e. the activities
in which they are engaged), their contributions and the difficulties each is facing.

3-1. Educational Facilities
3-1-1. Colegio Pitagoras de Brasil and Colegio Mundo de Alegria
Hamamatsu City is home to six ethnic (Nikkei) schools, two of which were included in this study: Colegio
Pitagoras de Brasil and Colegio Mundo de Alegria. These two schools differ fundamentally in that the former is oneof three off-shore campuses of a Brazilian-based private institution, whilst the latter is a not-for-profit initiative run
by a Japanese national. However, both share the same objective, which is to offer children an education in theirnative language, in a secure and innovative environment, based on the curriculum of the home country.

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Over 200 students were enrolled at Pitagoras Hamamatsu prior to the economic crisis, but this number has
fallen to approximately 60. The curriculum is aimed at preparing children to re-enter school or enter university in
Brazil when they return but in addition, includes two 40-45 minute sessions of Japanese classes per week. Parents
are given the choice between sending children to school for the entire day or just the morning session. For economic
reasons, many choose the latter, but those who attend the afternoon session have the opportunity to review lesson
content, complete homework, study Japanese, etc. As in many other Brazilian schools, donations from the Brazilian
government are an important source of finance. This is especially crucial, as Pitagoras Hamamatsu is not recognized
as a school by the Shizuoka prefectural government, placing it as a private/profit-seeking enterprise, which requires
it to pay high tax rates.

Picture 3-1 Colegio Pitagoras de Brasil

Source: Authors

In Mundo de Alegria’s case, both Brazilian and Peruvian students are accommodated for with separate
curriculums instructed in Portuguese and Spanish, respectively. The school was established in 2003 and in 2010 was
relocated to the second floor of the city-government commissioned Foreign Residents Study Support Centre. It is asignificant case, as it is an ethnic school run by a Japanese. The school states its objective as giving children theopportunity to continue their studies in their mother tongue uninterrupted, and therefore avoid impeding theiracademic performance or creating ‘semi-lingual’/‘double-limited’ speakers. In addition to this, Mundo de Alegria
takes pride in its Japanese language education, administered by a team of six staff, and ideally consists of one hourof Japanese tuition per day, based on proficiency level. Classes are also available to specifically prepare students forthe internationally recognized Japanese Language Proficiency Test (JLPT). As the principal states, Japanese
language education is essential – and is becoming more and more so with the increasing tendency towards
permanent residency – to provide students with the skills for functioning in Japanese society on a daily basis. By not
only teaching students Japanese, but teaching them in Japanese (for example hands-on science, physical education

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Multicultural Coexistence in Hamamatsu City: Challenges after 2008 Economic Crisisand music classes conducted in Japanese), this school can develop students’ communicative ability. Although theschool aims to reduce the financial burden on families as much as possible, the cost of Japanese classes is set at
1,000 yen per student per month, in order to increase awareness among foreign parents of the importance ofJapanese language education.
One of Colegio Mundo de Alegria’s most significant contribution to multicultural coexistence in Hamamatsu
City is the interaction it facilitates between foreign students and Japanese students. Several years ago, the school
began to contact local public schools in the area and extend offers of joint athletic events etc., through which not
only can foreign students have the rare opportunity to interact with Japanese peers and practice their Japanese, but
Japanese children are also able to develop their intercultural understanding and broaden their perspectives from anearly age.
Mundo de Alegria was the first Latin American school in Japan to be recognized by a prefectural government
in 2004 under the category ‘Miscellaneous School,’ which entitles it to certain subsidies, and became the forerunnerin a wave of applications and recognitions of Brazilian schools for this category. The principal of this school has also
acted as a bridge between the immigrant community and large Japanese enterprises, successfully requesting funding
from many powerful Hamamatsu-based companies.

3-1-2. Catholic Hamamatsu Church
A third educational organization, the Catholic Hamamatsu Church, was also visited as part of this research.
With the sudden increase in foreign student dropouts in Hamamatsu City following the 2008 financial crisis, thischurch began to provide an informal and supportive environment for children to attend lessons. Children are servedwith breakfast, lunch and snacks, educated in class, and provided with a social environment in which they can playand interact with their peers so that they can continue their emotional and social development.
Initially this initiative was conducted free of charge and with the overall aim of teaching children Japanese
language in order to integrate them into society. Funds were collected from religious organizations and private
donors and the Japanese government provided a grant of approximately 5 million yen for the year 2009. However,from 2010, the objectives of the church have come to merge with those of the two schools mentioned above and after
successfully receiving recognition from the Brazilian government, it has begun conducting classes in Portuguese,
based on the Brazilian curriculum. To meet the requirements for recognition, the Catholic Hamamatsu Church
needed to hire qualified instructors and therefore, has switched to a fee-based system. While external funding
provides the main financial basis for operations, the church asks for monthly tuition of 20,000 yen per student withthe goal of encouraging parents to have a sense of responsibility for their children's education and prioritize it overother financial issues. In addition to the Brazilian curriculum, students are also taught Japanese language once per
week.

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Picture 3-2 Hamamatsu Catholic Church

Source: Authors

3-2. Combating Unemployment
3-2-1. Foreign Resident Study Support Centre and Multicultural Centre (HICE)
Two initiatives commissioned by the Hamamatsu City government are conducting differing but
complementary activities. The first, the Foreign Resident Study Support Centre, was established in January 2010
and is essentially an educational institute, although it differs from the schools above in that its target is not children
but adults and its main aims are to teach Japanese language to foreign residents. It is also providing opportunities forJapanese residents to learn about foreign cultures. There are also Japanese culture classes as well as Portuguese
classes aimed at Japanese residents. In terms of Japanese language classes, the beginner level classes are the mostpopular. The centre is the only one of its kind in Japan and was established to respond to the growing need forforeign residents to acquire Japanese skills to assist them in finding a new job.
The second initiative is the Multicultural Centre of Hamamatsu Foundation for International Communicationand Exchanges (HICE). HICE was established in 1982 and incorporated in 2008. The centre’s main objective is topromote communication between Japanese and foreign residents through community events. This centre has beenoffering counseling services for foreign residents since 1991, which has become the core of their activities following
the economic crisis. The service offers counseling in Portuguese, English, Spanish, Chinese, and Tagalog, as well asa ‘one-stop’ counseling corner. Free legal consultations are also offered once per month. In 2010, the centre
identified the need to incorporate more professional psychiatric services to support the deteriorating mental healthof foreign residents following the crisis and from 6 July 2010, started to provide counseling by a Nikkei psychiatrist
in cooperation with the Hamamatsu Mental Health and Welfare Center. In addition, various seminars have been
conducted to provide information about how to access welfare benefits and other assistance available. In May 2009,
MHLW (Ministry of Hearth, Labor and Welfare) entrusted HICE with a new program of Japanese classes called

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Multicultural Coexistence in Hamamatsu City: Challenges after 2008 Economic Crisis“Chance! Nihongo,” to provide Japanese language skills for Nikkei to assist in finding employment. So far
approximately 70% of about 400 students of these classes have been successful in finding employment. In August
2009, HICE was also entrusted by Hamamatsu City and the Ministry of Education to start "Project Juntos" (“Project
Together”) to support the studies of foreign children and adolescents, not only those of Brazilian background, butalso Filipino and Vietnamese. Four classes have been organized in collaboration with the Brazilian community andvolunteer groups. "Project Juntos" also dispatches Japanese language teachers to ethnic schools.

3-2-2. NPO Brasil Fureai-kai and Servitu Import Shop
Some other parties that significantly contribute to solving post-crisis problems are social groups or particular
individuals in the community. Based on our research, there are two major stakeholders who deal with this problem:
NPO Brasil Fureai-kai and Servitu Import Shop. In different ways, both stakeholders share the same goal to use theavailable capacity and resources to support the Nikkei community post-crisis.
With 12 staff and 180 volunteers, NPO Brasil Fureai-kai has been assisting Nikkei to deal with various life
problems: homelessness, food, job-loss and so forth, since its establishment in December 2008. The organization
played an important role during the crisis to identify the people in crisis and provide them with solutions. Their
belief is that without sufficient information, people will easily fall into trouble. In addition to the web-based
Portuguese radio station ‘Phoenix,’ which has been run by a Nikkei chairman of the NPO since 2002, a website has
been created through which people can register to be members to share and also receive information in Portuguese.
Foreigners can register their unemployment status and how critical their situation is. In 2009 the office received
some 50 calls daily from people in need of urgent assistance. In all, about 15,000 families came, and about 1,200
people, who were finding it difficult to survive, were helped. By having a chairman who also has a radio station, theNPO benefits because the radio can be a funnel of information and simple survival tips of how to get along in Japan.
In addition, to support Nikkei who lost jobs, this NPO established an agricultural cooperative and promoted
agricultural business.
Servitu Import Shop is a popular Brazilian restaurant and import grocery store owned by a 2nd generation
Nikkei. During the crisis, many people suffered from loss of employment, homelessness, and starvation. Servitu
Import Shop took initiative in collecting and distributing food to those who were suffering. The owner also stated in
the interview that item prices were lowered to assist people in crises that were unable to buy food and necessities.
The store has also participated in many community events and in 2008 created the event “Arigatou Nihon” tocommemorate the 100th anniversary of Japanese migration to Brazil and foster good will between the Japanese andBrazilian communities in Hamamatsu City.
Based on the above findings, it can be concluded that various stakeholders, both government funded andcommunity-based, are involved in dealing with the crisis. One important issue regarding this matter is how toorganize proper cooperation in order to establish more comprehensive action. According to observations madeduring the study, it seems that parties are still working mostly separately, which could be undermining the ability toachieve the most effective results.

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3-3. The Role of Government Bodies: Local and National
The Hamamatsu City government has been playing a significant role in the development of multicultural
coexistence, before and after the crisis. Hamamatsu City is well known for being a pioneer of policies in this area. In
2001, the city hosted the first Committee for Localities with a Concentrated Foreign Population, through whichmunicipal governments cooperate to share information and expertise for multicultural coexistence and makerequests of the central government. The city has also made efforts to discuss the issue with other cities on aninternational scale. In 2010, Hamamatsu City hosted the 3rd United Cities and Local Governments Asia-PacificCongress (UCLG ASPAC) and the mayor of Hamamatsu City exchanged experiences with panelists from Australia,
Korea, and Indonesia in the session of “Multicultural Society.” The Hamamatsu City government also provides,
through its International Affairs Section, various forms of assistance for foreign residents. These include providing
and translating information essential for daily life and dispatching interpreters. Although the employment situation
is beyond the scope of the city government (this is the responsibility of the MHLW), it is responsible forcommissioning and funding organizations such as HICE and the Foreign Resident Study Support Centre to carry out
their activities.
Despite these efforts, the Hamamatsu City government, like many municipalities in Japan, faces limitations
regarding multicultural policies due to the lack of support from the central government. Until 2009, there was no
particular section of the national government dedicated to immigrant/foreigner related issues, and although a‘section for promoting policies concerning foreign settlers’ has been established, its role is currently limited tocreating a set of guidelines and objectives for dealing with these residents. Municipal and prefectural governments
continue to urge the Japanese government to create an agency for the comprehensive development andimplementation of clear, strong policies.

4. CONCLUSIONSAs a direct consequence of the global financial crisis of 2008, up to 60% of Nikkei workers in Hamamatsu City
have found themselves unemployed and in a considerably unstable financial condition. This has resulted in the lossof educational opportunities for the children of the Nikkei and, consequently, employment opportunities. This
creates the risk of becoming a vicious cycle for the generations to come. Unemployment leads to financial instability
that leaves Nikkei unable to bear the costs of sending their children to schools and this in turn jeopardizes theirchildren’s chances of continuing further studies both in Japan and in their home countries. Many cases are alreadybeing seen of young Nikkei being forced to opt for low-skilled factory positions, despite their dreams of higher
education. In addition, finding these jobs will become increasingly difficult if the Worker Dispatch Law is passed.
Given the growing trend of Nikkei towards permanent residency, being stuck in a vicious cycle of economic
instability will become not only a problem for the Nikkei themselves, but also for Japan as a whole. The long-term

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costs of welfare and other support measures could be enormous and the social costs of creating this kind of
powerless minority, seen by the native majority as guests who have overstayed their welcome, may be irreversible.
A large number of actors have been playing various roles in the facilitation of a harmonious multiculturalsociety in Hamamatsu City. As the research has shown, this has become an issue requiring even more urgent action
following the economic crisis. Hamamatsu City is unique in that Nikkei students have a wide range of options interms of educational institutions. Apart from standard Japanese public school education, these include ethnic
Brazilian/Peruvian education with various levels of focus on integration into Japanese society or re-integration inhome countries and Catholic-based community education, as well as an innovative and unparalleled Japanese
language learning facility commissioned by the city government.
Although multicultural coexistence was greatly challenged by the 2008 economic shock, the city has tried todevelop its multicultural policy according to the new situation, through programs such as HICE in the form ofmulticultural counseling and job-search training. The integration of Colegio Mundo de Alegria and the Foreign
Resident Study Support Centre into one building in 2010 has been a significant step towards mutual understanding
between not only the municipalities and the ethnic schools but also Japanese and Nikkei residents. This, among
other policy initiatives, has made Hamamatsu City a leader in the promotion of multicultural coexistence in Japan.
In many ways, this city can be exemplified to assist other municipalities in dealing with this issue. However, a truly
harmonious multicultural society, which must have as its basis in a stable education, employment and financial
environment for the Nikkei, can only be achieved with the support of policies and funding from the central
government.
Although the financial crisis has caused severe damage on many levels, it can also be argued that it has brought
about several positive outcomes. One of these is that it has triggered an increased awareness among Nikkei andgovernment bodies about the importance of education (especially Japanese language education) for employment.
Focusing the efforts of the administration and the community on education could have invaluable long-term benefits
for this society. The crisis has also created more opportunities for dialogue and cooperation between the city
government, the Nikkei community, and the Japanese community in Hamamatsu City. Organizations like theCatholic Hamamatsu Church, Servitu Import Shop and Brazil Fureai-kai have begun cooperative community
activities that could be continued into the future, and efforts of the city may increase the Nikkei community’s trust in
the government. In turn, the city has seen the active and enthusiastic participation of many members of the Nikkei
community in combating the crisis.

5. RECOMMENDATIONS
The following are several recommendations that the authors offer, aimed at three different actors: thecommunity, the municipal government, and the central government.

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5-1. For the Local Community
In order to achieve multicultural coexistence in Hamamatsu City, it is important to nurture a sense of cultural
sensitivity in society. Nikkei and all residents with a foreign background need to be integrated and viewed as equallyimportant members of society. This could be done through involving foreign residents in existing community
activities, which can work to not only empower the foreigners themselves, but also promote understanding within
the Japanese community. Creation of new and innovative, large-scale activities for joint participation on equal
grounds, also needs to be actively incorporated. However, the enthusiasm and participation of not only the Japanesecommunity, but also of the immigrants themselves is crucial in this process. The Nikkei community also needs topresent successful elder Nikkei as role models for the next generation and motivate them to endeavour to achieve intheir studies and become bridges of understanding between the two cultures. Finally, as apparent in the interviews
conducted in this study, there is an urgent need for Nikkei parents to consider placing a much higher value on
education and foster this value in their children. This could also be supported by community activities for raisingawareness about this issue.

