2014 White Paper on Small and Medium Enterprises in Japan · 2018-11-20 · Changes in the Economic...

2014 White Paper on Small and Medium Enterprises in Japan

April 2014 Small and Medium Enterprise Agency

Provisional Translation

2014 White Paper on Small and Medium Enterprises in Japan

○ Annual Report Based on Article 11 of the Small and Medium-Sized Enterprise Basic Act (Statutory White Paper) ○ The 51st White Paper; Scheduled to be decided at the Cabinet meeting and submitted to the Diet in late April

Definitions under the Small and Medium-sized Enterprise Basic Act Definitions

under the Corporation

Tax Act SMEs Small enterprises

Business type Stated capital or number of employees

Number of employees Stated capital

Manufacturing industry and

others

300 million yen or less 300 or fewer 20 or fewer

100 million yen or less

Wholesale trade industry


Services industry


Retail trade industry


Number of enterprises

Number of employees

Value added (only corporations) Sales (only

corporations) Manufacturing Non-manufacturing

Large enterprises 0.011 million

13.97 million 45.1 trillion yen 80.0 trillion yen 764.9 trillion

yen

SMEs 3.853 million

32.17 million 26.2 trillion yen 121.0 trillion

yen 609.6 trillion

yen

Small enterprises

3.343 million

11.92 million －－－

SMEs 3.853 million Small enterprises 3.343 million

Medium enterprises Approx. 0.510 million

13.2%

Small enterprises Approx. 3.343 million

86.5%

Large enterprises Approx. 0.011 million

0.3%

○ The White Paper empirically support the content of the Bill for the Basic Act for Promoting Small Enterprises, which was submitted to the current session of the Diet, based on data and analysis <Schedule for Preparing the White Paper> ○ April 2: Meeting of the Small and Medium Enterprise Policy Making Council ○ April 25: Cabinet decision (scheduled) and submission to the Diet (scheduled)

[Developments] Part I Developments among SMEs and Small Enterprises in Fiscal 2013 Part II Changes in the Economic and Social Structure Faced by SMEs and Small Enterprises Chapter 1 Medium- to Long-term Structural Changes in Japan Chapter 2 Regional Issues and Revitalization of Local Economies Part III Japan’s Future to be Driven by SMEs and Small Enterprises Chapter 1 Structural Analysis of Small Enterprises –Development of Demand is the Key– Chapter 2 Staring up or Establishing Businesses –Creation of New Players– Chapter 3 Business Succession or Closure –Passing the Baton to the Next Generation– Chapter 4 Overseas Business Expansion –Identify Factors for Success and Failure– Chapter 5 New Trend –Possibility of New Means for Overcoming Challenges– Part IV Ideal Means for Offering Support to SMEs and Small Enterprises Chapter 1 Current Status and Future Challenges concerning Support for SMEs and Small Enterprises Chapter 2 Recognition, Use and Evaluation of Support Measures for SMEs and Small Enterprises Chapter 3 Connector Hub Enterprises and the Regional Industrial Structure Analysis System

Basic Structure of the 2014 White Paper on Small and Medium Enterprises in Japan (Draft)

2

Basic Structure of the 2014 White Paper on Small and Medium Enterprises in Japan (Draft)

3

Action Plan of the Headquarters for the Growth of Small and Micro Enterprises

Chapter 1 Utilize and mobilize under-used resources in respective regions to build distinct brands Chapter 2 Activate the renovation of SMEs Chapter 3 Break away from a subcontracting structure and proactively expand business into growth areas Chapter 4 Expand business overseas

[Measures] [SME Support Measures Taken in FY2013]

Chapter 5 Response to the Great East Japan Earthquake, measures for the proper transfer of consumption taxes, and other important issues Chapter 6 Measures categorized by business type and area Chapter 7 Toward effective implementation of measures for SMEs and small enterprises [SME Support Measures to be Taken in FY2014] Chapter 1 Utilize and mobilize under-used resources in respective regions to build distinct brands Chapter 2 Activate the renovation of SMEs Chapter 3 Break away from a subcontracting structure and proactively expand business into growth areas Chapter 4 Expand business overseas

Action Plan of the Headquarters for the Growth of Small and Micro Enterprises

Chapter 5 Response to the Great East Japan Earthquake, measures for the appropriate transfer of consumption taxes, and other important issues Chapter 6 Measures categorized by business type and business fields Chapter 7 Toward effective implementation of measures for SMEs and small enterprises

Part I Developments among SMEs and Small

Enterprises in Fiscal 2013

4

▲ 1

▲ 14

▲ 40.0

▲ 35.0

▲ 30.0

▲ 25.0

▲ 20.0

▲ 15.0

▲ 10.0

▲ 5.0

0.0

5.0

Ⅰ Ⅱ Ⅲ Ⅳ Ⅰ Ⅱ Ⅲ Ⅳ Ⅰ Ⅱ Ⅲ Ⅳ Ⅰ Ⅱ Ⅲ Ⅳ Ⅰ

2010 2011 2012 2013 2014

全規模中規模小規模

(DI; Seasonally adjusted change from the previous quarter)

Developments among SMEs and Small Enterprises in Fiscal 2013

○ The Japanese economy has been recovering moderately and business conditions of SMEs have also been picking up ○ However, the business confidence of small enterprises remains at a low level in comparison to that of medium enterprises or SMEs as a

whole. It is necessary to also have these small enterprises enjoy the fruits of economic recovery. ○ Looking at the breakdown of the GDP growth rate; consumption, government expenditure, exports, and capital investment have led the

growth. The future challenge is to create a virtuous cycle wherein corporate activities are revitalized and capital investment leads to full-scale economic growth.

Business Conditions DI for SMEs by Size Real GDP Growth and Demand-side Composition

5

資料：内閣府「国民経済計算」 (注) 1. 実質GDPは2005年暦年連鎖価格GDP。 2. 2013年第4四半期速報値（1次）である。

▲ 3.0

▲ 2.0

▲ 1.0

0.0

1.0

2.0

3.0

4.0

Ⅰ Ⅱ Ⅲ Ⅳ Ⅰ Ⅱ Ⅲ Ⅳ Ⅰ Ⅱ Ⅲ Ⅳ Ⅰ Ⅱ Ⅲ Ⅳ

10 11 12 13

家計民間企業設備

民間在庫品増加公需

輸出輸入

成長率

(Seasonally-adjusted % change from the previous quarter, % point contributions)

（年期）

Households

Changes in private inventories

Exports

Growth rate

Private non-residential investment

Government expenditure

Imports

Source: National Accounts of Japan (Cabinet Office) (Note) 1. Real GDP estimates in chained CY 2005 yen. 2. Figures for the fourth quarter of 2013 are (primary) preliminary estimates.

0.2％

Source: Survey on SME Business Conditions (Small and Medium Enterprise Agency (SME Agency) and Organization for Small & Medium Enterprises and Regional Innovation, Japan (SMRJ)) (Note) 1. An interview survey conducted by business advisors at societies of commerce and industry, chambers of commerce and industry across the country and researchers from the National Association of SMEs 2. The business conditions DI is calculated by subtracting the percentage of enterprises that answered “worsened” from the percentage of enterprises that answered “improved” when questioned about their business conditions in comparison with the previous quarter.

All SMEs

Medium enterprises

Small enterprises

(Year/quarter) (Year/quarter)

Part II Changes in the Economic and Social Structure

Faced by SMEs and Small Enterprises

6

Changes in the Economic and Social Structure Faced by SMEs and Small Enterprises (1): Declining Birth Rate and Aging of Society (i)

○Japan became a severely depopulating country in 2011. From 2005 to 2010, the population decreased everywhere in Japan, except for three major metropolitan areas, their surrounding cities, Fukuoka prefecture and Okinawa prefecture (the only natural increase was observed in Okinawa prefecture).

〇However, in 2040, the population will have decreased in all prefectures. In particular, Akita, Shimane and Kochi prefectures will see decreases even in the number of elderly people, accelerating population decline.

○When planning future policies concerning SMEs, the government needs to strategically plan how to have SMEs and small enterprises survive from a medium- to long-term perspective, considering the inevitable demographic changes and severe domestic business environment.

