在富士的例子里,摄影胶片业务更具灾难性的迅速灭亡加剧了通缩的影响。当该公司意识到,数码摄影将最终扼杀其核心业务时,该公司不是把数码摄影拱手让给其他人来做,而是决定先发制人,自己开发这项新技术。同时,该公司实施了一项大规模重组计划,将其业务重心从摄影胶片上转走,在拥有核心优势的增长领域开发新业务。
“It was called the second founding and there were no sacred cows,” says Shigehiro Nakajima, executive vice-president. “In our case, we had strong chemical expertise and nanotechnology, which we combined to make things that others cannot copy. If it’s something that others can copy, prices will fall quickly. It’s important to have products that others cannot compete with.”
“我们称之为二次组建,没有什么神圣不可侵犯的东西,”富士执行副总裁中岛成博(Shigehiro Nakajima)表示,“就我们的情况而言,我们具备强大的化学专业技能和纳米技术,我们将它们结合起来,制造出他人无法复制的东西。如果其他人可以复制,那么价格将迅速下跌。因此拥有其他人无法竞争的产品很重要。”
For example, Fujifilm has more than 70 per cent of the global market for TAC film, which is a component of photographic film but is also used in flat-panel displays. There has been strong demand because of the spread of flat-panel televisions but Fujifilm and Konica Minolta are the only companies that can manufacture it.
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