5-2. For Municipal Bodies (City and Prefectural level)
In recent years, municipalities in Japan have begun to realize the importance of multicultural social work. In
Hamamatsu City, the foundations of effective multicultural social work can already be seen in the counselingprovided by HICE. However, in order to make formal social resources (hospitals, welfare and employment offices,etc) more accessible to foreign residents, collaborations with their informal social resources (volunteer groups,
churches, ethnic self-help groups, and Japanese language classes in the community, etc.) will be highly beneficial.
Thus the activities of these informal social resources can be more encouraged and supported.
This report also recommends the reconsideration of the system of recognition/subsidies for ethnic schools by
the prefectural government. Schools that are not recognized are forced to pay high tax rates and even after
recognition, the funds received only cover a very small proportion of the cost of running the school. As discussed
above, this in turn has a negative effect on students’ education.
It is important also to ensure that Japanese language education not be implemented with the objective of
forcing assimilation upon the Nikkei/foreign community. An appropriate balance between the willingness offoreigners and encouragement/increased opportunities offered by the government is important for creating aharmonious multicultural society.

5-3. For the Japanese Government
Japanese society is required to be more flexible in terms of multicultural policy and acceptance of foreign
workers. With the declining birthrate and aging population, it will soon face a serious labor shortage - as high as 17

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million in the next 25 years - and a growing number of international workers will be expected. Therefore, it isincreasingly significant to promote awareness of interdependent relationships between foreign and Japanese
residents. This needs to be incorporated not only into policies, but also intercultural/multicultural education.
Nevertheless, paternalistic policies by the government should be avoided, as this inhibits the development of
independence of foreigners and runs the risk of invoking the discontent of the Japanese public. Especially during
this economic crisis, in which Japanese residents are also facing unemployment and financial issues, it is importantto gain the understanding of the community about welfare policies to support foreigners and implement thesepolicies with cooperation from the immigrant community, rather than in a one-sided manner. Failure to do so could
result in a backlash and create intense friction between the Japanese and immigrant communities. In order toempower foreign residents, equal partnerships and collaboration with their leadership are important.
Revision of the legal requirements for “miscellaneous school” status is also an issue. Between November 2008
to February 2010, 18 Brazilian schools were forced to close, leaving a remainder 81 schools in Japan (Kojima
2010:16). Many Brazilian schools receive no government subsidies, as they have yet to obtain the “miscellaneous
school” status. It is difficult for Brazilian schools to fill legal requirements, such as owning school land andbuildings, and having assets worth half of their annual school operation expenses. Since 2004, the Ministry of
Education, Culture, Sports, Science and Technology has instructed local governments to ease requirements for the
status but only a few have done so. Many Brazilian schools do not even understand the meaning of the“miscellaneous school” status and the complicated application procedures in Japanese. In addition, while theguidelines are set by the national government, the actual decision to recognize schools is up to each prefectural
government, which could lead to inconsistencies and inefficiencies. This research recommends that the guidelines
for this recognition, the transparency of these, and the procedure for their implementation be reconsidered.
The central government should also consider reform of labor legislation and the promotion of CSR (Corporate
Social Responsibility) among Japanese companies. The present temporary work system was fully implemented by
the revision of Worker Dispatch Law in 2004, which gave permission to allow temporary workers to be dispatchedto the manufacturing sectors. Since then, manufacturing industries, particularly car and electronic companies, have
rapidly increased cheap temporary labor with the aides of employment brokers. While this move helped Japaneseindustries recover from the economic slump of the 1990s, the lifetime employment system since the post-World War
II period has been undermined.
Temporary workers enjoy few of the rights and benefits that protect full-time regular employees. Increasing
employment brokers allowed manufacturers to hire the workers indirectly without pension or social security. Above
all, temporary workers are vulnerable to sudden lay-offs, under economic recession, without any dismissal
compensation or unemployment benefits.
Since 2009, the Japanese government has considered revising the Worker Dispatch Law and the prohibition of
dispatching workers to the manufacturing industry. If this is realized, it will become necessary to protect temporary
workers, including Nikkei, by clarifying the responsibilities of employers and brokers through labor law reform. In
order to maintain sustainable development at a local and national level, Corporate Social Responsibility (CSR) will

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increase its importance as an indispensable element of Japanese corporate management in the future. Japanese
corporations will need to take a balanced approach to managing their companies, with an eye to the overall
stakeholders, including employees, customers, and local citizens.
Finally, as previously asserted by scholars and municipal governments, there is also a need to establish an“Agency for Foreign Residents” in the central government. In 2009, “The Office for the Coordination of Policies for
Foreign Residents” (Teiju-gaikokujin shisaku suishin shitsu: 定住外国人施策推進室) was established in the
Cabinet Office and the “Basic Guidelines related to Policies for Foreign Residents of Japanese Descent” were also
created in August 2010. These guidelines acknowledge the necessity of accepting foreign residents as members ofJapanese society by providing more opportunities for Japanese learning and multi-lingual support systems.
However, the current role of this office (with a staff of only four) is limited to the integration of efforts by various
ministries through an annual joint conference and the publishing of general statements on its web page. The roles ofthis office should be extended to include comprehensive handling of all issues related to a multicultural society,including the establishment of a legal framework such as an anti-discrimination law.
Nothing can be more valuable than the promotion of the positive aspects and benefits of a multicultural society.
If all stakeholders and members actively participate in the formation of this society, stability for the Nikkei and theJapanese alike can be a long-term reality.

6. POSTSCRIPT: MULTICULTURAL COEXISTENCE AND GLOBALCOMMUNITIESAs students of international development studies, understanding and living in a multicultural environment is afundamental part of our lives. The recognition and acceptance of the differences in one another’s cultures andidentity create a safe community in which people are treated equally and more importantly, they can hold onto their
dreams. Today, globalization is pushing the consolidation communities and especially, the younger generations will
face new social and cultural arrangements that might require better communication, more coordination and patience
to understand, not only our own differences, but also common goals in creating a harmonic society. Every country isdealing with multicultural factors and co-existence at some level and, therefore, there might be some universal
lessons and experiences that could be informative for expanding the current perception of multiculturalism.
In Bolivia, for example, there lives an important community of Japanese descendants, specifically in the city of
Santa Cruz. In order to preserve their original (Japanese) cultural legacy, the Bolivian national government
authorized the foundation of a colony named “Okinawa,” where Japanese descendants live in harmony following
many Japanese and Bolivian customs. The desire from the Japanese decedents to understand and enjoy more of the
Bolivian culture is admirable. For instance, every year in February there is a very old, traditional Bolivian festival.
For that event, people from the Okinawa colony practice traditional Bolivian dances. After months of preparation,
they participate in the festival and not only tourists from all the prefectures of Bolivia, but also tourists from many

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countries admire the beautiful cultural symbiosis it represents.
In the case of Indonesia, the problem of multicultural coexistence is very complicated as the country consists ofhundreds of multi-ethnic groups. Unfortunately, the coexistence among these groups somehow remains difficult.
Tension is high and relationships are sensitive to political, social and religious issues. Unsolved problems can lead toconflict and war. Foreign immigrants who have come and settled in Indonesia generally come from China and India
as traders. Thus far, the government of Indonesia does not have specific policies relating to coexistence with thesemigrants. Recently, Indonesia tends to be a sending country rather than a recipient country of foreign labor (mostly
semi- and unskilled labor). The number of cases of conflict surrounding overseas Indonesians has been increasing
recently, mostly because these laborers have low levels of education and face serious problems in communication
due to the lack of particular language proficiencies. As recommended for Nikkei in Japan, Indonesian workers could
benefit from improving their level of skills and education. This could lead to their empowerment in society.
It can be concluded that multicultural coexistence is not easy but an essential vision for the global village today.
In order to advance multicultural coexistence, it is important to promote understanding of our interdependent
relationships, as well as respect for different cultures and values on both sides of receiving societies and migrants.
Sharing experiences and lessons in each place will greatly help us achieve this common goal.

7. ACKNOWLEDGEMENTS
Visiting Hamamatsu City, where a large number of Nikkei people have lived for many years, was a great
opportunity for us to learn about multicultural coexistence. We are extremely grateful to all the people who spared
their valuable time and energy in helping us during the fieldwork in Hamamatsu City. We experienced kindness andcooperation and were able to collect useful information beyond our expectations. We are also thankful to the schools
visited, Colegio Pitagoras Brasil and Colegio Mundo de Alegria, and Catholic Hamamatsu Church, for theirassistance with arrangements and services and for allowing us to see and participate in real classes of Nikkei
children. Lastly, we would also like to thank all of the professors who guided us in every way and made this researchpossible by organizing the trip. In particular, we extend our gratitude to Professor Uchida, who has been supportivein providing advice, directions and comments for writing the report since the very first meeting.

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Harden, Blaine. Japan Works Hard to Help Immigrants Find Jobs. 2009. The Washington Post, January 23.
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Kashiwazaki, Chikako and Tsuneo Akaha, 2006, Japanese Immigration Policy: Responding to Conflicting
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Nakamura, Akemi. 2008, Flexible and diverse, international schools thrive, Japan Times
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Roth, Joshua Hotaka. 2002. Brokered homeland : Japanese Brazilian migrants in Japan. Cornell University Press.
Tabuchi, Hiroko. 2009. Japan Pays Foreign Workers to Go Home. The New York Times, April 22.
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Todaro, Michael P. T and Stephen C. Smith. 2009. Economic Development. Addison-Wesley, Tenth Edition.
Tsuda, Takeyuki. 2008. "Local Citizenship and Foreign Workers in Japan" in Asia-Pacific Journal: Japan Focus.
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Yasumoto, Mariko. 2008. Japanese-Brazilian families face serious challenge in communication, Kyodo News.
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mmunication
愛知県地域振興部国際課多文化共生推進室・石河久美子.2010.「多文化ソーシャルワーカーガイドブック」 http://www.pref.aichi.jp/cmsfiles/contents/0000030/30111/swguidebook.pdf
池上重弘編. 2001. 『ブラジル人と国際化する地域社会――居住・教育・医療』明石書店
池上重弘編. 浜松市企画部国際課発行. 2007. 「浜松市における南米系外国人の生活・就労実態調査」（2006 年 9 月～2006 年 10 月調査実施）
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中井歩. 2007. 「ニューカマーと 90 年代以降の地方政府 : 浜松市の定住外国人と行政的対応」『大阪樟蔭女子大学人間科学研究紀要』6, 191-203.
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中津川陽子. 2005. 「在住外国人 ブラジル人学校の教育と現状」京都精華大学人文学部調査演習報告書．
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日系定住外国人施策推進会議. 2010. 「日系定住外国人施策に関する基本指針」、8 月 31 日
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浜松市行財政改革推進審議会. 2008. 「浜松市における外国人児童生徒の教育について」
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ブラジル人学校等の教育に関するワーキング・グループ（文部科学省国際教育交流政策懇談会）.

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「定住外国人の子どもの就学支援に関する緊急提言／定住外国人の子どもの就学支援事業」（案）
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Catholic Hamamatsu Church
http://www.geocities.jp/hamamatsukyokai/
Colegio Mundo de Alegria
http://www.mundodealegria.org/index.html
Colegio Pitagoras Brasil
http://www.pitagoras.com.br/COLEGIOS/japao/japao.asp?colegio=13/
Discover Nikkei : Japanese Migrants and Their Descendants
http://www.discovernikkei.org/wiki/Nikkei_in_Japan
Hamamatsu City Hall International section
http://www.city.hamamatsu.shizuoka.jp/
Hamamatsu Foreign Resident Study Support Center
http://www.hi-hice.jp/u-toc/index.php
Hamamatsu Multicultural Center (HICE)

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http://www.hi-hice.jp/hmc/index.php.
NPO Brasil Fureai-kai
http://radiophoenix.jp/modules/content/?id=1
Portal Site on Policies for Foreign Residents, Cabinet Office, Government of Japan
http://www8.cao.go.jp/teiju-portal/eng/index.html
Servitu Import Shop
http://servituonline.com/loja/
共生社会政策統括官 定住外国人施策 内閣府
http://www8.cao.go.jp/teiju/index.html

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Hamamatsu City as a tourism destination in Japan: Projected versus Perceived image

第 3 章 Working Group 3

Hamamatsu City as a tourism
destination in Japan: Projectedversus Perceived image
和文要約
1. Introduction
2. Research objectives
3. Methodology
4. Projected image
5. Perceived image of Hamamatsu
6. Importance - Performance Analysis
7. Conclusion
8. Acknowledgment
9. References

Written by(Working Group 3)
Ai Fujii *Indrie Mulyawati

Jin ZheRyosuke Kondo **Otchia Christian Samen

Poejowati Probo Wardani

Takamasa Uesugi

Umer Farooq DotaniGroup Advisor
Prof. Naoko Shinkai**Group Leader, *Sub Leader
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観光地としての浜松市（投影イメージと知覚イメージ）
＜要約＞
調査背景
浜松の GDP は 1997 年から 2007 年にかけて平均 1.03％成長している。第 3 次産業は 0.77％成長して
おり、なかでもサービス産業は 2.17％成長している。つまり、サービス産業は経済成長と浜松市の持続的な発展の観点から見て、有望な分野であるといえる。
調査目的
本調査の狙いは、いかにして浜松市を訪れる国外および国内の観光客数を増加できるかを研究することである。そのために、浜松市が現在もつ投影イメージと観光客の持つ知覚イメージの相違を分析した。
投影イメージとは、浜松市や各観光施設がホームページやパンフレット等、メディアを通して投影している浜松の観光イメージを意味する。知覚イメージとは、実際に浜松を訪れている観光客と潜在的観光客（浜松を訪れたことはないが、観光客となりうる人々）のもつ浜松の観光に対する観光イメージを意
味する。
調査方法
投影イメージ分析は、主に浜松市の HP や各観光施設の HP・パンフレット等の分析と、観光交流課の職員の方々や各観光施設、観光協会の方々へのインタビュー結果を基に、浜松市がどのようなイメージを提供しているのか分析した。 知覚イメージ分析は、現地にて行った質問票によるアンケート結果と、
インターネット上で行ったアンケートの結果を基に、観光客の抱く観光地としての浜松市のイメージを分析した。 さらに、人々が観光に行く際に重要視する項目と投影側が提供するイメージとの比較、前者と浜松の観光における満足度との比較などを行った。
調査結果
投影イメージの分析結果（4-4. Table 3）によると、浜松の第一の投影イメージは産業であった。
「ヤマ
ハ」や「ピアノ」、「創造性」など産業に関係する言葉がそのような結果を示している。第二の投影イメ
ージは宿泊施設とアクセスであった。浜松市は大阪と東京の中間地点に位置し、新幹線や高速道路等の交通の便に優れていることや浜松駅周辺にはホテルや旅館等の宿泊施設が整っていること等がその要因として挙げられる。第三の投影イメージは景観であった。浜松には浜名湖をはじめとした豊な自然資源があることや様々な祭りイベントが開かれていること等がその結果を反映している。また、舘山寺温泉観光協会発行のパンフレット（4.4 Figure 4）にも見られるように観光地としての浜松の投影イメージとして浜名湖が重要な位置づけにあることがわかる。
知覚イメージの分析結果（5-4. Table 13）によると、浜松の観光パフォーマンスのなかで、観光客が最も高い満足度を示したのは、飲食物の質であった。これは、浜松の特産物である「うなぎ」の貢献度が高い。そして、比較的低い満足度であったのは歴史的名所・博物館であった。
投影イメージと知覚イメージの分析結果を比較すると、両者には隔たりがあることが判明した。一方、インポータンス・パフォーマンス分析の結果（6-2. Figure 6）によれば、浜松を訪れた観光客の観光に対する重要度と満足度の間にも差異が生じており、具体的には、歴史的名所・博物館への重要度が高いにも関わらず、その満足度は低い値を示した。
今回の調査結果が、浜松市の観光業の更なる発展に寄与できることを切に願う。