7

-6-4-20246

Hok

kaid

o

Aom

ori

Iwat

e

Miy

agi

Aki

ta

Yam

agat

a

Fuku

shim

a

Ibar

aki

Toch

igi

Gun

ma

Saita

ma

Chib

a

Toky

o

Kan

agaw

a

Niig

ata

Toya

ma

Ishi

kaw

a

Fuku

i

Yam

anas

hi

Nag

ano

Gifu

Shiz

uoka

Aic

hi

Mie

Shig

a

Kyo

to

Osa

ka

Hyo

go

Nar

a

Wak

ayam

a

Totto

ri

Shim

ane

Oka

yam

a

Hiro

shim

a

Yam

aguc

hi

Toku

shim

a

Kag

awa

Ehim

e

Koc

hi

Fuku

oka

Saga

Nag

asak

i

Kum

amot

o

Oita

Miy

azak

i

Kag

oshi

ma

Oki

naw

a

Rate of natural increase Rate of social increase

Source: Created by the SME Agency based on Population Census (Ministry of Internal Affairs and Communications) and Vital Statistics (Ministry of Health, Labour and Welfare)

(%) Population Growth Rate by Prefecture (2005–2010)

-40-30-20-10

01020

Hok

kaid

o

Aom

ori

Iwat

e

Miy

agi

Aki

ta

Yam

agat

a

Fuku

shim

a

Ibar

aki

Toch

igi

Gun

ma

Saita

ma

Chib

a

Toky

o

Kan

agaw

a

Niig

ata

Toya

ma

Ishi

kaw

a

Fuku

i

Yam

anas

hi

Nag

ano

Gifu

Shiz

uoka

Aic

hi

Mie

Shig

a

Kyo

to

Osa

ka

Hyo

go

Nar

a

Wak

ayam

a

Totto

ri

Shim

ane

Oka

yam

a

Hiro

shim

a

Yam

aguc

hi

Toku

shim

a

Kag

awa

Ehim

e

Koc

hi

Fuku

oka

Saga

Nag

asak

i

Kum

amot

o

Oita

Miy

azak

i

Kag

oshi

ma

Oki

naw

a

Young population (0 to 14) Productive-age population (15 to 64) Elderly population (65 or older) Total population growth rate

Source: Regional Population Projections for Japan (median birth/median death) (National Institute of Population and Social Security Research)

(%)

Population Growth Rate by Prefecture in 2040 Compared with 2010 and Contributions to Changes by Age Bracket

Changes in the Economic and Social Structure Faced by SMEs and Small Enterprises (1): Declining Birth Rate and Aging Society (ii)

○ The population decline will further accelerate in Japan. In 2040, even the Tokyo Area will face an aging population, with a ratio of 1.5 youths per elderly person (showing an age pyramid similar to that for Akita prefecture in 2010).

〇Meanwhile, Akita prefecture, which is experiencing the highest aging rate in Japan, will be an unprecedentedly super-aged society in 2040 (creating a cocktail glass-shaped demographic).

8

Source: Prepared based on Population Census (Ministry of Internal Affairs and Communications) (data for 2010) and Regional Population Projections for Japan (median birth/median death) (National Institute of Population and Social Security Research) (data for 2040) (Note) The Tokyo Area: Saitama, Chiba, Tokyo and Kanagawa prefectures

Estimated Demographic Composition by Gender and Age Bracket for Akita Prefecture and the Tokyo Area

0 5 10

0510

0–45–910–1415–1920 –2425 –2930 – 3435 –3940–4445–4950–5455–5960–6465–6970–7475–7980–8485–8990 or older

The Tokyo Area in 2040Male Female1 elderly person: 1.5 youths

The ratio of elderly people will increase even in the Tokyo

Area.

300,000 900,000 1,500,000

1,500,000 900,000 300,000

0 5 10

0510

0–45–910–1415–1920 –2425 –2930 – 3435 –3940–4445–4950–5455–5960–6465–6970–7475–7980–8485–8990 or older

Akita Prefecture in 2040Male Female1 elderly person: 1.0 youth

Akita prefecture will form a cocktail glass-shaped demographic wherein the number

for the older age bracket continues to

increase.

8,000 24,000 40,000

40,000 24,000 8,000

32

34

54

75

0

20

40

60

80

100

120

15-19 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65-69 70-

1982 1992 2002 2012

Source: Labor Force Survey (Ministry of Internal Affairs and Communications) (Note) Compiled data for industries other than the agriculture and forestry industry

(10,000 people)

(Age)

Establishment and Enterprise Census ← → Economic Census

Changes in the Economic and Social Structure Faced by SMEs and Small Enterprises (1): Declining Birth Rate and Aging Society (iii)

○Amid progress in population decline and population aging in society as a whole, business managers have also been aging. Compared with the past, the number of business managers is the largest in the 70-and-over age bracket.

〇The number of SMEs and small enterprises has continued to decrease, showing a decrease of 350,000 in the last three years.

9

Distribution of Individual Proprietors by Age Bracket (by Year)

484 469433 420 420

385423 410

378 366 367 334

61 59 55 53 54 51

0

100

200

300

400

500

600

1999 2001 2004 2006 2009 2012

SMEs Small enterprises Medium enterprises

(10,000 enterprises)

Changes in the Number of SMEs

Source: 2012 Economic Census – Economic Census for Business Activity, 2009 Economic Census – Economic Census for Business Frame, and Establishment and Enterprise Census (Ministry of Internal Affairs and Communications)

Changes in the Economic and Social Structure Faced by SMEs and Small Enterprises (2): Globalization and Changes in the Employment Structure

○Capital investment in the manufacturing industry increased in Japan and overseas until the Lehman Shock, but thereafter, the economy slowed sharply and domestic and overseas capital investment both decreased. In the expansion stage from 2010 onwards, overseas capital investment steadily increased, while domestic capital investment remained sluggish.

〇In the last ten years, the number of salaried workers decreased in the manufacturing industry (down by 2.65 million people) but increased in the services industry (up by 2.85 million people). The average wage increased slightly in the manufacturing industry (up by 20,000 yen) but decreased significantly in the services industry (down by 460,000 yen).

10

Average Wage and Number of Salaried Workers in the Manufacturing Industry and the Services Industry

2002年1-3月期

2003年1-3月期

2008年1-3月期2009年1-3月期

2010年1-3月期

2011年3月

2012年1-3月期

2013年7-9月期リーマン・ショック

2008年9月

0.20

0.25

0.30

0.35

0.40

0.45

0.50

0.55

0.60

0.65

0.70

0.75

0.80

0.85

0.90

2.0 3.0 4.0 5.0

Ov

ers

eas

cap

ital

inv

est

men

t (t

rill

ion

yen

)

Domestic capital investment (trillion yen)

Changes in Overseas and Domestic Capital Investment (Manufacturing)

Source: Financial Statements Statistics of Corporations by Industry (quarterly report) (Ministry of Finance) and Quarterly Survey of Overseas Subsidiaries (Ministry of Economy, Trade and Industry)

Jul.–Sep. 2013

Jan.–Mar. 2012

Great East Japan Earthquake

Jan.–Mar. 2011

Jan.–Mar. 2010

Jan.–Mar. 2003

Jan.–Mar. 2009Jan.–Mar. 2008

Jan.–Mar. 2007

Lehman Shock

Jan.–Mar. 2002

Manufacturing industry

Services industry

Ave

rage

wag

e (1

0,00

0 ye

n)

Ave

rage

wag

e (1

0,00

0 ye

n)

2012: 4.45 million yen

2012: 10.44 million people

Up by 20,000

yen from 2002

Gap of 1.35

million yen Down by

2.65 million people from

2002

2012: 3.10 million yen

Down by 0.46 million yen from 2002

2012: 18.17 million people

Up by 2.85 million people

from 2002

Number of salaried workers (10,000 people)

Number of salaried workers (10,000 people)

Source: Statistical Survey of Actual Status for Salary in the Private Sector (National Tax Agency)

Changes in the Economic and Social Structure Faced by SMEs and Small Enterprises (3): Informatization

○Information technology has developed very rapidly. Household ownership of mobile phones has already exceeded 90% and smartphones and tablet computers have also spread very fast in the last three years. Accordingly, more and more consumers have come to prefer Internet sales to over-the-counter sales and the e-commerce market for individuals is expanding.

○However, small enterprises have been unable to sufficiently utilize such opportunities. The majority of small enterprises do not have their own website. Those selling products and receiving orders via their own website account for only 10% of the total and less than 10% have their own shops or market their goods on Internet shopping sites.

