東京における中小卸売業の構造と問題(転換期における商業・サービス業に関する研究,総合研究)

In this paper, we examine the changes that have taken place in the past few years among wholesalers in Tokyo due to alterations in the distribution structure, and the measures taken by wholesalers to deal with changes in distribution. We have used the results of a study we conducted in February 1988 in our findings in this paper. The Japanese distribution industry has been undergoing major changes in recent years. The major indicator of structural changes in the distribution industry is the substantial decrease in the number of retailers in the past few years. For example, the number of retailers nationwide in 1985 was down 5.4 percent compared to 1982. General wholesalers also decreased by 3.6 percent in the same period. Commercial statistics for 1988 show that while the drop in the number of commercial establishments has slowed somewhat, structural change is occuring in Japanese commerce, its stores characterized as being too small and too numerous. This structural change is often explained by words like "overlap between industries," "information-based systems" and "globalization" of the economy. However, it is not sufficient to analyze the change only in terms of these macroeconomic factors. Because of their number and the central role they play in the country's distribution, the wholesalers of Tokyo analyzed in this paper are excellent subjects because changes in the distribution structure show up there first. The main findings obtained in our survey are as follows: 1) The rate of increase in yearly sales shows a difference in the growth rate of wholesalers of different sizes. Small wholesalers in particular have a sluggish growth rate. 2) However, it is possible to assume that compared to growth rate of yearly sales, the growth rate of current earnings is small, and that because of this, in wholesaling, a low earnings structure can exist despite an increase in sales. 3) Nevertheless, the growth rate for the number of employees is lower compared to the growth rate for yearly sales, indicating that labor productivity is improving. These three points are evident as disparity between wholesalers of different sizes continues to grow. In other words, small wholesalers are losing their ability to grow, their current earnings are stagnant and they are overstaffed. Factors contributing to lower current earnings among many small wholesalers are excessive competition, higher labor costs and higher distribution costs. What results have the introduction of information-based systems, intended to remove barriers to growth, had? We observed the following main trends. 1) Few small wholesalers are computerized. This is because computers provide economy of scale when they collect and process large amounts of information. 2) However, few wholesalers among those that are computerized use their systems on-line. Further, only large wholesalers with a high growth rate use their computers not only for processing routine paperwork but for other more advanced applications as well. 3) The far-reaching changes in distribution needed in today's wholesaling industry, for example computerization of inventory and shipping, are not being addressed at all by small wholesalers. Therefore, the above points show that the various ways of using computers are significant only if the wholesalers are relatively strong. Otherwise, we should assume that this technology helps to widen the competitiveness gap between wholesalers. However, a different type of competitive structure is apparent when viewed in terms of the industry as a whole. That is overlap between industries, where other industries enter distribution or vice versa, which makes competition more complex and more severe. Because of this, it is inevitable that the solution for the wholesaling industry as a whole lies not only in a quantitative expansion of products and dealings but also in a reexamination of the role and function of wholesaling in the distribution industry as a whole. The foundation of wholesaling today is being eroded by manufacturers and largescale retailers: it is becoming increasingly difficult to find any particular rationale for the existence of current wholesalers. Unless a special function can be created for wholesalers within a restructured distribution system, not only will there be increasing disparity among wholesalers of different sizes and that small wholesalers will wither away, a shake-out within the existing wholesale industry itself will rapidly occur. It is difficult to say whether the problems facing wholesalers can be solved and whether growth can continue. It may be that, for wholesalers above a certain size, the response of each company will prove to be the determining factor in its survival. The usefulness of computerizing and networking as a means of responding to structural changes in distribution is still an unknown. However, some attempt at computerization is inevitable if wholesalers are to survive. Whether this involves merely computerizati ...