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Hamamatsu city as a tourism destination in Japan: Projected versus Perceived image
1. Introduction
1-1. Background
Hamamatsu City is one of biggest municipal cities in Japan. Located roughly halfway between Tokyo andOsaka, Hamamatsu is renowned for being a city of industry, music and tourism. As for a city of industry andmusic, Hamamatsu has a long tradition in both the manufacturing industry and the musical instruments industry,
mainly due to the success of world-class companies such as Suzuki, Yamaha, Honda, Kawai, Roland andHamamatsu Photonics. The manufacturing industry by itself contributes to 34% of the Hamamatsu GDP and had
been supporting the city’s economic growth for ages.
As a whole, Hamamatsu’s GDP has grown an average of 1.03% from 1997 to 2007. This growth rate wasmainly affected by the primary sector, which is growing at an average of -3.23% for the same period of time
whereas, the secondary and the tertiary sectors have grown an average at 1.68% and 0.77%, respectively. The
main contributors in the growth of both sectors are the manufacturing and service industries. The first has grown
an average of 2.14%, while the latter has grown 2.17%. This led the service industry to become the mostpromising sector in terms of economic growth and sustained development of Hamamatsu City.
As a part of the service industry, tourism is one of the fastest-growing sectors in the world and it is currently
perceived by many countries as an impetus for economic growth for the simple reason that it has important direct
and indirect impacts on many other economic sectors. This sudden recognition of tourism has increasingly
induced competiveness among tourism destinations, even within a country.
Hamamatsu is relatively unknown as a city of tourism in Japan. However, the number of tourists has been
increasing for the past ten years. For example, the number of tourists visiting Hamamatsu has increased from16,652 in 1997 to 18,578 in 2007. Day-trip tourists account for 99% of the increase, while overnight tourists havebeen stagnant.
Unlike many cities in Japan, Hamamatsu is endowed with various and significant tourist attractions, such as
dunes, hot springs, a lake, sand hills, forest resources, historical culture and manufacturing industries. This createsroom for many activities, including 154 different annual events (tea ceremony in Hamamatsu and Takane Castles,
kites festival, The Princess Road and Yukata Festival, etc.) and a variety of outdoor activities, such as water sports,
cycling, hiking or fishing in the natural surroundings of the Enshu Coast, Hamana Lake (Hamanako), the Tenryu
River and the Akaishi Mountain. Located in the same prefecture with the highest mountain in Japan, Hamamatsu
offers a nice view of Mt Fuji. The city has also a surprising land area of 1,511.17 km2, making it the second
largest city in Japan. In terms of population, Hamamatsu has 820,818 residents 1 with a great deal of foreign
residents working and enhancing cultural diversity. In 2007, the Hamamatsu became a city designated bygovernment ordinance after merging with 11 surrounding cities and towns in 2005.
1

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1-2. Rationale of research
In the context of world economic uncertainties, due mainly to the recurrence of crises and shocks, defining
alternative industries that can support economic development has became a central concern for many countries.
Therefore, tourism has been identified as one of the few viable economic opportunities to sustain development. In
the case of Hamamatsu and many cities in Japan, tourism can play a key role to revitalize Japan in days of
economic stagnation, declining birthrate and aging population by the expansion of the number of peopleinteracting through tourism.
This recognition of tourism as an alternative for supporting economic development and population growth
has led to the promotion of Japan as a tourism-oriented nation. Indeed, the advantage of a tourism-oriented nation
is to increase the number of international tourists, revitalize regional communities, improve lives and increase
domestic spending, enhance exchange and stimulate the economy.
Thus, the aim of this research is to study how to increase the number of both international and national
tourists in Hamamatsu City. This will be undertaken by analyzing the difference between Hamamatsu’s current
projected image and the visitor’s perceived image of Hamamatsu.
Hamamatsu is the biggest tourism destination in the Hamanako Tourism Zone 2, one of the 30 existing
tourism zones in Japan. Competing with Kyoto, Tokyo, Osaka, Okinawa and Hiroshima, Hamamatsu has a weak
image as a tourist destination, even among Japanese people. For this reason this study will try to provide
information regarding the overall image of Hamamatsu from the perspective of actual visitors, as well as theimage that Hamamatsu projects in its marketing campaigns.

2. Research objectives
Due to increasing local competition of tourism destinations in Japan and changing visitor profiles in
Hamamatsu City, a positioning analysis of tourism destinations in the market seems to be the starting pointof a tourism marketing strategy. Thus, the main objective of this research is to analyze the perceived imageof Hamamatsu as a tourism destination in Japan.
Hence, research questions are:

What are the images projected in Hamamatsu media?

How do currents visitors perceive Hamamatsu as tourism destination in Japan?



How to improve the image of Hamamatsu as a tourism destination and increase the number of both local
and international visitors?

2

Together with Kosai and Arai in Shizuoka Prefecture.

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3. Methodology
3-1. Research framework
3-1-1. Destination image
Destination image has been successfully used in a destination’s marketing strategy as an important concept inunderstanding tourists’ destination selection process. As argued by Jenkins (1999), destination images influenceboth the decision-making behavior of potential tourists and the levels of satisfaction regarding the tourist
experience. However, there is still no consensus among researchers on its definition. Hunt (1975), Phelps (1986)
and Calatone (1989) suggest a vogue definition of tourism destination image. According to Hunt (1986),
destination image is defined as “perceptions held by potential visitors about an area.” Catalona et al, (1989)
proposed a similar definition, describing destination image as “perceptions of potential tourist destinations.”
Both definitions restrain destination image to potential visitors or areas and exclud current and past visitors
who have experienced the destination. While studying the pre-travel and post-travel images of Menorca, Phelps(1986) proposed a broad definition of destination image as, “Perceptions or impressions of a place.” But Pearce(1988) pointed out that the term “image” in these definitions is holistic and used to describe an overall mental
picture – a destination stereotype. Therefore, they are too difficult to be conceptualized and measured.
Crompton (1979) used a more comprehensive definition of destination image in his study on measuring theimage of Mexico in different States of the United States. He defined destination image as the “sum of beliefs,
ideas and impressions that a person has of a destination.” However, for the purpose of this research, destination
image will be defined as “the expression of all objective knowledge, impressions, prejudice, imaginations, andemotional thoughts an individual or group might have of a particular place” (Lawson and Baud Bovy, 1977). As
argued by Jenkins (1999), this definition encompasses both the personal images and the stereotyped images sharedby groups. Moreover, the term “destination,” in the context of this study, is limited to large entities, such as major
cities like Hamamatsu, rather than individual attractions or resorts. Therefore, the framework of image presented
in Figure 1 could be used as a basis for conceptualizing destination image.

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Figure 1: The component of Destination Image (Echtner and Ritchie, 1993)

This graph shows the free dimensions of Functional-Psychological, Attribute-Holistic, and Common-Unique.
Functional characteristics refer to more tangible, observable and measurable aspects of the destination (prices, size,
infrastructure, etc.), while psychological characteristics refer to more intangible or aspects that are difficult tomeasure, such as the atmosphere or the friendliness of local people. Echtner and Ritchie (1993) suggested that a
destination image should comprise a perception of individual attributes (such as climate, accommodation facilities,etc.) as well as more holistic impressions (mental pictures or imagery) of the place. The Common-Uniquedimension is based on the fact that tourists tend to visit places that are different from their home.

3-1-2. Importance-Performance Framework
Importance-Performance Analysis (IPA) is an easily applied technique for measuring attribute importanceand performance so as to enhance the development of effective marketing programs. Martilla and James first
introduced this in 1977 as a performance indicator of the automobile industry in order to assist in understanding
customer satisfaction as a function of both expectations concerning the significant attributes and judgments about
their performance. From mid-1980s, IPA technique started to be applied to the tourism and hospitality industry.
IPA is based on the assumption that satisfaction is affected by both the importance of an attribute andperceived performance of that attribute. Designed for easily transferring results into actions, this framework will
help us to investigate strengths and weaknesses of Hamamatsu destination attributes and identify their underlying
importance as perceived by tourists. The advantage of this framework is that it gives more impetus in perceived
image analysis by incorporating importance analysis. According to Barsky (1995), lower importance ratings arelikely to play a lesser role in affecting overall perceptions, while higher importance ratings are likely to play amore critical role in determining customer satisfaction. 3
Implementing the IPA technique requires four steps. In the initial stage, a set of attributes is developed via a
3

Cited by Krisana Kitcharoen, The Importance-Performance Analysis of service quality in administrative departments
of private universities in Thailand, ABAC Journal Vol. 24. No. 3, p.21.

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literature research to accurately describe and reflect the topic of the study. Sometimes a focus group completed byconversations with responsible department personnel and experts should be done in order to identify determinant
and key attribute specific to the subject or destination. Following the identification of attributes, a questionnaire isdeveloped where respondents are asked to rate, on a five-point Likert-type scale (1=low, 5=high), both theimportance and the performance of a particular attribute. By using a central tendency (mean, median) or arank-order measure, the attribute importance and performance scores are ordered and classified into high or low
categories. By pairing these two sets of rankings, each attribute is plotted into one of the four quadrants of the IPA
grid, labeled as “Possible Overkill, ” “Keep Up The Good Work, ” “Low Priority” and “Concentrate Here”.

Figure 2: Extended Importance-Performance grid(adapted from Bacon, 2003; Martilla & James, 1977)

The four quadrants are used to prescribe prioritization of attributes for improvement. Bacon (2003) suggested
an extension of the IPA grid by adding an upward slope (a 45 degree line) to highlight regions of differing
priorities. Any attribute below the line must be given priority, whereas an attribute above the line indicatesotherwise. This line is known as the iso-rating or iso-priority line, where importance equals performance. Figure 2
depicts the extended IPA grip.

3-2. Destination image measurement
Due to the composite nature of destination image, two major techniques have been used for its measurement.
The structured method uses close-end questions to measure the cognitive and affective components of destination
image by applying a semantic differential and/or a Likert-scale on a set of attributes. This method has theadvantage of using sophisticated statistical techniques and facilitating comparison between destinations. However,it fails to measure the holistic dimension of destination image. The unstructured method, on the contrary, aims to

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examine the complex structure of destination image and measures the holistic dimension. It uses open-end
questions and gives room for the tourist to freely describe his or her impressions of the destination. However, thelevel of detail provided by respondents might be highly variable and thus difficult to analyze. 4This research is therefore going to use both structured and unstructured methods in order to take advantage ofthem. As showed in the questionnaire in the appendix, a set of 12 attributes are used to measure destination imageof Hamamatsu. They are extracted from the rich summary made by Jenkins (1999) on attributes used byresearchers to measure image. Finally, the image attribute has been contextualized to fit the reality of Hamamatsu.

Table 1: Attributes

Attributes
1.

Accommodation facilities

2.

Clean and green city3.

Costs / price level

4.

Difference customs / culture

5.

Friendliness of local people

6.

Historical sites / museums

7.

Local infrastructure / transportation

8.

Quality of food9.

Natural attraction

10.

Shopping facilities

11.

Tourism information and support

12.

Overall performance

Source: Authors

3-3. Data collection
The aim of this research is to analyze both projected and perceived image of Hamamatsu as a tourism
destination. Therefore, different data collection techniques are used as far as the two objectives are concerned.

3-3-1. Projected image
Projected image is the image projected by different stakeholders involved in tourism promotion in
Hamamatsu. The first step is thus, to carry out a stakeholder analysis in order to identify all the tourism
stakeholders in Hamamatsu (government agencies, tour operators, private and so on). Then, an internet search on
Yahoo and Google will be carried out using key word such as “tourist in Hamamatsu” and “visiting Hamamatsu”
to identify all the media related to tourism in Hamamatsu. A sample of English webpages were listed and grouped
4

For futher details on structured vs. unstructured techiques in destination image, see Echtner and Ritchie (1991) andJenkins (1999).

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according to stakeholder for content analysis.

3-3-2. Perceived image
This study captures perceived image from current and/or past visitors of Hamamatsu. We adopted aface-to-face interview and interviewer-completion form, where the interviewer reads out the questions from thequestionnaire and records the answers. The sample was gathered by using a convenience sampling procedure,
where researchers are free to approach potential respondents at major tourist attractions and administrate thequestionnaire. Thus, two techniques are used for questionnaire administration due to the limitation of only athree-day period for fieldwork period in Hamamatsu. The first wave consisted in administrating an online
questionnaire 5 using social networks such as Facebook and Mixi, and also by emailing contacts. The form wasavailable from October 26th to November 6th. The second wave was carried out in Hamamatsu with tourists
visiting Hamamatsu during the fieldwork period of October 26th to 29th. The team was separated into two groups
and distributed questionnaires to tourists in major tourist attractions, as referred to in the research schedule in thenext section.

3-4. Data analysis
Data analysis will be carried out following the operational framework below:

Fig 3: Operational Framework

Source: Authors

The starting point of data analysis was the projected image. A computer-assisted content analysis was applied
to the website in order to determine the frequency of key words used to describe Hamamatsu as a tourism
destination. Then, the most frequent words were selected and a factor analysis was done on those words in order
5

The English and Japanese versions of the questionnaire can be found respectively at
https://spreadsheets.google.com/viewform?hl=en&formkey=dElRSVNud3ZLaHhTV2JZcHVfblRMOWc6MQ#gid=0 andhttps://spreadsheets.google.com/viewform?authkey=CMb3mc4I&hl=en&formkey=dGZMYlp5OHIzTUZPc1RjT3FrX0JYbVE6MQ#gid=069

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Hamamatsu City as a tourism destination in Japan: Projected versus Perceived image

to determine the projected image of Hamamatsu as a tourism destination. As for the research question 2, theperceived image will be analyzed using a perceptual map. A bootstrapped analysis of variance (Anova) was
executed on the attributes in order to address the possible selection bias due to the data collection methods.
Furthermore, perceived image was mixed up with the importance of attributes to build an IPA map for policy
analysis and recommendation. Here, suggestions were made on how to improve the image of Hamamatsu as a
tourism destination and increase the number of both local and international visitors. This was the answer of
research question 3.

4. Projected image
4-1. Tourism stakeholders’ analysis
In this section, we would like to talk about the current situation of Hamamatsu tourism based on face-to-faceinterviews at city hall, Hamamatsu Castle, Hamamatsu Tourism Convention Bureau, Hamamatsu City Tourism
Information Centre, Hamamatsu Flower Park, Kanzanji Hot Spring Association, Hamamatsu Fruit Park andMaisaka Town Tourism Association.