11

37.7 50.5

58.0

71.7 78.2 77.5 80.5 80.8 85.0 85.9 87.2 83.4

77.4 75.8

9.7

29.3 49.5

67.7 78.5 78.2

87.6 94.4 92.2 90.0 91.3 95.0 95.6 96.3 93.2 94.5 94.5

7.2 8.5 15.3 0

20

40

60

80

100

98 99 01 02 03 04 05 06 07 08 09 10 11 12

Personal computers SmartphonesMobile phones or PHSs Tablet computers

Source: 2012 Communications Usage Trend Survey (Ministry of Internal Affairs and Communications)

(%)

(Year)

Changes in Household Ownership of IC Terminals

6.1 6.7 7.8 8.5 9.5

1.8 2.1 2.5

2.8 3.1

0.00.51.01.52.02.53.03.5

02468

10

08 09 10 11 12

Size of the e-commerce market (left scale)

Percentage of e-commerce transactions (right scale)

Source: FY2012 Research on Infrastructure Development in Japan's Information-based Economy Society (E-Commerce Market Survey) (Ministry of Economy, Trade and Industry)

(Trillion yen)

Changes in the Size of the E-Commerce Market for Individuals

(Year)

(%)

46.3

12.8

7.6

80.4

17.6

8.6

95.6

31.0

21.9

0 20 40 60 80 100

Establish the enterprise’s own website

Sell products and receive orders via the enterprise’s

own website

Have shops or place goods on Internet

shopping sites or onInternet auctions

Small enterprises(n=826)

Medium enterprises(n=1,303)

Large enterprises(n=294)

(%)

Introduction of IT by Enterprise Size and Utilization Form (2007 and 2012)

39.6

9.9

5.8

73.0

16.5

7.4

85.3

27.8

9.5

020406080100


Medium enterprises(n=1,990)

Large enterprises(n=713)

2007 2012

Source: 2013 White Paper on Small and Medium Enterprises in Japan

(%)

○It is assumed that each prefecture and municipality has its own regional resources that are expected to play a key role in revitalizing local economies. In particular, many municipal governments answered that they have local specialties, such as agricultural and fisheries products and tourism resources.

○Nearly half of the regional resources designated by relevant prefectures are tourism resources, but only 7% of them have been used in authorized business plans, thereby receiving government support → There is room for further utilization of the system.

○95% of applications to receive authorization for business plans to receive government support are filed respectively by single enterprises. → Groups of enterprises should be encouraged to utilize these resources collaboratively in order to ensure revitalization of local economies.

Changes in the Economic and Social Structure Faced by SMEs and Small Enterprises (3): Utilization of Regional Resources (i)

28.2

0.0

20.5

10.3

35.9

5.1

0.0

36.9

1.6

34.9

2.3

15.1

2.8

6.3

0

5

10

15

20

25

30

35

40

Agriculturaland fisheries

products

Traditionalcraft

Tourismresources

Technology Industrialinfrastructure

Others Nothing inparticular

Prefectures(n=39) Municipalities(n=867)

(%)

Regional Resources Expected to Play a Key Role in Revitalizing Local Economies

Source: Survey on Local Governments’ SME Support Measures (conducted by Mitsubishi UFJ Research and Consulting Co., Ltd. in November 2013 under contract from the SME Agency)

4,145 (30％)

2,935 (21％)

6,700 (49％)

Agricultural and fisheries productsIndustrial productsTourism resources

(Cases)

434 cases (36%)

690 cases (57%)

90 cases (7%)

Designation of Regional Resources and Authorization of Business Plans

Designation of Regional Resources Authorization of Business Plans for Utilizing Regional Resources

Source: Surveyed by the SME Agency

1,156 (95％)

47 (4％)

7 (1％) 4

(0％)

1 enterprise

2 enterprises

3 enterprises

4 or moreenterprises

Source: Surveyed by the SME Agency

Number of Enterprises Involved in Approved Business Plans

(Cases)

12

Changes in the Economic and Social Structure Faced by SMEs and Small Enterprises (3): Utilization of Regional Resources (ii)

○Acquisition of foreign currency through tourism, or by attracting foreign visitors in particular, is one of the prospective means of revitalizing local economies, which are facing diminishing demand due to population decline, etc.

○Foreign visitors are generally interested in Japanese food culture, hot springs, and nature. Areas without famous tourism resources may also be able to attract foreign visitors based on ecotourism or by offering opportunities for agricultural or forestry experiences or fisheries experiences, while fully utilizing their unique food culture.

〇The number of foreign visitors exceeded 10 million for the first time in 2013. However, compared with such countries as France, the United States, China and the Republic of Korea, foreign tourists visiting Japan are still small in number. It is highly likely that Japan can further increase foreign visitors, and local communities need to make an overall effort to develop a favorable environment to welcome them.

13

0.010.020.030.040.050.060.070.080.090.0

100.0

Eat J

apan

ese

food

Shop

Wal

k ar

ound

in d

ownt

own

area

s

Enjo

y na

ture

and

vis

it sc

enic

site

s

Stay

at a

Japa

nese

inn

Go

to so

me

hot s

prin

gs

Expe

rienc

e Ja

pane

se h

isto

ry a

ndtra

ditio

nal c

ultu

re Bus

ines

s

Expe

rienc

e Ja

pane

se li

fest

yle

Vis

it m

useu

ms a

nd a

rt m

useu

ms

Enjo

y fo

ur d

istin

ct se

ason

s (ch

erry

blos

som

s, au

tum

n le

aves

, sno

w,

etc.

)

Nat

ural

exp

erie

nce

tour

and

expe

rienc

e of

rura

l life

Obs

erve

per

form

ing

arts

(Kab

uki,

stag

e pl

ay, m

usic

, etc

.)

Ski

Wat

ch sp

ort g

ames

(Sum

ow

rest

ling,

foot

ball,

etc

.)

What they did this time

What they want to do next time

(%)

What Foreign Visitors Did during Their Stay in Japan and What They Want to Do on Their Next Visit.

8,302

6,697 5,773 5,770

4,636

3,570 3,041 2,928 2,574 2,503

1,114 836

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

France US China Spain Italy Turkey Germany UK Russia Malaysia Republic ofKorea

Japan

Source: Created by the SME Agency based on Number of Foreign Visitors by Country and Region Worldwide (JNTO)

(10,000 people)

Number of Foreign Visitors (Top 10 Countries, Republic of Korea (23rd) and Japan (33rd)) (2012)

Example: Inakadate-mura, Aomori (rice field art) Inakadate-mura in Aomori prefecture is a village in the southern part of the Tsugaru plain and has 8,200 residents. The village, which faces population decline and aging, started to utilize its specialty as a rice-producing area (rice fields) to make works of art and succeeded in revitalizing the area by inviting around 0.25 million tourists in 2013. The village was featured in overseas media, attracting attention from abroad as well.

Stay at farmhouse guest houses (Tateyama-machi, Toyama

prefecture) Organize tours targeting foreign visitors to have them experience local nature and culture.

Whale watching (Ogasawara Islands)

Provide ecotourism, while preserving the habitat for whales (Photo: Ogasawara Whale Watching Association)

Rural life experience Ecotourism

Source: 2012 Consumption Trend Survey for Foreigners Visiting Japan (Japan Tourism Agency)

Part III Japan’s Future to be Driven by SMEs and Small

Enterprises

14

Individual Proprietor I 4,671 (32%)

Individual Proprietor II 2,750 (19%)

Corporation I 1,192 (8%)

Individual Proprietor II

472 (3%) Individual Proprietor I 638（4%）

Corporation III 216 (2%)

Corporation II 190 (1%)

<Those seeking broad -based demand>

Corporation III 452 (3%)

Corporation II 471 (3%)

Corporation I 3,467 (24%)

Thos

e se

ekin

g gr

owth

Corporation III: Corporation with the personnel in charge of accounting and sales Corporation II: Corporation with the personnel in charge of accounting Corporation I: Unorganized small-sized corporation Individual Proprietor II: Individual proprietor with employees Individual Proprietor I: Individual proprietor without employees or with only family workers

Those seeking sustainability and

enhancement

Source: Created by the SME Agency based on Survey for Ascertaining Current Status of Business Activities of Small Enterprises (Central Federation of Societies of Commerce and Industry) (Note) Compiled the date for 14,519 small enterprises out of the results of the questionnaire survey targeting a total of 18,078 member enterprises conducted by the Central Federation of Societies of Commerce and Industry in October 2013

〇Small enterprises are classified into those seeking local demand (approx. 81%), and those seeking broad-based demand (approx. 19%). Furthermore, they are broken down into five stages depending on their organizational maturity.

