provement of their brand power; on the other hand, Japan, which has been losing its export-share and its market-shares in TV sets, Note-PCs, and mobilephones, is in a difficult situation with regard to both export-competitiveness and corporate-competitiveness; Europe, in the same situation as Japan, has been losing its export-share and market-share, showing a large decline in mobile-phone share; on the other hand, the US, which is losing its export-share in a manner similar to Japan and Europe, distinctively maintains its market-share.

### b. Global production-share and EMS-utilization

Analysis of the global production-share of LCD TV-sets and mobile-phones in relation with the EMS-production ratio shows the following: Korean corporations have acquired a large share through their large-volume in-house production; US corporations, while having small shares, have attained highly-efficient production through the aggressive use of EMS—international production-specialization; on the other hand, the EMS-production ratio in Japanese corporations is 44.9% for LCD TV-sets and 20.1% for mobilephones; as for mobile-phones, a comparison with the statistics in 2002 shows that, while Korean corporations have shifted to in-house production, US corporations have aggressively promoted the international production-specialization by EMS as Apple has distinctively adopted the “selection and focus” strategy.

## (4) Toward the enhancement of the global competitiveness of Japanese ICT industries

The analysis described above reveals the following; the global competitiveness of Japanese ICT industries are declining particularly in the hardware sector; US corporations, attaining production efficiency through international-production specialization, have maintained their brand-shares; in contrast, Korean corporations, utilizing their mass-in-house production capacity, have maintained their brand shares; US and Korean corporations share the policy for maximizing their strengths by focusing on the global market at the beginning and fully utilizing their management resources through in-depth selection and focus.

As for ICT service vendors and telecom operators, it is hard to say that Japanese corporations have successfully penetrated the overseas market; on the other hand, the counterparts in other countries have been aggressively penetrating the global market, focusing on the emerging market of the developing countries.

In the situations where Japan is facing the reality of the society with a declining population- and losing the growth capacity in its domestic ICT market, globalization is one of the important options for the growth of corporations; while strategies for taking advantage of Japan's present strength will be effective, the strategy of focusing on the global market at the beginning will be required.

## (5) Potential seen in the actual ICT global sales

### a. Global expansion of infrastructure market

## (i) Radio-communication Infrastructure

In emerging/developing countries, the infrastructure development focusing on mobile-phones have been progressing at a rapid pace; while the global market of radio-communication infrastructure-equipments in 2011 is 42.5 billion dollars, the telecom infrastructure-market in emerging/developing countries has already grown in Asia/Pacific, Middle East/Africa, as well as in North America and Western Europe; taking advantage of such market growth, Chinese corporations, as well as US or Europe corporations, have been taking aggressive ac-

Figure 1-3-3-6 Global Share and EMS Ratio of Manufacturers as for LCD TV and Mobile Phone

(Source) MIC "Research and Survey on International Comparison and Trends in Information and Telecom Industries and Services" (2012)