4-1-1. Department of tourism exchange, Hamamatsu City HallThe Department of Tourism Exchange is one department of the Division of Commerce and Industry. Its maintasks are public relations and to promote tourism and conventions. According to officials, the tendency of tourists
has changed. In the past, group tourism was the typical type of tourism before, however lately, individuals or
small group tourism has become the main type. This type of tourist is called “new-tourism” and therefore
Hamamatsu is offering tourism plans that focus on individual activity, such as cycling and self-exploration of thelocal culture and history. This plan called the Hamanako Tourism Area Maintenance Project (浜名湖観光圏整備計画) was started in 2009 and offers overnight stay plans (more than 2 nights 3 days). The target is older people,
women’s groups and international tourists from China, Taiwan and Korea. Another plan is the “One Stop Service”
which takes over from the Hamanako Tourism Area Maintenance Project and creates a location where tourists can
get tourism information, buy local products, book a hotel, etc. This project is aimed at attracting tourists to stayand enjoy tourism in Hamamatsu. In order to attract international tourists, Hamamatsu city officials regard bothgolf and job training as important issues because they believe that people who had been to Hamamatsu have thepossibility to diffuse Hamamatsu into their home countries.
In terms of images offered as a tourism destination, the focus is on Hamanako, oranges, natural resources andindustrial tourism. In regards to industrial tourism, an Unagi (eel) Pie Factory is famous and gathered the mostvisitors to an industrial facility in Japan in 2009. This factory offered factory tours at no cost and visitors received
a mini souvenir after the tour. This factory isn’t supported by the city tourism association but still managed
substantial sales. On the other hand, the city government supports small factories such as a sauce factory and

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musical instrument factory in order to attract tourists. Concerning Hamanako and other natural resources, theDepartment of Tourism Exchange doesn’t have specific plans for promoting these natural attractions due partly tothe fact that natural resources are managed by another department. However, the tourism department carries out
one project that encourages citizens to discover places with nice views inside Hamamatsu. Therefore, althoughHamamatsu City doesn’t emphasize tourism attractions so strongly, the private sector could contribute, forexample by actively spreading the image of Hamamatsu “eel.”

4-1-2. Hamamatsu castle
Hamamatsu Castle is a reconstructed hirayama-style Japanese castle. It was the seat of various fudai daimyō
who ruled over Hamamatsu Domain, Tōtōmi Province, in what is now central Hamamatsu, Shizuoka Prefecture.It
was built by General Ieyasu Tokugawa in 1570.With the Meiji Restoration, the remaining military structures of
the castle were destroyed, outer moats filled in, and outer baileys sold off. The central portion of the castle
remained owned by the city as a park. There is a small museum inside which houses armor and other relics of theTokugawa clan, as well as a miniature model of how the city might have looked at the start of the Edo period.
Surrounding the museum is Hamamatsu Castle Park, which is planted with numerous sakura trees. A large bronze
statue of Ieyasu Tokugawa also stands in the park. The castle is currently run by a private railway company thatwants to have cooperation from both the city and local people. The number of tourists has increased due to a fadcreated by a televised historical drama, while international tourists from Korea and China have also increased
because of attraction efforts by the city. As promotion strategies, they distribute information through the internet,
magazines and brochures, as well as by promoting an event at New Year’s Day, which serves a meal.
General Ieyasu Tokugawa established the castle in 1570 and spent a difficult time there until 1584, when
thereafter, he achieved national unification of Japan. Therefore, the castle is also known as “success castle” (出世城). Tourists who want to wish for success come to this castle. The castle is also surrounded by cherry trees,adding to the natural attraction when they are in bloom.
According one interview, a staff worker at the castle considers the city of industry as the first image ofHamamatsu as a tourism destination. He also states that the castle was created by the local people and therefore
should be maintained by the local people with help in cleaning up the surrounding park surrounding.

4-1-3. Hamamatsu Tourism Convention Bureau (HTCB)The Hamamatsu Tourism Convention Bureau (HTCB) was established in 1989 and in 1997 the Tourism
Association was merged into HTCB. In addition to running the Tourism Information Center, HTCB makes use of
the culturally, socially and economically dominant location of Hamamatsu and surrounding area to invite
domestic and foreign conventions. Included in convention promotion, is the support of sightseeing attractions, theincrease of international mutual understanding, support of the regional economy and improvement of culture.
1. Invitation of convention and support
2. Invitation and acceptance of tourists

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3. Public information and public relations
4. Sightseeing and investigation into convention planning
5. Collection and offer of information
6. Management of Hamamatsu Tourist Information Center
7. Management of Saigagake Museum
Actually, it is too difficult to attract many tourists by Hamamatsu only. Thus, HTCB, the Chamber ofCommerce of Hamamatsu City and the city office are creating the INBOUND project with other cities in Chukyoarea, such as Takayama City and Gifu Prefecture. As a result, they have thus far set two tour courses:
Takayama-Hamamatsu-Nagoya and Iseshima-Hamamatsu-Toyohashi.
HTCB not only pays attention to national markets but also makes an effort to investigate international
activities. For example, it has a partnership with the large, potential tourist market of Shenyang, China. In addition
to its 27 million population, there are also seven other cities that have a population of over 1 million in
Shenyang’s vicinity. The HTCB is also planning to invite school trips from Korea.
Regarding our interview, HTCB regards Hamanako as the image for Hamamatsu City. Head of HTCB also
explains that promoting Hamamatsu as a tourism destination is a very difficult task. Most tourists would like tostay here only for one night because Hamamatsu is located in the middle of the “Golden Route” between Osakaand Tokyo. People can arrive at Hamamatsu from Osaka in the evening and leave Hamamatsu for Tokyo in themorning.

4-1-4. Hamamatsu City Tourism Information Centre
The JR Hamamatsu Station reopened this as the Hamamatsu sightseeing information office on December 16,
2005. The sea, mountains, lakes, rivers and all the cities are depicted on large panels and visitors can see
Hamamatsu at first sight. In addition, it provides sightseeing information for Hamamatsu and the west Shizuoka
area, as well as English speaking local residents who give sightseeing tours on a volunteer basis. A lot of Brazilian
and other foreigners who work for Japanese companies are living here and they come to this information center onweekend. All are welcome to utilize the facility.
As for the number of visitors, the centre serves around 300 during the week and more than 400 people on theweekend. When big events are held in the area, more than 700 people typically visit the center. During theinterview with one of the staff persons, he noted that if Hamamatsu is to be promoted as a tourist destination thatis should be promoted as the city of music.

4-1-5. Hamamatsu Flower Park
Hamamatsu Flower Park was established in 1949 as an independent association that aims to promote welfare
for citizens through gardening and understanding nature. The roles of this park are to develop excellent breeds ofplants, producing an excellent nursery garden, exhibition, teaching techniques for gardening, etc. For the visitors,
the flower park offers a variety of flower gardens such, as a rose garden, azalea garden, western style garden,

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Japanese style garden, rare plants and seasonal flowers.
The park’s strategy for attracting more tourists consists of three main pillars. The first is the reinforcement ofgardening culture through the construction of a Mosaiculture memorial garden. Mosaiculture refers to a work thatconsists of both art and gardening. The second pillar is the cooperation with other tourism sites and agencies topromote the sale of discount tickets, joint promotion campaigns, etc. The third is to listen to customers’ voices
through a questionnaire and incorporating this in the management strategy. This is significant because the flower
park has competition from a garden park also located in Hamamatsu City that is quite similar and is free charge.
The image of Hamamatsu as a tourism destination is Hamanako and eel according to an employee of theflower park. He responded that tourists often have the images of eel and Hamamatsu Gyoza (a type of dumpling)
for tourism in Hamamatsu despite the fact that local people don’t necessarily associate Hamamatsu with thoseimages.

4-1-6. Kanzanji Hot Spring Association
The Kanzanji Hot Spring Association (KHSA) 昭和 6 年地元有志にて開設され、自主宣伝活動をしていた「舘山寺保勝会」を昭和 28 年に発展改組し、「かんざんじ温泉観光協会」として発足、現在にいたります。was established in 1931 by local volunteers as was self-publicized as “Meeting Kanzanji Yasushi Masaru, ”
The association was reorganized in 1953 to develop the “Dry Ridge Hot Springs Tourism Association” and has
remaind as such to this day.
There are many attractions there including the Hamanako Garden Park, the Hamamatsu Flower Park; theHama Matsu Fruit Park, the Hamamatsu Zoo, a ropeway to Dry Ridge, Hamanako Paruparu, the Hamanako Orgel
Museum and others.
Since it is needed to be financially independent and privatized, the KHSA invests its budgets into R&D. Its
SWOT analysis is an example of this. The analysis revelas that as a strength Kanzanji area has a variety of
tourism-oriented resources available. In northern area, fresh vegetables and fruits are produced, while the southernarea is well known for its fishing and tourists come to this area to enjoy those food. On the other hand, this area
suffers from its financial limitation to restore the old accommodation and tourism-attraction facilities. Based onthese detailed analysis, the KHSA highly concerns its efficient and effective policy management for higher
profitability.
The head of the KHSA expresses Hamamatsu as the city of “local production for local consumption”.
Utilizing the existing natural resources in Hamamatsu, Kanzanji area can serve fresh food to the tourists. The
variety of agricultural products is high. Eel and orange are the representative products.

4-1-7. Hamamatsu Fruit ParkThe Hamamatsu Fruit Park was established in 1996 as agricultural park. It has 160 kinds of tropical,
temperate zone and Japanese fruits. This park was established to revitalize the town that is famous for orange
growing however, the price of oranges soon came down. Visitors are mainly families with small children and most
tourists come using their own cars. As a result, the number of tourists depends on car related reasons, for example

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the reduction of highway toll to 1, 000 yen on weekends. The main attraction is picking fruit. In this park, 15
kinds of fruit, such as oranges, apples, plums and pears can be picked and eaten. Tourists can pick fruits that are attheir peak of ripeness. Other attractions include various kinds of entertainment for children, as in playing withsnow, playing in the river near the park, fishing, day camping, etc. The park faces challenges because it doesn’t
have a relationship with the local community. This leads to a limitation of picking fruit. In order to receive moretourists and increase quality products, a relationship with local farmers is necessary. Another challenge isdifficulty with group tourists because fruits that are picked by tourists are sold by weight. Therefore, it takes toomuch time to calculate and they cannot accommodate such tourists.
Our interviewee answered that the personality of the Hamamatsu people is the image of Hamamatsu. Hestated that their personality is frank and open hearted and that this is the attraction of Hamamatsu as a tourism
destination according to him.

4-1-8. Maisaka Town Tourism Association
Maisaka Town belongs to the Nishi Ward of Hamamatsu City and is famous for the island of “Bentenjima,”
which offers beautiful scenery. Since the opening of the railway in 1889, Bentenjima was known for its beautiful
landscape and became tourist site. The attractions of this area are shellfish in spring, sea swimming in summer,
fishing in autumn and scenery in winter. Moreover, this area is the place where Hamanako and Enshu (遠州灘)
open sea meet. Therefore, a variety of marine resources, such as blowfish（フグ）, soft-shelled turtles（すっぽん）,
a small, white fish called Shirasu（シラス）and oysters are available. Therefore, this tourism association tries toutilize these resources for tourism. Bentenjima has difficulty to receive tourists. After the bankruptcy of one hotelthat had received many international tourists, international tourism has plummeted. Moreover, the number ofdomestic tourists fell to nearly 25% of the number of tourists in 1990s. Many domestic tourists had come andstayed at hotels managed by their employers. However, after the recession most of companies gave up to supply
rooms for their employees. This is the one reason for the decreased number of domestic tourists.

4-2. Projected image of Hamamatsu: A web-site content analysis
In order to determine the projected image of Hamamatsu as a tourism destination, a content analysis was
carried out on the following websites under tourism in Hamamatsu and related sub-categories 6: Hamamatsu City
(cf. http://www.city.hamamatsu.shizuoka.jp/foreign/english/index.htm), Hamamatsu Tourism Convention Bureau(cf. http://hamamatsu-daisuki.net/hamacon/en/index.html), The Japan National Tourism Organization (cf.
http://www.jnto.go.jp/eng/), the Chubu Wide-Area Tourism Portal Site (cf. http://www.kandou10.jp/en/), and two
private websites (cf. http://www.servinghistory.com/ and http://www.tripadvisor.com/). Table 2 displays a list of
95 most frequent meaningful words used to describe Hamamatsu as a tourism destination in the websites
mentioned above.

6

The URLs are cited in the website for content analysis section of the Reference

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Table 2: The 95 most frequent words used to describe Hamamatsu as a tourism destinationaccommodations
airportart
automobile
battlebeautifulblossomboat
busbusinesscarcastlecommunity
company
concertconvenient
creativeculturedune

edo
environment
event
excellentexhibits
experiencefacilities
factory
famousfestival
fishing
flowerfoodforeignfruit
fuji
gallery
gardenguide

hamanahistoric
honda
hotel
industry
information
instrument
internationalkindleisuremachinery
manufactured
motorcycle
mountainmuseummusicnakatajima
natureoceanparkpeoplepiano
plantspopularrailway
resortresource
restaurant
rich
river
sand
sceneryshinkansen
shopshrinesightseeing
spot
statuesunsetsupportsuzukitaste
technology
temperaturetempletextiletokugawa
tower
tradition
train
transport
unagi
uniqueuniversity
vacationvalueyamahaSource: Authors calculation based on website content analysis

Some words like “eel” and “Unagi” were under most frequent words. Some adjectives like “creativity,”“famous” and “kind” were kept in the analysis. The adjective creativity is used by Hamamatsu to project
Hamamatsu as a city of creativity with an eye to the future based on civic cooperation and by living in balancewith the natural environment. Famous was found informative when associated with other words. It was therefore
kept in the analysis to understand the stereotypical holistic images of Hamamatsu.
The next step was to reduce the 95 words form the content analysis into a smaller number of image concepts
by means of factor analysis. Table 3 summarizes the results of component analysis with Varimax rotation for
projected image of Hamamatsu as tourism destination. All the 95 words were reduced to three factors that
explained 86% of the total variance. The factors were named as industry (Factor 1), accessibility andaccommodation (Factor 2) and landscape (Factor 3).

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Table 3: Factor analysis of projected image of Hamamatsu 7

Destination image factors
Factors

F1
Industry

Variance explained
Eigenvalue
Variables and communalities
creativecompany
industryenvironment
technology
pianoyamaha40.97834.421

F2
Accessibility andacommodation
25.06721.056F3
Landscape20.30517.056

.998
.997
.988
.986
.982
.980
.971

bus
railway
festival
castletrain
shopaccommodations
spot
edo
event
leisuresightseeingkindhamanariver
mountainfishing

.992
.992
.955
.944
.910
.910
.910
.917
.911
.910
.905
.902
.881
.823
.812
.761
.723

Source: Authors

Hamamatsu’s first projected image is industry. Hamamatsu has produced many renowned entrepreneurs andtechnologies. The images related to accessibility and accommodation has important correlations. Hamamatsu has
useful accessibility because it is located in the middle between Tokyo and Osaka, accessible by both the
Shinkansen and highway. In addition, Hamamatsu has many hotels around the train station and much potential toinvite more hotels. Therefore, this correlation implies is probably coming from the “One Stop Service Policy
promoted by Hamamatsu. Finally, Hamamatsu is also projected as a landscape because of its abundance of natural
attractions. Projected images also depend on the stakeholders. Figure 4 is the cover of brochure provided by the
Kanzanji Hot Spring Association. As shown, the largest picture is Hamanako, which is dominating approximately
half. The other pictures are eel, a fireworks festival, leisure sports, a hot spring, an amusement park, the Flower
Park, etc.
7This table presents selected words that did load higher.