○The Bill for the Basic Act for Promoting Small Enterprises, which is scheduled to be submitted to the current ordinary session of the Diet, emphasizes the sustainable development of business, which includes the enhancement of technology and know-how and the maintenance of stable employment, together with growth and development, which are the basic principles of the Small and Medium-sized Enterprise Basic Act.

○Based on this Bill, the 2014 White Paper conducts structural analysis, also highlighting small enterprises seeking sustainability and enhancement, which intend to achieve stable, sustainable business models instead of aiming to become higher stage companies.

< Those seeking local demand>

Real number Distribution ratio

Those seeking growth 1,872 13％

Those seeking sustainability and enhancement 9,487 65％

Those not classified (Corporation III) 452 3％

Total 11,811 81％

Real number Distribution ratio

Those seeking growth 767 5％

Those seeking sustainability and enhancement 1,725 12％

Those not classified (Corporation III) 216 2％

Total 2,708 19％

Total

18%

77%

5%

100%

15

Average number of employees: 8.8





Corporation III

Corporation II

Corporation I

Individual Proprietor II

Individual Proprietor I 95

% a

re u

norg

aniz

ed co

rpor

atio

ns ca

tego

rized

as

Cor

pora

tion

I or i

ndiv

idua

l pro

prie

tors

.

Japan’s Future to be Driven by SMEs and Small Enterprises (1): Structural Analysis of Small Enterprises –Development of Demand is the Key– (i)


enhancement


enhancement

Those seeking sustainability

and enhancement


enhancement

〇Looking at major suppliers, those seeking local demand purchase 80% or more of goods locally and sell them within the same region. Therefore, these small enterprises contribute to the circulation of local funds.

〇Those seeking broad-based demand purchase around 60% of goods locally and sell them outside the region. These small enterprises acquire funds from outside the region (defined as connector hub companies).

〇Local economies are based on a balance of enterprises seeking local demand that contribute to the circulation of local funds and those seeking broad-based demand that bring in funds from outside.

16

Japan’s Future to be Driven by SMEs and Small Enterprises (1): Structural Analysis of Small Enterprises –Development of Demand is the Key– (ii)

Cash Flow of Enterprises Seeking Broad-based Demand and Enterprises Seeking Local Demand

Enterprises seeking broad-based demand

Enterprises seeking local

demand

Regional economy

Economy outside the region

Payment

Payment

Payment

Paym

ent

Sale

Sale

Sale

Wag

e

Wage

Sale

Wage

Enterprises in the region

Local residents

16.7

19.8

24.3

25.4

14.4

16.1

30.2

31.3

25.2

22.0

29.7

28.4

15.5

19.3

7.2

7.6

27.5

21.9

8.5

7.1

0.8

0.8

0.2

0.2

0% 100%

Those seeking growth(n=743)


enhancement(n=1,727)

Those seeking growth(n=1,818)


enhancement(n=9,491)

From the same municipality From neighboring municipalities

From the same prefecture From neighboring prefectures

From nationwide From overseas

Source: Created by the SME Agency based on Survey for Ascertaining Current Status of Business Activities of Small Enterprises (Central Federation of Societies of Commerce and Industry)

Major Suppliers for Small Enterprises by Category

Those seeking local demand

Those seeking broad-based demand

〇Development of demand and sales channels is the biggest challenge for small enterprises. They are faced with serious issues, such as diminishing demand due to population decline and depopulation and changes in consumers’ needs due to population aging.

〇Enterprises seeking local demand are regionally well-known small enterprises deeply rooted in local communities that have provided goods and services based on residents’ needs. They should aim to find niche demand based on the relationships of trust with local residents, and on which large enterprises do not focus.

〇Considering the advancement of information technology, etc., enterprises seeking broad-based demand should take advantage of their original technology and services, such as through the development of domestic and overseas sales channels through internet sales and in collaboration with large and medium enterprises led by local governments, etc. to attract broader demand.

17

Japan’s Future to be Driven by SMEs and Small Enterprises (1): Structural Analysis of Small Enterprises –Development of Demand is the Key– (iii)

Issue-Specific Means for Offering Support for the Development of Sales Channels

Issue Ideal means for offering support

How to approach new customers ・Convention for presenting technologies

Selection of targeted markets

・Support for sales channel development by societies of commerce and industry and chambers of commerce and industry ・Utilization of sales channel development advisors

PR activities for products and services ・Holding of exhibitions of local products ・Operation of antenna shops ・Support for Internet sales

Convention for presenting technologies

Operation of an antenna shop

0

5

10

15

20

25

30

35

40

45

50

To strengthen and maintain existing sales force

To cultivate and develop new customers and sales channels in

Japan

To develop new products and services

To add value to existing products and services (branding)

To enhance and maintain technological capabilities

To secure and foster human resources

To foster and decide a successor To reduce cost, cut the personnel, and enhance operational efficiency

To secure (daily) operating funds

Development of sales channels Product development Human resources and management

Those seeking sustainability and enhancement(n=8,963) Those seeking growth(n=1,757)

Those seeking sustainability and enhancement(n=1,682) Those seeking growth(n=741)


（％）

Business Challenges for Small Enterprises by CategoryThose seeking local demand

Those seeking broad-based demand


Business Challenges for Small Enterprises by Category

Japan’s Future to be Driven by SMEs and Small Enterprises (2): Starting up or Establishing Businesses –Creation of New Players– (i)

○In recent years, there has been a significant decrease in people intending to start businesses (nearly halved from the range of 1.6 million to the range of 0.8 million). However, the number of entrepreneurs has remained almost the same, with 0.2 to 0.3 million entrepreneurs newly emerging every year. ○The following three issues are considered to have caused the low business startup rate in Japan. 1.Low awareness related to starting businesses: “The education system is not sufficient.” “People are apt to seek stable employment.” “People do not recognize starting a business as an option.” 2.Unstable livelihood after starting a business: “People worry about the risk of an unstable livelihood.” “There is no safety net.” “It is difficult to gain re-employment.” 3.Costs and procedures for business startups: “Business startups require too much capital.” “Procedures for business startups are cumbersome.”

Source: Survey on Environment for Business Startups and Potential Entrepreneurs in Japan (conducted by Mitsubishi UFJ Research and Consulting Co., Ltd. in December 2013 under contract from the SME Agency)

資料：総務省「就業構造基本調査」再編加工

18

169.1 166.0178.4

150.6

166.5

140.6

101.4

83.9

75.1 80.0 82.567.8

80.160.8 52.1

41.826.6 25.1 29.4 23.5 28.7 29.2 24.8 22.3

0

20

40

60

80

100

120

140

160

180

200

79 82 87 92 97 02 07 12

Entrepreneurs People intending to start business but not preparing for it

People preparing for starting business People intending to start business

Source: Recompiled and processed based on Employment Status Survey (Ministry of Internal Affairs and Communications)

Changes in People who Start Business

(10,000 people)

(Year)

36.9 33.8

30.8 29.6

24.0 23.8 23.4

16.0

0

5

10

15

20

25

30

35

40

Peo

ple

wo

rry

abo

ut t

he

risk

of

uns

tabl

e li

fe

afte

r st

arti

ng

bu

sine

ss

Th

ere

is n

o s

uff

icie

nt s

afet

y n

et in

the

even

t o

f a

fail

ure

in b

usi

nes

s, in

clud

ing

per

sona

l gu

aran

tee

issu

es.

Bu

sin

ess

star

tup

cos

t is

too

hig

h.

Peo

ple

are

ap

t to

see

k st

able

em

plo

ymen

t su

ch a

s at

a la

rge

ente

rpri

se.

Th

e ed

uca

tion

sy

stem

fo

r fo

ster

ing

entr

epre

neur

s is

no

t suf

fici

ent.

Peo

ple

hav

e fe

w c

hanc

es to

rec

ogn

ize

star

ting

bu

sin

ess

as a

n o

ptio

n.

Th

ere

is li

ttle

mo

bil

ity

in e

mp

loym

ent a

nd it

is

dif

ficu

lt to

gai

n r

e-em

ploy

men

t in

the

even

t o

f a

fail

ure

in b

usi

nes

s.

