マーケットコミュニケーションの手伝いを開始
I was not happy with my assignment in the Isuzu Motors Personnel Department and was always looking for ways to get more into the international business. It came first when I was asked to help with English written material in the Overseas Sales Promotion Department.
I was asked to spend every Friday in that department to rewriting English speeches, slide presentations, corporate catalogues, product presentations and video narrations. So, I had two desks and two bosses with very different assignments coming at me.
ビジネススキルを活かし、いすゞ自動車の海外営業を分析、弱点を発見
Through all the English rewriting, I learned the features on all of the overseas cars, trucks and other products. Armed with what I learned in business school, I could see some of the things that were lacking in Isuzu’s overseas sales promotional activities and the weaknesses in many of their overseas sales activities. Furthermore, learned most of the people in the overseas sales departments had weak selling skills. They were only able to process orders as the purchases came in from customers around the world. This was a source of friction between Engineering and the Overseas Sales Departments. The sales organization was separated by regions of the world and sales channels.
There were three main overseas sales channels, the IMODC channel, the GM channel, and the Isuzu channel. This is not counting domestic Japan, which in those days was about half the business.
The IMODC channel stands for Isuzu Motors Overseas Distribution Corporation. It basically distributed to the smaller countries of the world and was a joint venture with GM with Isuzu owning 51% of the shares and having management responsibility. The GM channel was made up mostly of GM’s overseas assembly plants in which Isuzu sold to in the CKD (completely knocked down) form. The Isuzu channel was its own network, mostly in Asia. Some of the countries had assembly operations; some only had dealers that imported completely built up vehicles.
Ronさんのセミナーいかがですか。苦労の多かったRon-sanの青春時代やキャリア形成の話、来日後、特に、いすゞ自動車勤務でのカルチャーショックとグローバルリーダーとしての活躍など。それとRonさんが楽しみにしている出席者と皆さんとのノミュニケーション。今の時期だと花見
皆さんがおやりになっている勉強会などに出張し講演させていただきます。本人の希望は、英語での発表です。
ただし、Ronさんが住んでいる東京都大田区から日帰りできるところとさせてください。
もっとも台湾でも日帰りは可能ですが。
＜仕事に疲れたら『武蔵野』でコトリップ（『武蔵野』リイド社、斎藤潤一郎著）＞
I was not happy with my assignment in the Isuzu Motors Personnel Department and was always looking for ways to get more into the international business. It came first when I was asked to help with English written material in the Overseas Sales Promotion Department.
I was asked to spend every Friday in that department to rewriting English speeches, slide presentations, corporate catalogues, product presentations and video narrations. So, I had two desks and two bosses with very different assignments coming at me.
ビジネススキルを活かし、いすゞ自動車の海外営業を分析、弱点を発見
Through all the English rewriting, I learned the features on all of the overseas cars, trucks and other products. Armed with what I learned in business school, I could see some of the things that were lacking in Isuzu’s overseas sales promotional activities and the weaknesses in many of their overseas sales activities. Furthermore, learned most of the people in the overseas sales departments had weak selling skills. They were only able to process orders as the purchases came in from customers around the world. This was a source of friction between Engineering and the Overseas Sales Departments. The sales organization was separated by regions of the world and sales channels.
There were three main overseas sales channels, the IMODC channel, the GM channel, and the Isuzu channel. This is not counting domestic Japan, which in those days was about half the business.
The IMODC channel stands for Isuzu Motors Overseas Distribution Corporation. It basically distributed to the smaller countries of the world and was a joint venture with GM with Isuzu owning 51% of the shares and having management responsibility. The GM channel was made up mostly of GM’s overseas assembly plants in which Isuzu sold to in the CKD (completely knocked down) form. The Isuzu channel was its own network, mostly in Asia. Some of the countries had assembly operations; some only had dealers that imported completely built up vehicles.
Ronさんのセミナーいかがですか。苦労の多かったRon-sanの青春時代やキャリア形成の話、来日後、特に、いすゞ自動車勤務でのカルチャーショックとグローバルリーダーとしての活躍など。それとRonさんが楽しみにしている出席者と皆さんとのノミュニケーション。今の時期だと花見
皆さんがおやりになっている勉強会などに出張し講演させていただきます。本人の希望は、英語での発表です。
ただし、Ronさんが住んでいる東京都大田区から日帰りできるところとさせてください。
もっとも台湾でも日帰りは可能ですが。
＜仕事に疲れたら『武蔵野』でコトリップ（『武蔵野』リイド社、斎藤潤一郎著）＞