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Figure 4: Cover of brochure provided by the Kanzanji Hot Spring Association

5. Perceived image of Hamamatsu
5-1. Sample demographic characteristics
As previously mentioned, the perceived image is obtained from an online survey (both in English andJapanese) and fieldwork survey conducted at various tourist spots in Hamamatsu over three days. Table 4 provides
information regarding the demographic characteristics of the respondents; gender, age, annual income level, and

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origin. The total number of respondents received in both surveys is 241, 47.3% male and 52.7% female.
Of the total surveys, most of the respondents were in the age range of 20 to 39 years old, 71.4%, and among
these, around 74% were online respondents. However, this condition differs slightly from the fieldwork results,
with the age ranges of 20 to 29 years old and more than 60 years old dominated the on-site visitors to Hamamatsuwith 31.6% and 28.6% respectively. Further, most of the respondents from the online survey earned up to 3
million yen of annual income, while almost a gave no response. However, it must be pointed out that the online
survey was conducted through social networking by the researchers, who are college students, and therefore it wasdifficult to reach respondents from higher income levels and in older age groups. Nevertheless, since the online
respondents were also potential tourists who were also actively involved with internet activities, it is important tocontemplate their opinion in this research. Thus, the majority, 52.3% of respondents, earned up to 3 million yen
per year, while 21.6% of the respondents earned more than 3 million yen. As for origin, 67.1% of the online
respondents came from Asian countries other than Japan while 21% of the other respondents were Japanese andthe remainder were from outside of Asia. In the meantime, the results from the fieldwork survey showed Japanesevisitors outnumbering visitors from Asia and other countries visitors with 74.5%.

Table 4: Respondents' profile

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5-2. Tourism experience in Japan
Table 5: Place visited in Japan

Table 5 summarizes feedback from the respondents regarding the question, “Which places have you visited
since you came in Japan?” The results show that the most frequently visited city in Japan is Tokyo, with a total of
84.84%. The second and the third most frequently visited are Kyoto and Osaka. This result is understandable
considering that those cities are the three biggest cities in Japan and it is also in line with the reason of
respondents who have visied those cities. According to the feedback of open question “What did attract you themost when visiting those cities?” most of tourists mentioned factors that related with culture and historical places.
Since Tokyo, Osaka, and Kyoto have many historical sites to visit and they are centers of Japanese culture, it isobvious that these cities are the most visited cities in Japan.

Table 6: Reason for traveling by origin

Japan image’s as a country that is endowed with ancient, unique and interesting culture, as well as
magnificent landscapes, seems successfully engraved in tourists’ minds (both Japanese and foreigner tourists).
Table 5 shows that most tourists declared factors related with culture and historical places and natural attractions
as reasons for traveling in Japan. From the results of the survey, there is no significance difference in interest
between Japanese and foreign tourists for these two reasons. However, the table also presents that culinary tourism(food) is especially attractive for Japanese tourists, but not for foreigners.
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Table 7: Reasons for traveling by income level

Table 7 portrays the reason for travelling to some cities in Japan categorized by income level of the
respondents. Respondents with higher levels of income (more than 5 million yen) tended to be attracted by factorsthat related with culture and historical places. For middle and low-income people, there was nothing noted as
significantly different for reasons to visit any specific tourist destination. They visited their destination because ofeither an interest in its natural landscape (+/- 33%) or culture and historical sites (+/- 33%).

Table 8: "Travel with" by age

Table 9: "Travel with" by origin

Tables 8 and 9, presented above, are recapitulations of answers related to the question, “With whom do you
usually travel with?” From the results, it can be concluded that Japanese and foreign tourists have similar patterns.
They tended to travel in groups or accompanied by either family or friends. In spite of this, the percentage of
foreigners who traveled with friends as company is relatively higher than the Japanese respondents. Moreover, thepercentage of foreign respondents who traveled alone is comparatively higher than Japanese respondents.
In recapitulation by age, it shows that tourists from ages of 20-29 and 30-39 have quite similar prototypes inthat they are more likely to travel accompanied by friends than family. On the other hand, relatively mature people
in the age group of 40-59, tend to travel with their family.

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5-3. Tourism experience in Hamamatsu
Table 10: Incidence of Hamamatsu visitors

The above table is shows the number of people from Japan, Asia and other countries that have and have notvisited Hamamatsu. In the Japanese respondents column, of a total of 103 questioned, 92 have visited and 11 havenot visited Hamamatsu revealing a rather high percentage of 89.3%. This demonstrates the interest level of thepeople visiting the city. However, looking at the results of the Asian respondents, it exposes that only 21.8%
people have visited, demonstrating among other things, that they are not well informed regarding tourism ofHamamatsu City. As for the category of visitors from other countries, among 28 respondents, 13 have visited
revealing a moderate number of 46%.

Table 11: Living place of Hamamatsu visitors

The table above displays the Japanese respondents who have visited Hamamatsu and their regional
composition in Japan.
The highest share of the visitors interviewed, 69.6%, are from the Tokai area, whereas there were no visitorsfrom Koushinestu and Chugoku areas.

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Table 12: Tourism experience

Table 12 portrays the purpose of travel for the interviewed respondents. The purpose for visiting has been
divided into the five main categories of business, education, vacation, family and friends and others, respectively.
The results show that one of the main purposes to visit Hamamatsu is to enjoy relaxation by spending vacation in
the calm and beautiful environment of Hamamatsu. The same attribute is also applicable to the Asian tourists, as
their result also shows the visit is for the purpose of vacation. In addition, travel for business purposes is only
12.9% for Japanese, 28.9% for Asians and 50% for others, accordingly. Japanese respondents typically stay for
one night while Asian & others travelers are more likely to stay 2-3 days. Common among all groups is the aim tovisit Hamamatsu again. This commonality shows that the city has the potential to attract visitors. Tourists are
satisfied with the arrangements and infrastructure.
The results are self-explanatory and demonstrate the perceived image of Hamamatsu City. It is hoped that if
the local government of Hamamatsu continues efforts for the promotion of the tourism industry, the city will gainhigh revenue and will be in a position to compete the other travel destinations in Japan. Sustainability inimplementing strategic plans for the sake of promoting and endorsing Hamamatsu as a tourism destination willbring prosperity to the people of Hamamatsu, in particular and Japanese in general.

5-4. Perceived image of Hamamatsu
The image of Hamamatsu as perceived by tourists who visited was determined through a list of 12 attributes
evaluated on a five-point Likert scale. Tourists were asked to rate each of these 12 attributes according to how
they thought Hamamatsu performed. Attributes were then considered positively or negatively perceived if theirmean is above or below the neutral “3.00” value. In Table 11 the attributes are arranged from most to least highly
perceived, based on the whole sample of responses. Table 13 reports also the Bootstrap ANOVA test used toestimate the difference of perception among Japanese, Asian and other international tourists.

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Table 13: Bootstrap Anova of perceived image
Origin
Japan

Other

Asia

Total

1.0

Mean
4.0

0.9

Mean
3.8

0.8

Mean
3.9

0.9

Anova test
p-value
0.869

Clean and green city

3.5

1.0

3.9

0.8

4.3

0.9

3.6

1.0

0.006**

Friendliness of local people

3.6

1.0

3.7

1.1

3.4

1.2

3.6

1.0

0.632

Natural attraction

3.4

1.0

3.5

1.2

3.7

0.9

3.5

1.0

0.686

Overall performance

3.4

0.8

3.6

1.0

3.9

0.9

3.5

0.9

0.108

Accommodation

3.3

0.9

3.9

0.8

3.5

0.9

3.4

0.9

0.014*

Local infrastructure/transportation

3.2

0.9

3.7

1.1

3.9

1.0

3.4

1.0

0.027*

Costs/price level

3.3

0.9

3.5

0.9

3.8

0.7

3.4

0.9

0.078

Tourism information and support

3.1

0.8

3.3

1.1

3.9

1.0

3.2

0.9

0.017*

Difference customs/culture

3.2

1.0

3.0

0.9

3.5

0.7

3.2

0.9

0.420

Shopping facilities

3.0

0.8

3.0

1.0

3.4

0.9

3.0

0.8

0.310

Historical sites/museums

3.0

1.0

3.0

1.1

3.2

1.0

3.0

1.0

0.930

Quality of food

Mean
3.9

SD

SD

SD

SD

* Significant at 0.05 level.
** Significant at 0.01 level.

Table 13 illustrates that the “quality of food” is the most important perceived image of Hamamatsu.
Hamamatsu is actually famous for eel (Unagi) because of the Hamanako, which is considered to be the home ofthe highest quality Unagi. Therefore, Unagi dominated the spontaneous awareness of Hamamatsu and it is widelypurchased or recommended as a unique souvenir from the area. The p-value (0.869) means that the perception of
Hamamatsu associated with the quality of food is the same among Japan, Asian and other international tourists.
Hamamatsu is also perceived as a “clean and green city” but this perception depends significantly on the origin of
the tourist. Other international tourists had a high perception of Hamamatsu as a “clean and green city,” comparedto Japanese tourists. Hamamatsu is the leading region for the cultivation of gerbera in Japan and has large
flower-related facilities, such the Flower Park and Garden Park where the Pacific Flora 2004 (Shizuoka
International Garden and Horticulture Exhibition) was held. All tourists share the same perception that
Hamamatsu’s people are friendly. This evidence is supported by the fact that due to its industrial activity,
Hamamatsu welcomes many foreigners to support economic activities. Hamamatsu has now more than 27,000
foreign residents, including approximately 14,000 Brazilians, more than any other city in Japan. 8
Hamamatsu’s image perceptions differ slightly by tourists. As depicted in the Figure 4, compared to Japanese,
Asian tourists have a wider image of Hamamatsu. The difference is that Asian tourists also perceived the image ofHamamatsu in regards to accommodations and local infrastructure. These attributes are probably natural for
Japanese since Japan enjoys modern infrastructure everywhere. Other international tourists have a slightly
different perception compared to Japanese and Asian tourists. They perceived Hamamatsu as a clean and green
city, with good local infrastructure, sufficient tourism information and support and reasonable cost/price level.

8

http://www.hi-hice.jp/HICEeng/index.php

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第3章

Hamamatsu City as a tourism destination in Japan: Projected versus Perceived image

Figure 4: Correspondence Map of perceived image

6. Importance - Performance Analysis
6-1. Tourist expectation
This section addresses the issues of tourist expectation before deciding to visit a tourist destination. We
evaluated, on a five-point Likert scale, the level of importance that tourists give to 12 attributes related to a
tourism destination. A bootstrapped analysis of variance was carried out to compare the difference of expectation
among tourist. The following table presents the destination attributes bootstrapped mean, while the following
figure summarizes the expectation of tourists in 3 segments. Accounting for 46% of our sample size, the first
segment is made of those who have never visited Hamamatsu, while the second segment brings in those who havevisited Hamamatsu (54%). Finally, the third segment is composed of those who have visited Hamamatsu but
would not like to visit again. They count for 9% of the total sample size.
Japan

Asia

Bootstrapa
95% Confidence Interval
Clean and green city

Mean
3.78

.00

Std. Error.11

Costs/price level

3.73

.00

Difference customs/culture

4.03

.00

Friendliness of local people

3.68

Historical sites/museums
AccommodationLocal
i f t of tfood/t
Quality

t ti

Bias

Lower

Other

Bootstrapa95% Co de ceInterval

3.56

Upper
4.00

Mean
4.06

.12

3.49

3.95

.10

3.85

4.22

.00

.10

3.47

3.81

.00

.10

3.67

.00

.10

3.69

.00

Bias

Total

Bootstrapa95% Co de ceInterval-.01

Std. Error
.09

Lower
3.86

Upper
4.23

Mean
4.11

4.15

.00

.10

3.95

4.34

3.74

.00

.10

3.52

3.93

3.86

3.93

-.01

.10

3.73

3.61

4.00

3.72

-.01

.10

3.47

3.86

3.99

.00

.10

.11

3.47

3.90

4.10

.00

Bias

Bootstrapa95% Co de ceInterval.00

Std. Error
.21

Lower
3.67

Upper
4.48

Mean
3.95

4.11

.00

.16

3.78

4.41

3.50

.00

.24

3.00

3.96

4.10

3.79

.00

.25

3.26

3.51

3.91

3.57

.00

.24

3.81

4.19

3.50

.01

.18

.09

3.91

4.28

3.96

.00

Bias
.00

Std. Error
.06

Lower
3.82

Upper
4.07

3.97

.00

.07

3.83

4.10

3.83

.00

.07

3.70

3.97

4.23

3.80

-.01

.07

3.67

3.93

3.09

4.03

3.74

.00

.07

3.60

3.86

3.15

3.84

3.80

.00

.06

3.67

3.92

.20

3.54

4.34

3.91

.00

.06

3.78

4.03

4.20

.00

.10

4.00

4.38

3.78

-.01

.10

3.58

3.97

3.57

.00

.23

3.10

4.00

3.94

.00

.07

3.80

4.07

Natural attraction

3.92

.00

.10

3.71

4.12

4.08

.00

.09

3.90

4.26

4.18

.00

.20

3.73

4.55

4.02

.00

.06

3.89

4.15

Shopping facilities

3.22

-.01

.10

3.02

3.42

3.31

.00

.11

3.10

3.51

3.04

.00

.25

2.53

3.55

3.24

.00

.07

3.11

3.38

Tourism information andOverall tperformance

3.25

.00

.10

3.06

3.44

4.15

-.01

.11

3.92

4.35

3.61

.00

.20

3.21

4.00

3.70

.00

.07

3.57

3.83

3.99

.00

.10

3.79

4.19

4.13

.00

.10

3.92

4.30

3.89

.01

.19

3.50

4.24

4.04

.00

.06

3.92

4.17

a. Unless otherwise noted, bootstrap results are based on 1000 stratified bootstrap samples

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Hamamatsu City as a tourism destination in Japan: Projected versus Perceived image

Figure 5: Tourist expectation
V i sited Hamamatsu

Wo uld not like to visit Hamamatsu again

N e ver visited Hamamatsu

C l ean and green city

4.5
Ov e rall performance

C o sts/price level

4.0
3.5
3.0

To u rism information and

2.5

s u pport

D i fference customs/culture

2.0
1.5
1.0
0.5

S h opping facilities

Fr i endliness of local people

0.0

H i storical sites/museums

N a tural attraction

A c c ommodation

Qu ality of food

L o cali n frastructure/transportation

This figure shows that those who visited Hamamatsu have lower expectations in general. Their highest
expectation is in regards to the quality of food (mean = 4.01), but they are also more or less concern about natural
attraction (mean = 3.95), difference in customs/culture (mean = 3.86), clean and green city (mean = 3.76),
historical sites/museums (mean = 3.77) and local infrastructure/transportation (mean = 3.75). Attention is thendirected towards those who visited Hamamatsu but stated they wouldn’t visit again. This category of visitors has,on average, a different expectation than the group of those who visited. The former expect less about the quality offood (mean = 3.83) than the latter. On the contrary, they value natural attractions more (mean = 4.16), clean andgreen city (mean = 4.13), the overall performance of the city (mean = 4.08), local infrastructure/transportation(mean = 4.00) and costs/price level (mean = 3.95).
Furthermore, those who never visited Hamamatsu have higher expectations for a tourist destination. The top
five most important attributes were cost/price level (mean = 4.28), overall performance (mean = 4.19), clean andgreen city (mean = 4.14), natural attraction (mean = 4.12) and local infrastructure (mean = 4.08). These attributes
reflect the “value for money” of a tourist package that a tourist destination must offer to attract visitors. Due topollution and global warming issues, more tourists are concerned about environmental issues when choosing
tourists destinations. Therefore, adding a green aspect on a tourism package seems to be an attractive attribute fortourists.
Moreover, when addressing the issues of tourist expectations, more than the decision to visit a tourist
destination as per the origin of the tourist, we find out that the previous top five most important attributes are stillvalid, mainly for international tourists. This is presented by Table 14.