Pro

ced

ure

s fo

r b

usin

ess

star

tups

are

co

mp

lica

ted

.

(%)(n=3,680)

Reasons Considered to Have Caused the Low Business Startup Rate in JapanLow awareness for starting business

Unstable life and income after starting business

Costs and procedures for business startups

Japan’s Future to be Driven by SMEs and Small Enterprises (2): Starting up or Establishing Businesses –Creation of New Players– (ii)

○In order to raise people’s awareness related to starting businesses, education on entrepreneurship should be provided from the stage of compulsory education to give children opportunities to have contact with entrepreneurs and thereby encourage them to have an interest in business startups. Furthermore, efforts should be made to erase the impression that starting a business involves high risks and to communicate that substantial numbers of entrepreneurs are satisfied with their businesses.

○In order to ensure a stable life and income after starting a business, safety nets including proprietor guarantees, to which new guidelines are applied, and Small Enterprises Mutual Aid must be enhanced, and the handling of unemployment insurance also needs to be reconsidered. Furthermore, subsidiary businesses and auxiliary businesses should be further promoted.

○In order to reduce the costs and procedural burdens of business startups, efforts should be made to realize a society which fosters entrepreneurs, with help of existing enterprises, and build a mechanism similar to France under which people can benefit from starting businesses. Additionally, enhancement of the consulting system involving existing entrepreneurs and private support organizations is also required.

Three Issues and Measures toward Becoming an Entrepreneurship Superpower

Is subsidiary business or auxiliary business permitted?

Measure 1: Education on entrepreneurship Measure 2: Change of social evaluation concerning business startups

Measure 1: Safety net for starting business (i) Review of the guidelines on proprietor guarantee (ii) Small enterprises Mutual Aid System (iii) Stabilization of income after starting business (unemployment insurance) Measure 2: Promotion of subsidiary and auxiliary businesses

Measure 1: Realization of a society which helps people start business Measure 2: Mechanism under which people can benefit from starting a business Measure 3: Enhancement of the system for providing consultation on business startups

[Issue 1] Need to change people’s awareness related to starting businesses

[Issue 2] Need to stabilize livelihood after starting business

[Issue 3] Need to reduce costs and procedural burden for business startups

19

21.4

67.2

11.4

Yes

No

Do not know


(n=439)


48.1

13.2

38.6

I want to engage in subsidiary business or auxiliary business, if permitted.

I want permission, but will not engage in subsidiary business or auxiliary business myself.

I do not want permission.

Do you want permission to engage in subsidiary business or auxiliary business?Do you want to engage in subsidiary business or auxiliary business, if permitted?

(n=295)

Do you want permission to engage in subsidiary business or auxiliary business? Do you want to engage in subsidiary business or auxiliary business, if permitted?

0

10

20

30

40

50

60

70

2005 2006 2007 2008 2009 2010 2011 2012 2013

Individual proprietors Individually-funded enterprises Enterprises funded by multiple investors

Source: Hors auto-entreprises, les créations d’entreprises augmentent en 2013 (INSEE)

(10,000 enterprises)

Changes in the Number of Entrepreneurs in France

(Year)

Japan’s Future to be Driven by SMEs and Small Enterprises (3): Business Succession or Closure (Business Succession) –Passing the Baton to the Next Generation– (i)

0

10

20

30

40

50

60

70

80

87 88 89 90 91 92 93 94 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12

親族買収内部昇格外部招へい

Source: Recompiled and processed based on CCR Database and COSMOS 2 Database (Teikoku Database, Ltd.)

(%)

(Year)

Changes in Forms of Business Succession over Years Among relatives

Through business acquisition

Through internal promotion

Through appointment of personnel from the outside

○ The percentage of business handovers to a third party other than relatives, such as through internal promotion and appointment of personnel from the outside, is increasing. In light of such circumstances, this White Paper takes up and analyses the issue of business handovers to third parties. ○ More than 80% of business managers consider that three years or more are required for fostering successors, but 60% of those in their sixties, 50% of those in their seventies, and 40% of those in their eighties are not well prepared for handing over their businesses. ○ Efforts need to be made to provide detailed information and raise people’s awareness so that business managers can start preparing for business succession at an early stage.

20

14.8

8.6

29.4

24.5

39.9

47.4

13.6

16.3

2.3

3.2

0% 100%

Small enterprises （n=2,860）

Medium enterprises （n=1,910）

Less than 3 years 3 years or more but less than 5 years5 years or more but less than 10 years 10 years or more but less than 20 years20 years or more

Years Required for Fostering Successors

2.0

5.4

11.3

18.3

20.0

36.3

41.4

41.0

31.3

30.0

25.2

20.2

26.9

18.2

14.2

13.5

19.8

10.0

7.9

7.0

0% 20% 40% 60% 80% 100%

Those in theirfifties(n=3186)

Those in theirsixties(n=4653)

Those in theirseventies(n=1818)

Those in theireighties(n=371)

Have prepared sufficiently Have prepared to some extentHave prepared little Have not prepared at allFeel no need to make preparations

Business Managers’ Preparedness for Business Succession by Age

Source: Created by the SME Agency based on Survey for Ascertaining Current Status of Business Activities of Small Enterprises (Central Federation of Societies of Commerce and Industry )

Source: Business Succession of SMEs (Japan Finance Corporation)

○ Business closures and company dissolutions have been increasing recently. As reasons for deciding to close the business, approximately 50% of respondents cited the aging and health problems of the business manager and approximately 10% of them cited anxiety over the future of their business. ○ Approximately 50% responded that they consulted with their family members or relatives about business closures, and approximately 30% responded that they did not consult with anyone. The White Paper also analyses the actual conditions of business closures (problems at the time of closing business and life thereafter, etc.), which had not been previously examined, to clarify the situation.

Japan’s Future to be Driven by SMEs and Small Enterprises (3): Business Succession or Closure (Business Closure) –Passing the Baton to the Next Generation– (ii)

Source: Survey on Small Enterprises’ Business Closure (conducted by Teikoku Database, Ltd. in December 2013 under contract from the SME Agency) 21

14,181

16,821

19,239

20,637 21,346

24,968 25,530

26,544 25,743

27,825 28,943

16,255

13,679 12,998

13,245 14,091

15,646 15,480

13,321 12,734

12,124 10,855

0

5,000

10,000

15,000

20,000

25,000

30,000

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Number of cases of business closure and companydissolution

Number of bankruptcy cases

Source: Surveyed by the Tokyo Shoko Research, Ltd.

(Cases)

(Year)

Changes in the Number of Cases of Business Closure, Company Dissolution, and Bankruptcy

Aging and (physical and mental) health problems of the business manager

48.3

Anxiety over the future of business

12.5

Termination of transactions with major trade partners (including

their bankruptcy and relocation)

7.8

Business manager’s family problems (need

for nursing care, the aging, educational

problems, etc.) 4.9

Avoided a further deterioration in business

4.4

Could not find any successors (lacked a

clear view of business succession)

4.2

Others 18.0

Reasons for Deciding to Close the Business

(n=617)

(%)

48.1

3.3 2.2 2.2

6.8

28.7

0

10

20

30

40

50

60

Fami

ly me

mbers

or re

latives

Emplo

yees

Supp

liers

Cham

bers o

f com

merce

and

indust

ry or

societ

ies of

co

mmerc

e and

indu

stry

Certif

ied pu

blic a

ccoun

tant o

r tax

acco

untan

ts

Did n

ot co

nsult w

ith an

yone

(%)

Who to Consult with about Business Closure

(n=741)

Who to Consult with about Business Closure

0

2

4

6

8

10

12

14

0

20

40

60

80

100

120

140

160

1965 1970 1975 1980 1985 1990 1995 2000 2005 2010

Number of people who newly joined the aid (right scale)

Number of people who withdrew from the aid (right scale)

Number of members

Source: Surveyed by the Organization for Small & Medium Enterprises and Regional Innovation, Japan (SMRJ))

(10,000 people) (10,000 people)

(FY)

22

Japan’s Future to be Driven by SMEs and Small Enterprises (3): Business Succession or Closure –Passing the Baton to the Next Generation– (iii)

○ Giving due consideration to SMEs and small enterprises trying to find successors from within or from the outside, measures are to be taken to support business handovers to third parties, by securing highly-motivated human resources and matching them to enterprises seeking successors. The situation will be monitored and appropriate support will be provided on a long-term basis. ○ Measures to aid in business closure include [i] providing of basic information on business closures, [ii] offering expert assistance with due consideration to anonymity (telephone consultation service), and [iii] further dissemination and expansion of the small enterprises mutual aid system.