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Hamamatsu City as a tourism destination in Japan: Projected versus Perceived image

Table 14: Bootstrap Anova for expectation
Origin
Japan
Mean

Other

Asia
SD

Mean

SD

Mean

Anova test
p-value

Total
SD

Mean

SD

Clean and green city

3.8

1.1

4.1

1.0

4.1

1.1

3.9

1.1

0.104

Costs/price level

3.7

1.2

4.2

1.1

4.1

0.9

4.0

1.1

0.016*

Difference customs/culture

4.0

1.0

3.7

1.1

3.5

1.3

3.8

1.1

0.033*

Friendliness of local people

3.7

1.0

3.9

1.0

3.8

1.3

3.8

1.1

0.231

Historical sites/museums

3.8

1.0

3.7

1.1

3.6

1.3

3.7

1.1

0.59

Accommodation

3.7

1.1

4.0

1.0

3.5

1.0

3.8

1.0

0.022*

Local infrastructure/transportation

3.7

1.1

4.1

1.0

4.0

1.1

3.9

1.1

0.016*

Quality of food

4.2

1.0

3.8

1.1

3.6

1.2

3.9

1.1

0.003**Natural attraction

3.9

1.0

4.1

1.0

4.2

1.1

4.0

1.0

0.36

Shopping facilities

3.2

1.0

3.3

1.1

3.0

1.4

3.2

1.1

0.487

Tourism information and support

3.3

1.1

4.1

1.1

3.6

1.0

3.7

1.2

0.00*

Overall performance

4.0

1.0

4.1

1.0

3.9

1.0

4.0

1.0

0.432

* Significant at 0.05 level.
** Significant at 0.01 level.

Indeed, before deciding a tourist destination, other international tourists have high expectations for natural
attractions (mean = 4.21), costs/price level (mean = 4.18), clean and green city (mean = 4.15), local
infrastructure/transportation (mean = 4.01) and overall performance (mean = 3.98). Asian tourists have almost thesame expectations with other international tourists, except for price, giving more importance to price level (mean= 4.21), while other international tourists expect more natural attractions. Japanese tourists place the mostimportance on quality of food (mean = 4.18) and difference in culture/custom (mean = 4.01).

6-2. Importance Performance Analysis
6-2-1. IPA for all tourists
After identifying the perceived image of Hamamatsu and tourists’ expectations based on 12 tourist
destination attributes, the Importance Performance Analysis is used to assess whether Hamamatsu is adequately
providing these attributes. This IPA grid plots the performance of Hamamatsu as perceived by tourists who visited
Hamamatsu and the importance that those same tourists give to a tourist destination attribute before they decide to
travel. Results in Figure 6 depict the IPA with attribute ratings for all tourists. Among the 12 attributes related toHamamatsu as a tourism destination, six attributes are located in the “Keep Up The Good Work” quadrant,
indicating that the image attributes were perceived to be very important to tourists and at the same time, tourists
rated Hamamatsu for a high level of performance on those attributes. These six attributes are natural attraction,
overall performance, clean and green city, quality of food, accommodation and friendliness of local people.
Therefore, Hamamatsu should try to maintain the level of these attributes, because they are important attributes
that have sustained a positive tourism image. Furthermore, Hamamatsu should move these image attributes to the
45-degree upward-sloping line in the IPA grid. This line is called the iso-rating line representing a perfect balance
between importance and performance, with a zero performance gap.

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Hamamatsu City as a tourism destination in Japan: Projected versus Perceived image

According to the tourists, Hamamatsu didn’t do a good job of meeting their expectations regarding thehistoricalsites/museums,

tourism

information

andsupport,difference

customs/culture,

local

infrastructure/transportation and cost/price level. In the Figure 6, this quadrant signifies the features in which
Hamamatsu needs to concentrate on higher performance to achieve customer satisfaction. Shopping facilities
however fall in the “Low Priority” quadrant. Therefore, relatively fewer resources should be devoted to this
attribute since it was regarded as low in both importance and performance.

Figure 6: IPA grid for all tourists

6-2-2. IPA for Japanese tourists
In order to attract Japanese tourists, Hamamatsu should increase its performance in the areas of quality offood, clean and green city, friendliness of local people and natural attraction. Even though all those image
attributes appear in the “Keep Up The Good Work” quadrant, it was shown that performance in these categories
were not rated very high (all are less than 4). Special attention should be paid to natural attraction because it’sclosed to the indifference performance location on the border of “Keep Up The Good Work” and “Concentrate
Here.” The risk is that this attribute can be underperformed and easily fall into the “Concentrate Here” quadrant.
Moreover, all those image attributes should be moved to the iso-rating line for a perfect balance. The area of highimportance relative to low performance was seen in the attributes of historical sites/museums, difference
customs/culture, cost/price level, accommodation, local infrastructure and overall performance, which all fell into
the “Concentrate Here” quadrant.

Particular attention should be paid to those image attributes, especially theoverall performance, to attract more Japanese tourists. However, tourism information/support and shopping
facilities fell into the “Low Priority” quadrant demonstrating that,Japanese tourists don’t need much support or
tourism information since they are able to access to the information resources by themselves.

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Hamamatsu City as a tourism destination in Japan: Projected versus Perceived image

Figure 7: IPA grid for Japanese tourists

6-2-3. IPA for all tourists and for Asian tourists
Even though Hamamatsu’s performance is fair on average, performance of the attributes of historicalsites/museums, tourism information and difference customs/cultures didn’t satisfy the expectations of Asian
tourists. Hamamatsu is trying to provide tourism related information in Chinese and Korean but more work needs
to be done to increase the effectiveness of these image attributes for Hamamatsu to meet the expectations of Asian
tourists. Moreover, almost all the image attributes that fell into the “Keep Up The Good Work” quadrant are awayfrom the iso-rating line. Thus, Hamamatsu should also increase the performance of natural attraction, friendlinessof local people, accommodation, clean and green city and local infrastructure/transportation, to improve overall
performance.

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第3章

Hamamatsu City as a tourism destination in Japan: Projected versus Perceived image

Figure 8: IPA grid for Asian tourists

6-2-4. IPA for other international tourists
Nine image attributes were perceived to be very important to tourists and at the same time, tourists rated
Hamamatsu with a high level of performance on those attributes. They fell into the “Keep Up The Good Work”
quadrant. This is a good starting point for any marketing strategy for this category of tourist. However, more
efforts are necessary to move these image attributes to the iso-rating line. Historical sites/museums andfriendliness of local people fell into the “Low Priority” quadrant. Particular attention should be paid to those
attributes since Hamamatsu’s performance was found very low, especially for historical sites/museums.

89

第3章

Hamamatsu City as a tourism destination in Japan: Projected versus Perceived image

Figure 9: IPA grid for other international tourists

7. Conclusion
This study emphasized the importance of tourist images for travel destinations and examined the projected
and perceived image of Hamamatsu as a tourism destination in Japan. With the internet becoming a prominentmeans of destination marketing and promotion, this paper analyzed the content of website materials related totravel to Hamamatsu so as to determine the most frequently mentioned words used to describe Hamamatsu as a
tourism destination. Then a factor analysis was applied on these words (95 words) to produce the projected imageof Hamamatsu.

This study also used online and fieldwork structured questionnaire based survey (241respondents) to assess the image of Hamamatsu as perceived by tourists. The Importance-Performance Analysis
between expectation and satisfaction levels was then used to identify strengths and weaknesses of Hamamatsu’s
tourism-related image dimensions so that necessary efforts can be made to ensure that tourists’ expectations are
met. The findings indicated a significant gap between projected image and perceived image of Hamamatsu. The
results also found gap between images of Hamamatsu as projected by promoters. Some Hamamatsu promoters are
narrowly positioning Hamamatsu as mainly being an industrial city, with a relatively tight emphasis on culture
and history, while other Hamamatsu promoters are positioning Hamamatsu in regards to Hamanako. On the other
hand, tourists perceived Hamamatsu in relationship to the quality of food, especially Unagi. Furthermore, tourists
in Japan are placing a high importance on historical sites, museums and culture but Hamamatsu’s performance in

90

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Hamamatsu City as a tourism destination in Japan: Projected versus Perceived image

these tourism attributes were found to be very low. Hamamatsu City should attempt to mitigate the gap between
the projected and perceived images for successful tourism promotion and Hamamatsu's economic growth.

8. Acknowledgment
It is a pleasure to thank those who made this DFW paper of the Working Group 3 possible. Prof.
Shinkai’s encouragement, guidance and support from the initial to the final level enabled us to complete
our research about the tourism in Hamamatsu city. Without her support, this paper could have not bornthe meaningful research outcomes. At the same time, we would like to express our sincere gratitude toProf. Kawashima, Prof. Ito, Prof. Uchida, Prof Penghuy and Ms. Ichiyanagi for providing us with anopportunity to conduct this research and also constructive advice to our research.
We are also heartily thankful to the City Hall of Hamamatsu city, Hamamatsu castle, theHamamatsu Tourism Convention Bureau, the Hamamatsu City Tourism Information Centre, theHamamatsu Flower Park, the Kanzanji Hot Spring Association, the Hamamatsu Fruit Park and theMaisaka Town Tourism Association. Their kind understanding and allocating limited time to our fieldwork
are fundamental to our research.
Lastly, we offer our regards and blessings to all of those who supported us in any respect during thecompletion of the DFW.

9. References
Ashley, C., De Brine, P. and Wilde, H. (2007). The role of the tourism sector in expanding economic opportunity,
The Fellows of Havard College, Overseas Development Institute, 1-56.
Hamamatsu City, International Affairs Division. Four Seasons of Hamamatsu. Retrieved 2010, July 20th fromhttp://www.city.hamamatsu.shizuoka.jp/foreign/english/images/pamphlet.pdf
Japan Tourism Agency. (2009). Efforts to promote a tourism-oriented nation, Ministry of Land, Infrastructure,
Transport and Tourism. Retrieved 2010, July 17th fromhttp://www.clair.or.jp/j/forum/other_data/pdf/20100216_kankou_e.pdf
Jenkins, H. O. (1999). Understanding and Measuring Tourist Destination Images, International Journal of
Tourism Research 1, 1–15.
Tuan, L. A. and Cooper, M. Vietnam’s Image as a Tourism Destination in Japan: an Analysis of Japanese Travel
Guidebooks and Brochures, and Attribute Importance-Performance. Retrieved 2010, July 14th from
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Hamamatsu City as a tourism destination in Japan: Projected versus Perceived image

http://r-cube.ritsumei.ac.jp/bitstream/10367/732/1/03-RJAPS24_Vietnam’s%20Image%20as%20a%20Touris
m%20Destination%20in%20Japan.pdf

Websites
http://www.uclg-aspac2010.org/hamamatsu.html
http://www.city.hamamatsu.shizuoka.jp/index.htm
http://www.hamamatsu-navi.jp/shiro
http://hamamatsu-daisuki.net/hamacon
http://hamamatsu-daisuki.net/hamacon/infomation/center.htm
http://www.e-flowerpark.com/index.html/
http://www.kanzanji.gr.jp/see/course/course001.html
http://e-fruitpark.com/index.html
http://www.bentenjima.jp/

92

第4章

Eel Industry in Hamamatsu - Strategies, Challenges and Prospects

第 4 章 Working Group 4

Eel Industry in Hamamatsu Strategies, Challenges andProspects
和文要約
1. Introduction
2. Research on Eel Cultivation and the Role of Shizuoka Prefectural ResearchInstitute of Fishery
3. Processing Eel Industry: The case of Maruhama Association and ShunkadoGroup
4. Government Policy towards Eel Industry
5. Comments and Suggestions
6. Conclusion
7. Acknowledgement
8. References

Written by
Malôa Jeremias Clemente**

Seiyo Tei*

Ojeah Jacob O.

Hiromi Tsuchida
Assuque Brian Taborada

Yan Novika Andriana

Yamada Takahiro

Group Advisor
Associate Professor Sanae Ito**Group Leader
93*Sub Leader

第4章

Eel Industry in Hamamatsu - Strategies, Challenges and Prospects

浜松市におけるウナギ産業の戦略・課題・展望
要約
天竜川や浜名湖でシラスウナギが豊富に取れることに加え、エサとなる魚が多く採れることや、主要道路が近くを通っていることによる輸送の利便性から、浜松は日本でのウナギ養殖の発祥の地として有名になった。浜名湖ウナギの生産者はその伝統的な養殖を守り、地元産というコンセプトを大切にしており、浜名湖ウナギの本日までのその知名度、人気は保たれている。しかし、近年の環境の変化により、ウナギの安定性確保が大きな課題となっており、それに加えて国内の他県における生産増や輸入ウナギの増加が懸念されている。
本調査ではインタビューを通して、近年の浜名湖ウナギの生産が横ばい、相対的に減少傾向にあるにも関わらず、そのブランド力や知名度が現在もなお高い理由を探り、浜松におけるウナギ産業の更なる可能性を模索した。
結果として、ウナギ産業における利害関係者（例：研究機関、加工関連企業、浜松市役所）へ、浜松
ウナギ産業に対する考えや各々の戦略を聞き取ることによって、それぞれの関係者が直接的、もしくは間接的に浜松ウナギのイメージ作り、品質管理という 2 点へ注力していることが明らかになった。
また、マーケティングに関しては地元産や地産地消を重視していることが明らかになった。つまり、市場拡大より生産品質を大切にするということである。また持続的で安定した生産と消費を目標にしていることが浜松ウナギ産業の特徴といえる。これは規模の経済の導入が難しく、小規模ビジネスが多く点在する開発途上国において適用可能な考えである。
しかし、ウナギ産業が国内のみならず中国、台湾といった規模で拡大していることを考慮すると、品質を重視したウナギの生産加工技術、ノウハウに加えて、市場自体の拡大戦略をとるという、もう一つの柱を立てる必要性があると思われる。これは現存するブランド力を生かして、ウナギ関連商品を民間企業との連携により開発し、新たな市場を開拓するということである。
研究機関
静岡県水産技術研究所浜名湖分場の取り組みは浜名湖ウナギの品質やブランド力を保つことに関連しており、より質の高いウナギを養殖するための技術や資源管理、そして病気などの問題の解決策を生産者たちに提供している。他の魚介類に比べてウナギの生態は解明されていない部分が多く残っているために、養殖の技術やノウハウは非常に有用である。また、室内にある養殖池の水温調節にかかる費用
高騰や、ウナギの病気、稚魚確保の難化といった問題点が近年深刻化しているために、長年に渡って静岡水産技術研究所ではこれらの問題に対する研究に取り組んできた。
ウナギ稚魚の孵化や完全養殖に加えてウナギの病気に対する研究も盛んに行われており、その中でも、温度調節によって病原体を減らす研究が主である。これは、生産者の要望によるもので、その理由は薬を使わないからである。研究者は生産者と直接コミュニケーションをとることによって、常に現場において必要とされている課題に取り組んでいる。
またこれらの研究以外に、漁業組合が取り入れているトレーサビリティ制度における記録法のチェッ
クや項目の基準作りに貢献している。このように研究所では技術開発に限らず、生産品質の維持・改善
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Eel Industry in Hamamatsu - Strategies, Challenges and Prospectsの土台作りに関わることよって浜名湖ウナギのブランド力に間接的に貢献していると言える。
加工・製造業
浜名湖ウナギ自体の加工は漁業組合である丸浜が行っており、浜松市内での販売やレストラン経営に加え、インターネット販売も行われている。しかし、ウナギを使った商品で全国的に有名なのは、春華堂のウナギパイである。ウナギの加工品としてのウナギパイを製造している春華堂グループでは浜名湖
ウナギそのものではないが、ウナギパイを有名にすることによって、浜松市はウナギの生産で有名というイメージを消費者に広げることに貢献しているといえる。
春華堂は豊富な商品展開をすることに加え、工場見学ができる施設を新しく設置することによって、品質管理の高さを消費者にアピールし、同時に更なる興味を喚起している。また、近郊の県に設けられている高速道路のサービスエリアや土産ショップでの販売を展開しており、浜松の土産といえばウナギパイである、という印象をさらに多くの消費者に強く与えているといえる。だが、国内の特定範囲での市場のみを重視しているにも関わらず、ウナギの加工を行っている丸浜といった、他のウナギ産業関係者との協力は見受けられなかった。
浜松市の政策他県との違いとして、浜松では地元産のウナギのみを利用していることが強みであるが、逆にこれは生産増加に制限をかけているという弱みにも繋がる。しかし、浜松市は市場拡大よりも地産地消を政策の軸にしており、地元の生産者や消費者のニーズに密着した政策を設けている。
生産者支援は生産基盤を安定させるために必要不可欠であり、浜松市の政策において力点がおかれている。また包括的な計画として、養殖業全体の作業部会を設けて生産者や研究者によって課題を明確にし、その解決策案を踏まえた浜松市水産振興基本計画（平成 21 年度‐平成 30 年度）を作成し、これに基づいた政策を行っている。浜松市は市内の生産者のニーズを元に、県が設ける規制を緩和するため、交渉や連絡のパイプライン役を担っている。言い換えれば他の利害関係者とのネットワーク作りの支援しているのである。また、トレーサビリティ制度といった比較的新しい制度に必要な資金を融資をする
ことでも生産者を支えている。
また、これまでの浜名湖ウナギのブランドイメージへの直接的な貢献としては、マスコットキャラク
ターによるプロモーションや地産地消を推進するための浜松市水産物旬カレンダーの制作がある。

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1. Introduction
1-1 Background and problem statement
The eel industry in Hamamatsu City, Shizuoka Prefecture, is one of the most prominent in the region. Eel is
not the only fishery product that the industry relies on but is traditionally the most recognized, having larger
effects on other sectors like tourism and a linkage to different businesses in Hamamatsu. By observing Table 1, we
can see that eel production in Shizuoka Prefecture is not the largest. However, the production in Hamamatsu is themost famous in the country due to the brand, marketing and cultural recognition of the quality.

Table 1: Main prefectures of eel production
平成Prefecture

平成 20

平成 19

平成 18

平成 17

平成 16

平成 15

平成 14

平成 13

平成 12

21 年

年

年

年

年

年

年

年

年

年

2009

2008

2007

2006

2005

2004

2003

2002

2001

2000

20,95322,643

20,733

19,744

21,776

21,742

21,112

23,12324,118Country

22404

wide

(ton)

Shizuoka

1,833

1,632

1,704

1,426

1,633

1,880

1,840

1,961

1,998

2,590

Aichi

7,371

6,272

7,014

6,886

5,835

6,680

6,997

6,093

7,864

8,317

Miyazaki

3,725

3,498

3,725

3,137

2,829

3,215

3,330

2,853

2,485

2,836

Kagoshima

7,358

7,444

7,450

6,980

7,412

7,757

7,374

8,255

8,819

7,637

Source: Japanese Government

Despite this prominence, the quantity produced has not increased that much over time and Hamamatsu is stilla net importer of eel, which keeps the industry in a very vulnerable position. It might not be a coherent argument
to imply that the citizens are not consuming the same quantity of eel as before. It is necessary to analyze farming,
processing and the market itself. It’s a fact that if there is a shortage of supply and maintenance or increase indemand, the effect will be an increase in market prices, which is an advantage to the producers but a clear
disadvantage to consumers. Therefore, what might be the causes of the stagnation shown on the above table andwhat effects does the stagnation have on aggregate demand and supply?
This stagnation and other relative aspects of the eel industry were the guidance for this research. Despite ourinterest in gathering data from the farming side, there is only one certified farming association, “Maruhama
Association,” that is responsible to ensure the control mechanism of the certification in Hamamatsu incollaboration with the Shizuoka Prefectural Research Institute of Fishery and the local government. Unfortunately,
we were not granted access to this association, which constitutes the biggest limitation in this research.
Nevertheless, our efforts were to understand the eel industry’s business procedures and take lessons, as well as
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identify the challenges that the market faces.
Some aspects that can be hypothesized to contribute to the stagnation of the eel industry are:-Scarcity of young eels in Hamamatsu and the need to import from China, the Philippines, Korea andTaiwan. Young eels are necessary to farm and provides a good base of supply to the market.
-

Cost of maintenance of eel farming during winter, as they need a certain controlled water temperature to

survive and grow.
-

Many epidemic diseases that are affecting the eel population like fungus, bacteria and branchio

nephritis.
-

High turbidity of water due to pollution and sedimentation.

-

Dependence on imports from China and Taiwan.

These are the challenges that the local government of Hamamatsu is dealing with. The other challenge is to
manage a sustainable market with an increase of 1.1 % income per year in the fishery industry, where eel is themain strategy to achieve this goal. In this research, our aim is to provide findings that will help solve the problems
that the sector is facing.

1-2 Objectives
It is our general objective to analyze the current situation of the eel industry and to look for the challenges
and possible prospects that have been drawn to improve it.
As a specific objective, we aim to understand and diagnose possible failures of the linkage between thefarming industry, eel processing industry and market. These segments of the market, (farming industry andprocessing eel industry) when perfectly linked, can give an increased value added to the market and all industry ingeneral. We also will look for the reasons why the eel industry became famous in Hamamatsu.

1-3. Research questions-

What was the strategy employed that made Hamamatsu famous in the eel industry and what are thecurrent challenges?

-

What are the reasons for the stagnant aggregate stock of eel production?

-

How does the farming industry and processing industry interact with the market?

1-4. Methodology framework
The framework looks to the local government as the center of Hamamatsu’s eel industry. The government
plays a key role in order to harmonize policies and promote the dissemination of information throughout theindustry. It is important to understand that the eel industry has an enormous spillover effect to other industries,
especially tourism and services (restaurants, hotels, amusement parks, commerce, city promotion and others).
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Figure 1: Methodology framework

Eel Farming

Local
Government

MarketFish Processing
Note: The local government includes all government institutions that promote eel policies and research in Hamamatsu.
Source: The authors

1-5. Methodology-

An interview was held with the Shizuoka Research Institute of Fishery, Hamanako Branch, aiming atcollecting government data on the eel industry. We also interviewed an expert on the eel industry to understand theresearch, strategies and prospects of the industry and could also tackle some aspects related with the farming sideof the industry.
-

An interview was held with the Shunkado Group to understand the role of processing, marketing andbranding of eel products.
-

To collect government data on the eel industry an interview was held with an expert on fishery policies

from the local government, Department of Agriculture, Forestry and Fishery, Division of Agriculture and Fishery
Policy, Hamamatsu City.
-

Interviews were also conducted on location, specifically with restaurants and small shops dedicated to eel

products.

2. Research on eel cultivation and the role of the Shizuoka Prefectural ResearchInstitute of Fishery2-1. Background of eel cultivation
Unagi (Japanese for eel) has been consumed in Japan since the 17th century. Eel is rich in protein, calcium,
vitamin A and E, and is said to give people stamina. For this reason, it is eaten mostly during the hottest time of
the year. Eel cultivation is an important source of sustainability of eel market supply, but is also faced by several
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challenges, from the research of eel in its natural environment to cultural aspects. The popularity of eel farming,
which started in Lake Hamana in Hamamatsu, holds a long history of over 130 years. The majority of eel,approximately 90%, are produced through aquaculture. However, eel farmers have not yet been able to complete
the life cycle of eel in captivity. As a result, eel aquaculture depends entirely on young, wild-caught eels for stock,and is therefore a capture-based aquaculture industry (Halpin, 2007).
Genealogically there are 19 kinds of eel worldwide, with only two in Japan: A. Japonica (called Nihon
Unagi) and A. Marmorata (called Ounagi). Because Ounagi is not very tasty Japan doesn’t cultivate it. In Europe
and China, a type called A. Anguilla is cultivated but its cultivation is prohibited in Japan.

Figure 2: Eel Life Cycle

The eel follow the life cycle below:

1. Eels lay eggs near Guam Island.

2. After incubation they move to Taiwan and Japan.

3. They grow around Japan.

4. They go back to the South (near Guam Island)(Source: Shizuoka Research Institute of Fishery and http://nyfalls.com/wildlife/Wildlife-fish-eel.html)

According to the Shizuoka Research Institute of Fishery, only the first half of eel life cycle is clearly
understood by scientists. The other half (i.e. adulthood, when the eel travels back south) has not been fully
understood despite the amount of research that has been carried out.

Figure 3: The amount of eel produced in Japan in 2006

Source: Shizuoka Research Institute of Fishery

Since the end of the 1980’s, other prefectures such as Aichi and Miyazaki have exceeded Hamamatsu in the
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production of eel. Currently Shizuoka is the fourth largest producer in Japan, with an annual production of 1800
tones. This stagnant production over time is mainly due to adherence of the farming industry in preserveing the
traditional ways of production. In addition, the farmers believe that an increased use of medicines, such as
vaccines and antibiotics to tackle eel diseases, ends up reducing the taste of the product.
Despite these aspects, the history of eel cultivation and branding in Hamamatsu is the richest in Japan. Eel
cultivation started in Hamamatsu in 1879, when Mr. Hattori Kurajiro developed cultivation methods. In 1894, Mr.
Nasuda Matashichi tried to cultivate eel in Maisaka, which was a town in the Hamana District of Shizuoka
Prefecture, currently part of Nishi-ku (western district) in Hamamatsu City. These are the official starting points ofeel cultivation in Shizuoka and Japan. Later on eel cultivation expanded to other regions in Hamamatsu. The
cultivation in Shizuoka was triggered by its favorable environment characterized by:-

Enough glass eels;-

Enough ground water used in filling the ponds;-

Availability of enough silk worms to feed the eels;-

Advanced transport infrastructure and road networks (Tokaido Railway and main highway connecting

east and west).
However, Hamamatsu faces some challenges as follows:-

Due to land subsidence, the prefectural government decided to regulate the usage of groundwater. This

regulation started 20 years ago and has limited the basis of business expansion in eel farming.
-

The source of natural, raw fish food for eel has drastically declined. Artificial food has been used as areplacement, which in turn affects the taste and the size of production. Therefore, Hamamatsu has been losing its
comparative advantage.
-

It is very important to control water temperature for eel farming. The management of water temperaturedepends on fuel. Artificial culturing has changed from ponds to green houses, and as a consequence, has become
relatively expensive to manage due to the high cost of fuel.
-The amount of medicine that producers can use against the diseases affecting eel farming is limited due

to government regulations.
-

The number of eel producers has declined due to pressure from imported eels. In the last 35 years, thenumber of eel producers has declined from 274 to 34.
It’s difficult for Hamamatsu’s producers to compete globally since the production of other prefectures has
increased. Nonetheless, Hamamatsu’s eel producers still have a competitive advantage due to their ability to growglass eels, which are abundant around the Tenryu estuary.

2-2. The cycle of eel cultivation
The glass eel is caught from December to April and it is basically regulated by the prefectural government.
Other prefectures are also using the same regulations. There are two cycles for eel cultivation:
1-

Early selling system (short period): this is a half year cycle where the cultivation of glass eel starts on
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December or early January and the production peak is from September to October to adjust with the day of doyou
no ushi (Japanese traditional day to eat eels).
2-

Full year cultivation system (long term): where the eels take longer to gain around 170~250g are

introduced to the market later than the others. The eels are produced and sold throughout the year. They finish
selling all eels by the end of the next season of doyou no ushi (one year and half). The price of eel reaches its
highest peak during the doyou no ushi period and its second peak is during New Years Eve.
Up until the period of 1965-1975, farmers used to cultivate eels in ponds. Farmers fed the glass eels with
angleworm and the young eels with raw fish. Nowadays, the farmers use indoor ponds to maintain the watertemperature. They still use outdoor ponds during summer season because temperature conditions are appropriate.
In the indoor ponds, the farmers control the water temperature buy using piped hot water. They also use a water
wheel to improve oxygen and water circulation. They prepare the eel feed by mixing fish oil, fish powder andwater and use artificial feed for glass eels. The suitable water temperature for eels is around 26 to 30 degrees
Celsius.

2-3. Research and certification
The Shizuoka Prefectural Research Institute of Fishery is responsible to conduct research and improvethe eel conditions across Japan. According to the scientists of the Institute, parasites, viruses and unknown
conditions are responsible for the declining production and death of eels in captivity. Without thesechallenges, 90% of the eels can survive and go to the market. Therefore, it is necessary to inject eels withhormones in order to ensure their maturity as well as to increase female production (98% of cultivated eels in
captivity tend to be male). Since the number of wild glass eels is unstable and since it is necessary to develop
a technology to increase the growth of the female eel population, the Research Institute mixes hormones into
the feed. In the case of cultivated eels, it takes 300 days for the leptocephalus to become glass eels. Even
after hatching only a small percentage of the leptocephalus survive. The wild ones take 180 days.
The Research Institute is also responsible to draw the patterns of certification of eel farming in themarket. The research comprises the following aspects:-

Technology improvement to produce high quality leptocephalus;-

A national project on how to get good eggs from adult eels;-

Main research related to how to control water temperature;-

Research on disease control of the farming environment without medicine, since a high number of

eel farmers have a bias towards the use of medicines for disease control. The Research Institute tries to find
new methods such as controlling water temperature and bacteriophage to reduce diseases.
The success of these research areas is the pillar to guarantee branding quality and as part of thiscommitment, certification takes a relevant role in protecting the market against low quality products.
Shizuoka certification follows a system for agricultural and fishery products, which aims to provide
safety management in the production process and information provided by the prefectural government. They
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apply GAP (Good Agricultural Practice) and HACCP (Hazard Analysis and Critical Control Point) methods.
In the past, after packing the products, they used to pick up only one or two samples and check their safety
and quality. Now they check the whole production process. The idea behind the HACCP is to control theprocess itself, rather than to conduct spot checks. The basis of GAP method consists of Planning, Doing,
Checking and Action (PDCA cycle). The farmers are called to document everything related with theirproduction.
There are management manuals that are used in the process of certification in order to maintain the
production and manufacturing environment. If one passes the standards tests, the Governor of Shizuoka
Prefecture gives the certification. These standards are very strict. Farmers prefer to join the association inorder to benefit from the collective experience on the existing patterns of production and because the local
government only recognizes the Maruhama Association in the certification process. Among all fisheryproducts, only eel has received certification so far. The term of validity of the certification is three years andthe Research Institute conducts regular inspections within these three years, to check if the documentationand training have been done. Currently, the number that has received the certification is 43 (27 in the
agriculture sector, 15 in the stockbreeding sector and 1 in the fishery sector of the Maruhama Association).
Certification standards consist of 45 items, and though they are not relevant to explain in detail in thispaper, they can be divided into two main parts:
A - The standard for checking the safety of production process
1.