Changes in the Number of People who Newly Joined or Withdrew from the Small Enterprises Mutual Aid and the

Number of Members Thereof

Business Handover to a Third Party

Through internal promotion

Through appointment of personnel from

the outside

In-house work for

several years

(ii) In effect, invite personnel from the outside and have him/her engage in in-house work for several years, and then hand over the business to said personnel through internal promotion.

(i) Hand over the business immediately after appointing the personnel from the outside

(1) Secure highly-motivated human

resources and match them to enterprises

(2) Provide care and monitor the developments on a long-term basis

45.7

38.1

28.6

30.8

25.7

31.1

0% 100%


Medium enterprises(n=633)

Yes No Do not know

Source: Questionnaire Survey on Business Conditions and Business Succession of SMEs and Small Enterprises’ (conducted by Teikoku Database, Ltd. in December 2013 under contract from the SME Agency)

Are You Considering the Possibility of Handing Over Your Business to an External Third Party?

Business Handover to a Third Party

Japan’s Future to be Driven by SMEs and Small Enterprises (4): Overseas Business Expansion –Identify Factors for Success and Failure– (i)

○ In order to capture emerging overseas demand, SMEs and small enterprises are actively developing business overseas. It is notable that out of enterprises that have never engaged in exporting, those interested in export are larger in number among small enterprises. ○ Securing buyers and reliable business partners and advisors is the biggest challenges in promoting overseas business expansion. However, existing public organizations that offer support for overseas business expansion are not fully utilized and they are not necessarily highly evaluated.

4.2

5.5

6.8

8.6

24.0

29.8

65.0

56.1

0% 100%

中規模企業 (n=1,280)

小規模事業者 (n=544)

実施する準備をしている検討している

関心はある関心はない

Now preparing for commencing exports

Considering the possibility of commencing exports Interested in exporting

23 Source: Questionnaire Survey for Ascertaining Current Status of SMEs’ Overseas Business Expansion (conducted by Sompo Japan Nipponkoa Risk Management Inc. in December 2013 under contract from the SME Agency)

29.1

16.8

13.9

10.6 7.7

7.5

4.2 3.7 3.0 2.7

25.8

16.2

13.2

8.0 6.6

10.2

4.7 4.6 4.8 4.2

0

5

10

15

20

25

30

35

販売先の確保

信頼できる提携先・

アドバイザーの確保

現地の市場動向・ニーズの把握

海外展開を主導する人材の確保

海外向け商品・サービスの開発

採算性の維持・管理

外国語や貿易関連事務が

できる人材の確保

現地の法制度・商習慣の把握

リスク・トラブルへの対応

必要資金の確保

売上高が増加した企業 (n=1,680) 売上高が増加しなかった企業 (n=722)

(％)

Efforts Considered Most Important to Succeed in Export (the Difference between Success and Failure)

Enterprises whose sales increased

Enterprises whose sales did not increase

Secu

re in

tend

ed b

uyer

s

Secu

re re

liabl

e bu

sines

s pa

rtner

s an

d ad

viso

rs

Asc

erta

in lo

cal m

arke

t tre

nds

and

need

s Se

cure

per

sonn

el w

ho le

ad o

vers

eas

busin

ess

expa

nsio

n D

evel

op p

rodu

cts

and

serv

ices

fo

r exp

orts

M

aint

ain

and

man

age

prof

itabi

lity

Secu

re p

erso

nnel

who

hav

e co

mm

and

of fo

reig

n la

ngua

ges

and

can

hand

le tr

ade-

rela

ted

serv

ices

Und

erst

and

loca

l leg

al s

yste

ms

and

busin

ess

prac

tices

Res

pond

to ri

sks

and

troub

les

Secu

re n

eces

sary

fund

s

Policies concerning Exports for Enterprises that have never Engaged in Exporting

Not interested in exporting

66.1

44.8 50.659.0 53.2

33.9

55.2 49.441.0 46.8

0102030405060708090

100

JETR

O(n

=1,75

3)

SMRJ

(n=1

,341)

Loca

l gov

ernm

ents

(n=1

,166)

Socie

ties o

f com

mer

ce an

din

dustr

y or c

ham

bers

ofco

mm

erce

and i

ndus

try(n

=1,39

4)

Gove

rnm

ent-r

un fi

nanc

ialin

stitu

tions

(n=1

,504)

Have used the organization

Have never used the organization

Use and Evaluation of Public Organizations that Offer Support for Overseas Business Expansion by Enterprises Engaged in Exporting or Direct Investment

(%)

57.5

68.4

67.5

65.3

57.4

0% 100%

JETRO(n=1,159)

SMRJ(n=601)

Local governments(n=590)

Societies of commerce and industry orchambers of commerce and industry

(n=822)

Government-run financial institutions(n=800)

Very satisfied Satisfied No opinionDissatisfied Very dissatisfied

Evaluation of public organizations that offer support for overseas business expansion by enterprises that have used them

Japan’s Future to be Driven by SMEs and Small Enterprises (4): Overseas Business Expansion –Identify Factors for Success and Failure– (ii)

○ In order to help SMEs and small enterprises expand overseas, efforts shall be made to strengthen and expand the SME Overseas Business Support Platforms, which is a network consisting of public and private support organizations which provide support for legal, accounting, and labor affairs, help fund procurement, and offer assistance in securing human resources and cultivating business partners. ○ There are at least 10,000 private enterprises offering support for overseas business expansion, among which at least 2,000 are offering comprehensive support. Collaboration with these private enterprises offering support for overseas business expansion should also be promoted with the aim of flexibly responding to diversifying needs of SMEs and small enterprises developing business internationally.

24

BPO

M&A

Insurance

Fostering of global human resources

Recruitment and staffing

Labor affairs support

Fostering of local

personnel

Applications for

trademarks and patents

Tax affairs and accounting

Overseas legal work (written agreements,

legal affairs)

Market research Enterprise research

Interpretation Translation

Digima – 出島 –

Overseas SEO Overseas advertisement

Overseas inspection trips

Inbound Offshore

development

Building of overseas EC markets

Creation of multilingual websites

Web Platform Operated by Resorz Co., Ltd. Overseas Business Expansion Support Services Registered in

“Digima – 出島 –”

Myanmar (Yangon)

China (Chongqing/Chengdu)

Philippines (Manila)

Indonesia (Jakarta)

Brazil (Sao Paulo)

Thailand (Bangkok)

India (Mumbai, Chennai)

*Scheduled to establish five more platforms

Vietnam (Hanoi,

Ho Chi Minh)

Coordinators Strengthening of local

networks

Local private support organizations (financial

institutions, consultants, legal offices and

accounting offices, etc.)

Local related organizations (chambers of

commerce and industry,

technological universities, etc.)

Local public support organizations (Japanese embassies,

JICA, HIDA, etc.)

JETRO

SME Overseas Business Support Platform

Locations where the SME Overseas Business Support Platform is Established

Conceptual Diagram of the SME Overseas Business Support Platform

Resorz Co., Ltd. An enterprise located in Meguro-ward, Tokyo, which provides services to support the overseas business expansion of SMEs. The enterprise operates the web platform, “Digima –出島–,” where it helps matching between enterprises seeking to expand business overseas and enterprises offering support for overseas business expansion.

Business closure and withdrawal

Support for distribution, exports, and

customs clearance

Subsidies for fund

procurement

Overseas business trips

Agency services for visa applications

Overseas business expansion using social media

Sales support (developing sales channels and trade

partners)

Building

IT infrastructure

Real estate and rental office

services

Agent work for placing goods

on overseas EC malls

Support for participating in

overseas exhibitions

Support for opening stores and

developing FC networks

Support for overseas settlement remittance

Consulting for comprehensive support for overseas business

expansion

Agency services for registration of the establishment of business bases

○ Crowdsourcing is a mechanism for procuring necessary human resources when necessary, utilizing external resources through the internet. This may enable SMEs and small enterprises, which generally lack managerial resources, to overcome their longtime business challenges. ○ Fund procurement through the use of IT (so-called crowd-funding) makes it possible for individuals to directly make investments in enterprises. This expands the possibility of fund procurement for enterprises that have faced difficulties in procuring funds from financial institutions, etc. due to various reasons.

Japan’s Future to be Driven by SMEs and Small Enterprises (5): New Trend –Possibility of New Means for Overcoming Challenges– (i)

25

Example 1: Mochizuki Farm (Yamanashi City, Yamanashi) ○ A farm that grows peaches and tomatoes created a logo to unify images of its agricultural products and processed products. The farm utilized crowdsourcing in order to make up for its insufficient design resources. The created logo has successfully demonstrated unified image of the farm as a whole and increased new sales destinations, thus exerting positive effects on business performance.

Example 2: Shinkame Sake Brewery (Hasuda City, Saitama) ○ Japanese liquor junmaishu (sake made without added alcohol or sugar) made by Shinkame Sake Brewery takes two to three years to mature. Therefore, there is a time lag between the initial investment and gaining income from sales. The brewery overcame this problem through fund procurement through the use of IT and crowd-funding, and gained customers and fans nationwide who love junmaishu.

44107

246

391

618

970

1,474

0

200

400

600

800

1,000

1,200

1,400

1,600

FY2011 FY2012 FY2013 (estimate) FY2014 (projection)FY2015 (projection)FY2016 (projection)FY2017 (projection)

(100 million yen)

Changes in and Projections of Domestic Crowdsourcing Market Size

Source: Created by the SME Agency based on BPO (Business Process Outsourcing)/Crowdsourcing Market in Japan: Key Research Findings 2013 (Yano Research Institute Ltd.)

(FY)

492690

1,131

2,342

5,370

0

1,000

2,000

3,000

4,000

5,000

6,000

09 10 11 12 2013 (projection)

Source: Created by the SME Agency based on The Crowdfunding Industry Report (Massolution)

(100 million yen)

Global Market Size for Fund Procurement through the Use of IT

(FY)

○ The idea of Creating and Realizing Shared Value (CRSV), which aims to concurrently achieve the creation of social value and the creation of corporate value by solving social problems through business, would be a means for survival for SMEs and small enterprises that conduct business deeply rooted in local communities. ○ Efforts by SMEs and small enterprises to solve regional issues through business will create social value in the form of revitalizing local economies, and at the same time will increase the income of local residents. Furthermore, they will bring about creation of new customers and demand in the region and will create a virtuous cycle that may lead to the creation of corporate value in the form of increasing corporate profits. Such efforts are the key to CRSV and achieving sustainable business activities.

* Michael Porter, a US management scholar, called this idea “Creating Shared Value” (CSV) in 2011.

Japan’s Future to be Driven by SMEs and Small Enterprises (5): New Trend –Possibility of New Means for Overcoming Challenges– (ii)

26

Creation of social value (revitalization of local

economies)

Creation of corporate value (increase of corporate profits)

(i) Solving regional issues through business

(ii) Increase local residents’ income Improvement of living environment

Virtuous cycle

Means for Survival for SMEs and Small Enterprises (CRSV)

Example 2: Ohsato Sogokanri Co., Ltd. (Oamishirasato City, Chiba) ○ The company carries out over 200 regional activities annually, in addition to its main business, real estate services. It carries out the activities in response to challenges of local residents, such as by renting out space, holding concerts, and organizing lecture courses, not as charity work but as regional activities contributing to its main business. Through these efforts, the company concurrently achieved the creation of social value and the creation of corporate value.

Example 1: Limited Company Chuo Taxi (Ohgawara-machi, Miyagi) ○ In order to solve real-world problems, the company introduced taxis that wheelchair users can board without leaving their wheelchair, in addition to ordinary taxis. As a result, the company successfully created social value by ensuring mobility for local people with mobility issues and at the same time created corporate value through word of mouth which increased and retained customers.

Part IV Ideal Means for Offering Support to SMEs and

Small Enterprises

27

28

5.4 4.1 4.5 1.0 13.9 71.2

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Evaluation of Collaboration of SME Support Measures by Small Enterprises

国、都道府県、市区町村の三者がうまく連携している

国と都道府県はうまく連携しているが、市区町村が連携できていない

都道府県と市区町村はうまく連携しているが、国が連携できていない

国と市区町村はうまく連携しているが、都道府県が連携できていない

国、都道府県、市区町村三者の連携が取れておらず、バラバラに支援している

よく分からない

The national government,

○ Collaboration among the national government, prefectures and municipalities is indispensable to ensure that support measures reach all of the 3.85 million SMEs. However, at present, the national government, prefectures and municipalities are not successful in collaborating with each other.

○ However, some local governments are promoting concrete collaboration in any of the [i] triple-jump collaboration, [ii] compartmentalized collaboration, and [iii] integrated collaboration, depending on the division of responsibilities among them.

○ In order to promote such collaboration, the national government will prepare a map of support measures (explained later) and actively explain the details of the map to prefectures and municipalities at an early stage.

Ideal Means for Offering Support to SMEs and Small Enterprises (1): Mutual Cooperation among the National Government, Prefectures and Municipalities

Prefectures Municipalities

National government

Municipalities Prefectures


■ Triple-jump collaboration

■ Compartmentalized collaboration ■ Integrated collaboration

Source: Survey for Ascertaining Current Status of Business Activities of Small Enterprises (Central Federation of Societies of Commerce and Industry)

Styles of Collaboration among the National Government, Prefectures and Municipalities

28

The national government, prefectures and municipalities are collaborating with each other successfully. The national government and prefectures are collaborating with each other successfully, but not with municipalities. Prefectures and municipalities are collaborating with each other successfully, but not with the national government. The national government and municipalities are collaborating with each other successfully, but not with prefectures. The national government, prefectures and municipalities are not collaborating with each other but are offering support independently. Unknown

○The national government will prepare a “map of measures,” which is a searchable database displaying the measures provided by the central, prefectural, and local governments, which users are able to search through, compare and view via the internet from the viewpoint of SMEs and small enterprises, depending on the objectives, fields, and required amount of money, etc., like Gurunavi.

○The map consists of a screen for comparison, like Kakaku.com, and a screen of lists that enables overview by printing out the screen in A3 size. ○The map covers not only measures by the SME Agency, but also measures for SMEs by other ministries and agencies, such as the Ministry of Internal

Affairs and Communications, Ministry of Health, Labour and Welfare, Ministry of Agriculture, Forestry and Fisheries, and Japan Tourism Agency.

Ideal Means for Offering Support to SMEs and Small Enterprises (2): Map of Support Measures

特開金トライアル雇用キャリア形成促進助成金

支援制度正式名称

特定求職者雇用開発助成金トライアル雇用奨励金キャリア形成促進助成金

分野雇用・人材雇用・人材雇用・人材

支援規模 100万～200万円以下 200万～500万円以下 100万～200万円以下

エリア全国東京, 神奈川全国

エリア詳細 (市区町村)

千代田区, 渋谷区, 川崎市高津区

目的

高年齢者や障害者等の就職困難者をハローワーク等の紹介により、継続して雇用する労働者…

職業経験、技能、知識等から安定的な就職が困難な求職者について、ハローワーク等の紹介により、…

この助成金は、労働者のキャリア形成を効果的に促進するため、職業訓練などを段階的かつ体系的に実施する事業…

主な対象者

(1)ハローワークまたは民間の職業紹介事業者等の紹介により雇い入れること。 (2)継続して雇用する…

本奨励金は、次の1の対象労働者を2の条件によって雇い入れた場合に受給することが…

＜助成金を活用できる事業主＞ 1.雇用保険適用事業所の事業主であるに…

支援内容・支援規模

本助成金は、対象労働者の類型と企業規模に応じて１人あたりチラシに記載の支給額を支給するもので…

【支給対象期間】 (1)本奨励金は、支給対象者のトライアル雇用に係る雇入れの日から1か月単位…

＜政策課題対応型＞ ①若年人材育成コース～採用後5年以内かつ35歳未満の若年労働者への…

募集期間支給対象期の末日の翌日から2ヶ月以内。

支給申請期間は、トライアル雇用を終了した日の翌日から起算して2か月以内

○訓練実施計画届等原則訓練開始1か月前まで…

対象期間

ホームページ http://www.mhlw.go.jp/xxx/ http://www.mhlw.go.jp/xxx/ http://www.mhlw.go.jp/xxx/