The standard for risk management (33 items)→The Research Institute developed manuals with
Maruhama Association for issues like:a)Management of cultivating environment (water use, water quality, waste management);b)

Management of introduction of leptocephalus;c)Management of cultivating process (how to cultivate, treat diseases);d)

Recording, keeping and checking the production history;e)

Checking residual fishery chemicals;f)Management of shipping.

2.

Standard of checking and action:a)

Inside examination done twice a year;b)

Inside training to review the rules and defects on examination by the research institute.

B - Standard for managing information released to customers
Created by the Shizuoka Prefectural Government, this information can be checked in the Maruhama
Association homepage and Shizuoka Prefecture homepage. It consists of the standards for providing information,for example the registration in a special homepage for digital certification and management if requested, or justproviding free information and standards for communication, for example the management of inquiry and claims.
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The certification aims to develop a structure of safe products, providing safety to customers, improving the
producers’ awareness of safety and improvement of management such as standardized and unified production, a
new production method with a PDCA cycle.
All of these aspects combined make an important core of strength for eel production in Hamamatsu and an
essential characteristic for eel branding, from the production or farming to the processing and markets. The
recognition by consumers of the role of all stakeholders in preserving the quality of Hamamatsu’s eel is the key
for the success of the marketing strategy blueprinted by Hamamatsu’s government.

3. Eel processing industry: The case of Maruhama Association and ShunkadoGroup
3-1. Maruhama Association
The fish processing industry is widespread and comprises various types of products that offers a higher
market value addition. Creativity is one of the requirements to operate in this widespread, but generally very
competitive industry. In Hamamatsu, the eel produced by Maruhama Association (founded in 1949) is sold toshops directly managed by the Association, but it is also processed and sold to different stores and clients around
Japan with a special home delivery service provided through the internet (see Maruhama’s homepage). They also
provide a service called traceability, which is a combination of mechanisms that can reveal the history of the
product dating back to production. For example, in the Association’s roasted eel production, a bar code is attachedto the goods, by which you can trace who raised the eel and the manufacturing process. To provide a good, safe
and secure eel, the Association has been committed to traceability since May 2003.
Maruhama Association’s marketing on the internet claims to have reliable processing factories and highhygienic standards, together with the uniqueness of the Lake Hamana environment. Eel fishery in Lake Hamana is
100% locally produced fish. Seed is cultivated in the Tenryu River and Lake Hamana. The creativity of the
Maruhama Association goes to the point of having eel products that require only the oven in order to cook them.
This is signficant because generally people don’t have eel preparation skills. Therefore, one can easily enjoy the
product at his/her home. Despite these advantages, eel is still a luxury, as the prices vary from 4,900 JPY for 3
pieces, to 12,500 JPY for 10 pieces, a price to appreciate the unique taste and the hard work of eel cultivation andprocessing.

3-2. Shunkado Group
Shunkado Group was founded by Mr. Yamazaki Yoshizo in 1889 when he opened his first shop selling“Sweet Natto,” a type of sweet beans. In 1949 he established Shunkado and from 1961 started to manufacture
their main product, Unagi Pie. Unagi Pie has traditionally represented the city and visitors buy them as
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Hamamatsu’s souvenirs. They also sell different types of cakes but Unagi Pie is their specialty. Even
though the pie is made using eel powder (made from eel bones), the product does not have any taste
or smell of eel. The company employs 431 workers and has a large sales network using directly owned shops
and others souvenir shops at parking areas, airports, train stations, supermarkets and hotels.
The Unagi Pie factory in Hamamatsu, founded in 2005, offers tours where the customers can acquire
knowledge about the processing phases and the history of the company. The company invests in product diversitythat offers retail sizes and quantities to allow different prices that can fit anyone’s budget. Due to the fragility ofthe products, the company canceled delivery services through the internet. However, Shunkado Group has a strong
retail business since they are able to provide products at easily affordable prices.
Despite their selling success in Japan, the company has no plan to access international markets.

3-3. Marketing analyses
The processing side of the eel industry in Hamamatsu is one of the key players for branding promotion, as
they care in the most visible way about the symbols of Hamamatsu. It is possible to find the signs of creativity anda strong marketing mix such as:
1-“Product” decisions, such as what to offer, the brand and merchandising;2-

The “Price” that the client should pay for the product;

3-

Where the product is “Placed”;

4-

The “Promotion” and communication decisions.

During the research, no apparent signs of direct marketing cooperation between Shunkado Group andMaruhama Association were found, though they use the same markets and they equally benefit from thegovernment’s promotion initiatives. We suggest that the processing side should find products in other sectors that
can increase the consumer’s interests and alternatives. For example, a combination of eel products with beverages,
increasing information in other languages as Hamamatsu is also a tourism spot, a joint venture program fortouring eel factories and more attention to the price strategies (retail and wholesale), as we realized that it is theweakest side of the four P’s (marketing mix).

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Figure 4: Marketing mix analysis of Hamamatsu’s processing industry
Prices: Retail and Wholesale prices, Delivery Prices.

Product: Product Innovation,

Promotion: Festivals (mass

Variation, Differentiation,communication), Individual

Warranty, Packaging, Quality,

Hamamatsu’s Eel Processing

Appearance, Functionality,

Marketing Mix Strategies

or group touring (Individual
Communication), Brand

Accessories, and After SaleManagement andServices (Traceability).

Hamamatsu’s Identity.

Place: Distribution, Direct and Indirect sales, E-Commerce.

Source: Authors

4. Government policy towards the eel industry in Hamamatsu
Eel producers in Hamamatsu only use local resources. This unique characteristic creates a difference withproducers from other prefectures. However, it does pose some disadvantages, for example it reduces Hamamatsu’s
competitiveness.

4-1. Basic political activities focusing on eel industry
4-1-1. The basic plan for fishery promotion in Hamamatsu (since 2009)Part of Hamamatsu mayor’s manifesto focuses on strengthening the fishery industry as one of the top
performing industries of Hamamatsu City. This manifesto includes aspects like branding strategies, school lunch
promotions and the use of the mascot of Hamamatsu City, which is called Unagi Inu.
The government established four working groups to support the policies of the fishery industry, namely:
inshore fishery; lake surface fishery; fish cultivation; and fishery in Tenryu River and inner lake. Each group has
set the issues that need to be solved and members of each working group include three eel producers, two
executives of the fishery association and the Research Institute of Shizuoka Prefecture.

4-1-2. Preservation of the eel industry
The government’s main concern is regarding the eel farming sector, as the processing of the fish is not verysignificant because most of the products are sent to stores raw and fresh. According to the interview, it was foundthat the government has a good relationship with Maruhama Association in the process of production and
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certification. The Association represents the fishermen since the government does not deal with individual
producers. Lake Hamana eels are mainly processed by the fishery association. According to the interview, it would
be preferable to expand the processing sector, which would result in an increase in the supply of products.

4-1-3. Government support
In order to solve the current problems facing eel farming, Hamamatsu City has established political plans to
help producers and their businesses. Hamamatsu City is the main coordinator for the negotiation between
producers and the Shizuoka Prefectural Government on issues like water usage regulation and eel medicine
distribution. There are several projects that demonstrate the government’s policies to accommodate issues thathinder the development of eel production of Hamamatsu, such as:-

Support for the negotiation of loosening the groundwater usage limitation;-

Support for promoting fishery medicine use;-

Financial support system.

Finance is also a major problem in eel farming. The local government does not provide financial support toindividuals, leaving this for finance associations or other organizations. Hamamatsu City has two ways to respondto financial needs:
1.

When borrowing money from the bank or getting financial help from the local government to improveor modernize their facilities, the local government supports by supplying a certain amount of the loan interest.
2.

Government support can be given through the farmer’s association for the enhancement of factory

infrastructure and facilities. The city government provides financial support to establish new businesses byintroducing new facilities based on HACCP and GAP methods.

4-1-4. Increasing popularity of Hamamatsu eel
The local government of Hamamatsu aims to increase consumption of products from Hamamatsu fisheries
and also to promote the image of Hamamatsu as the city of eel. For this purpose, they have set promotional
festivals and have introduced eel as a part of school and hospital lunches. They are also trying to develop eel as
the 6th industry, capitalizing on the benefits of a strong linkage from production sectors, processing and marketing,as well as creating strong backward and forward industries cooperating with other sectors. For example, they aretrying to develop a new network with the agriculture sector by arranging for the sale of fishery products directly inshops that usually deal with only agricultural products.
The government is also promoting Hamamatsu’s eels in other prefectures. They participate in various
expositions and festivals in other cities. Some opinions coming from the general public are helping to rethinkpolicies to increase Hamamatsu’s eel popularity for example, increasing seasons for eel consumption to not only
the habitual summer and fall seasons, but also during winter and spring.

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5. Comments and suggestions
Hamamatsu’s position in the marketing of eel is unique due to its approach in doing business. Most of theachievements of Hamamatsu’s branding were due to its strong preservation of traditional methods for eel
cultivation and a closed market to external competition through thecertification process. The city of Hamamatsu has several attractions. The

Photo 1: Mr. Unagi Inu

automobile industry, with its long history is one of them but they also havethe uniqueness of being the eel custodian of Japan. At Hamamatsu’s main
train station, you can see Mr. Unagi Inu, a statue that is believed to bringhappiness to the citizens, as well as promoting the products. He is
described as the Vice Mayor of the city. The first impression that thevisitors receive is that they cannot return without trying eel dishes and(Source: Authors)

experiencing the eel industry.

The lesson here is on the work that the government and partners do to promote this image. To sell a productone has to market and brand it in order to provoke unique sensations for the consumer, even if one can find thesame sort of product elsewhere. This experience can be benchmarked by developing countries, where there are a
lot of small products with comparative advantage. However, because the institutions that are responsible topromote them are not aware of the potential benefits of linking a city or a village with a local product, the researchand development of these products are not being promoted. It is important to promote this self-discovered
initiative in order to develop and attract investments in emergent markets (Todaro, 2009:184).

Although the government is thinking about new ways to increase eel demand, they have failed to increase eel
supply. The supply problem is not isolated to Shizuoka, but is a national and international issue. Consequently, we
realized that eel products, especially dishes in restaurants, are among the
Photo 2: Eel set

most expensive products. In the two specialized eel restaurants chosenrandomly in the center of Hamamatsu, the average price of an eel set(generally rice, five pieces of eel, soup and fruit) was 2,666 Japanese Yen(JPY) and 2,300 JPY respectively. The most expensive set was 3,400 JPY
and the cheapest 1,950 JPY for the first restaurant and 2,950 JPY and 1,600
JPY for the second.
According to one owner and manager of the restaurant, the biggest
challenge they face is the supply of the eel. They have to purchase a large
amount of eels and freeze them for some time. This reduces the quality of(Source: Authors)

the product. Another challenge is regarding experts to prepare the eel. It
takes years to develop skills to prepare eels. These factors combine to influence the price, although they are able
to keep their business profits stable over time.
Two things that might help solve this problem are events that promote eel preparation and publishing a
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Hamamatsu cookbook. The creation of a fishery culinary school run by a local restaurant might also boost theprivate sector’s interest in increasing their investment for this industry and the public’s consumption of fish
products in general, seeing that one reason for the drop in fish consumption is that it is seen as expensive andtroublesome to prepare. This would also increase the the number of people who know how to prepare eel.
While the image of traditional eel production “Made in Hamamatsu” promotes the brand, it also has a bad
connotation in regards to consumers’ price. We suggest a hybrid approach on supply of eel, where the preparation
method of eel is also included in the branding and not only the origin of the fish. Note that while glass eels areimported, cultivated by the farmers and then referred to as domestic products in other prefectures, only resourcesthat are local and traceable by certification methods are referred to as Hamamatsu’s eels. Imported glass eelsshould gain Hamamatsu’s branding if they are prepared according to Hamamatsu’s standards. Moreover, we
noticed that the consumers are not 100% aware of the origin of eels that are consumed. The distinction should
appear on the menu because of the possibility that glass eels from other regions are being consumed instead of
Hamamatsu eels.

6. Conclusion
When we decided to carry out this research, we were very curious about the strategies that make
Hamamatsu’s eels famous in Japan, especially since Shizuoka Prefecture is not the largest producer of eels inJapan. We found several keys to the success of Hamamatsu’s projected image as the City of Eel. Among these are
the strong use of the historical tradition of eel and the recognition by the local and nonlocal people of thehistorical methods of the production. In addition, the efforts by the local government to promote this image, i.e.
using public places to promote eel branding and recognizing eel as the official symbol and attraction of the cityalso play a key role.
On the other hand, the reasons for stagnant eel production are due mainly to the trade off created bymaintaining the traditional ways of producing eels and the lack of openness to new markets (accepting the eelsfrom other regions). Because of these, Hamamatsu is not the main producer of eels in Japan but has the nationalrecognition of the role of custodian. The challenge is how to keep this responsibility while at the same time, leadthe production in Japan.
The interaction of the farming and processing industries to the market is positive and it has some lessons thatcan be adopted by developing countries. The main lesson is how the role of public institutions can make adifference for private business by supporting promotion initiatives and providing research and development thatwould otherwise be too expensive for private institutions. The other factor is how the private sector can make aprofit by using the opportunities that the market gives. The correct interpretation of marketing strategies may
bring an increased added value to local products.
The competitiveness of Hamamatsu’s eel industry is still weak because it depends on its own production,
while other prefectures have access to imported glass eels. This also limits Hamamatsu’s producers from tackling
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international markets. However, since national markets can bring profits to the business, internationalization of themarket is not imperative. But it is important not to avoid opportunities of international business if conditions are
created.

7. Acknowledgement
We would like to express our heartfelt gratitude to the government of Hamamatsu City for welcoming uswarmly and for being collaborative and helpful during the research. This is extended to the Shizuoka ResearchInstitute of Fishery, Hamanako Branch, for their preparation beforehand and their extensive explanation regarding
the industry. We are also grateful to Shunkado Group for their cooperation, despite their busy schedule. We also
give our thanks to Hotel Horie no Sho. No one could help us experience the Japanese culture better than you.
Our appreciation goes to all interviewees who provided answers to our questions and explained their work
environment, namely the Shizuoka Prefecture Fishery Technology Research Institute, Hamanako Branch, Chief
Investigator Mr. Natsuyama Hajime and Senior Researcher Mr. Iida Masuo. From the Shunkado Group, Unagipai
Honpo Corporation, we’d like to thank the chief clerk of the Unagipai Factory, Mr. Yamaguchi Ryo. From the
Department of Agriculture, Forestry and Fishery, Hamamatsu City, Agriculture and Fishery Policy Division,
Fishery Promotion Group, we would like to thank the sub-superintendent, Mr. Saito Yoshitaka. We express our
gratitude for all your kind collaboration.
We would like to thank Professor Ito Sanae for all her diligent assistance and advice. Last but not least, toAssistant Professor Penghuy Ngov, who provided invaluable support throughout our research.

8. References:- Halpin, Patricia (2007); Unagi “Freshwater” Eel: Anguilla japonica, A. anguilla, A. rostrata, Final Report June
2007; Monterey Bay Aquarium’s Seafood Watch®.
- Todaro, Michael P.; Stephen C. Smith (2009); Economic Development; Tenth Edition, Addison-Wesley andPearson Education; England – USA.
- Shunkado Homepage: http://www.shunkado.co.jp/- Shizuoka Prefecture Homepage: http://www.pref.shizuoka.jp/- Maruhama Association Homepage: http://www.maruhama.or.jp/- http://nyfalls.com/wildlife/Wildlife-fish-eel.html

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