問い合わせ先公益財団XXセンター 0XX-XXX-XXXX

公益財団XXセンター 0XX-XXX-XXXX

公益財団XXセンター 0XX-XXX-XXXX

×削除 ×削除 ×削除

Example of the Comparison Screen

創業・起業研究開発、商品・サービス開発販路開拓海外展開設備投資雇用・人材経営支援経営改善・再生

国地域需要創造型等起業・創業促進補助金ものづくり中小企業・小規模事業者試作開発等支援補助金

販売力強化支援モデル事業事業計画策定支援事業次世代型熱利用設備導入緊急対策事業高年齢者雇用安定助成金下請中小企業・小規模事業者自立化支援事業下請中小企業・小規模事業者自立化支援事業

起業・創業や第二創業を行う女性や若者などに対して事業計画を募集し、計画の実施に要する費用を補助することで、地域需要を興すビジネス等を支援します。創業事業費（店舗等借入費、人件費等）、販路開拓費（マーケティング調査費、広報費等）など起業・創業に必要な経費を補助します。創業補助金は、電子エントリー対象の補助金です。

顧客ニーズにきめ細かく対応するための製品の試作品開発や設備投資などに必要な経費を補助することで、事業者の競争力強化を支援します。補助対象経費の2/3まで、最大1,000万円を補助します。

中小企業者が自ら行うことが困難な販路開拓について、国内または海外への販路または販路開拓サービスの提供を行う民間事業者の先進的な取り組みを支援します。補助対象経費の1/2まで、最大2,500万円を補助します。

海外進出を目指す中小企業に対し、事業計画を策定する際の実現可能性調査（Ｆ/Ｓ調査）の支援を行います。対象者は海外展開を目指す中小企業、および中小企業のグループで、かかった費用の2/3まで、最大120万円を補助します。

これまで未利用であった低温廃熱を回収・有効利用できる革新的な設備の導入補助を行うことで、企業の設備購入需要を拡大させるとともに、量産効果によって当該設備の価格低下を目指します。

生涯現役社会の実現に向けた環境の整備に対応するため、高年齢者の雇用環境の整備や労働移動の受け入れを行う事業主に対して助成し、高年齢者の雇用の安定を図ることを目的としています。

下請中小企業グループが、メンバー相互の経営資源を活用して行う、自立化に向けた取組みを支援することで、下請中小企業の振興と経営の安定を目指します。最大2,000万円（補助率2/3）を補助します。


地域中小企業イノベーション創出補助事業中小企業技術革新挑戦支援事業下請中小企業・小規模事業者自立化支援事業 JAPANブランド育成支援事業商店街まちづくり事業特定求職者雇用開発助成金（特定就職困難者雇用開発助成金）

小規模事業者活性化事業小規模事業者活性化事業

地域の中小企業を中心に、大学及び高等専門学校、公的研究機関等が共同で実施する実証研究を支援します。産学連携による実証研究にかかる費用を補助します。以下の要件を満たす方・・・補助事業終了後2年以内に事業化に結びつく実証研究であること。中小企業と大学等による産学連携体制で取り組む実証研究であること。


下請中小企業・小規模事業者の新分野の需要開拓への取組を支援することで、取引先の多様化を図り、下請中小企業・小規模事業者の振興と経営の安定を目指します。最大500万円（補助率2/3）を補助します。

複数の中小企業等が連携して、優れた素材や技術等を活かし、その魅力をさらに高め、世界に通用するブランド力の確立を目指す取組みに要する経費の一部を補助することにより、地域中小企業の海外販路の拡大を図ります。

地域住民の安心・安全な生活環境を守るため、商店街で取り組む街路灯や防犯カメラ等の施設・設備等の費用を支援します。かかった費用の2/3まで補助します。（平成26年2月15日まで）

高年齢者や障害者等の就職困難者をハローワーク等の紹介により、継続して雇用する労働者（雇用保険の一般被保険者）として雇い入れる事業主に対して、賃金相当額の一部が助成されます。

小規模事業者が、女性や若手の経営者・従業員の感性やアイデア等を生かした新商品・新サービスを開発し、早期に市場取引を達成することが見込まれる取組を支援する。補助対象経費の2/3まで、最大200万円を補助します。


女性起業家ネットワーク形成促進事業補助金地域力活用市場獲得等支援事業（新商品・新サービスの開発支援事業）

販売力強化支援モデル事業中小サービス業等海外現地人材研修支援事業中小製造業設備投資等助成トライアル雇用奨励金経営支援補助金経営支援補助金

女性起業家・女性経営者等が自主的に交流会・勉強会を行う際に補助金を交付します。経費は施設等賃借料、講師謝金、印刷製本費、消耗品費、通信運搬費及び広報費とし、報告書提出までに支出が確認できるものに限ります。以下の書類を経営・創業支援課に持参で提出して下さい。先着順（※）とさせていただき、書面審査の上、決定します。※当該事業の予算枠に達した時点で終了とします。

地域経済の活性化と消費税率引き上げに向けた企業力アップのために、地域の活性化につながる新商品・新サービスの開発に対して補助を行います。かかった費用の2/3を補助します。


中小企業（サービス業）の海外進出支援のため、現地で中核となって働く人材の育成を支援します。受入研修：海外子会社等から日本に現地人材を招聘し研修する際に必要な日本への渡航費、滞在費および研修にかかる費用の補助を行います。

この助成制度では、工場の新築・増築や高効率な生産設備の導入はもとより、ＬＥＤ照明、空調設備、デマンド監視装置等を助成対象に含め、節電や省エネに結びつく機器の導入を推進します

業経験、技能、知識等から安定的な就職が困難な求職者について、ハローワーク等の紹介により、一定期間試行雇用した場合に助成する制度。本奨励金は、次の1の対象労働者を2の条件によって雇い入れた場合に受給することができます。

新商品・新技術・新役務の開発及び販路開拓並びに新たな事業に取り組むための人材養成に関する事業に対し、その経費の一部を補助する「経営支援事業」を実施します。（補助対象経費の３分の２以内）


地域需要創造型等起業・創業促進補助金新事業活動・農商工連携等促進支援事業補助金（新連携）

中小企業・小規模事業者海外人材対策事業商店街まちづくり事業キャリア形成促進助成金経営支援補助金

起業・創業や第二創業を行う女性や若者などに対して事業計画を募集し、計画の実施に要する費用を補助することで、地域需要を興すビジネス等を支援します。創業事業費（店舗等借入費、人件費等）、販路開拓費（マーケティング調査費、広報費等）など起業・創業に必要な経費を補助します。創業補助金は、電子エントリー対応。起業・創業に必要な経費の2/3を補助します。補助上限額は200万円です

異分野の中小企業者が連携し、互いに経営資源（技術・販路等）を活用して、新事業活動（新商品・新サービスの開発等）を行うことにより、新たな事業分野の開拓を図る。

外国人留学生に対する職場実習（インターンシップ）、及び中小企業とのマッチング、人材育成・定着までの一体的な取組支援等を通じた、中小企業のグローバル人材の確保を支援すること。（外国人留学生対象）


この助成金は、労働者のキャリア形成を効果的に促進するため、職業訓練などを段階的かつ体系的に実施する事業主に対して助成する制度です。具体的には、従業員に対して行う職業能力開発に関する計画を行った企業に支給する


ものづくり中小企業・小規模事業者試作開発等支援補助金

事業計画策定支援事業中小製造業設備投資等助成高年齢者雇用安定助成金


海外進出を目指す中小企業に対し、事業計画を策定する際の実現可能性調査（Ｆ/Ｓ調査）の支援を行います。対象者は海外展開を目指す中小企業、および中小企業のグループで、かかった費用の2/3まで、最大120万円を補助します。


生涯現役社会の実現に向けた環境の整備に対応するため、高年齢者の雇用環境の整備や労働移動の受け入れを行う事業主に対して助成し、高年齢者の雇用の安定を図ることを目的としています。

中小企業技術革新挑戦支援事業 JAPANブランド育成支援事業特定求職者雇用開発助成金（特定就職困難者雇用開発助成金）


複数の中小企業等が連携して、優れた素材や技術等を活かし、その魅力をさらに高め、世界に通用するブランド力の確立を目指す取組みに要する経費の一部を補助することにより、地域中小企業の海外販路の拡大を図ります。

高年齢者や障害者等の就職困難者をハローワーク等の紹介により、継続して雇用する労働者（雇用保険の一般被保険者）として雇い入れる事業主に対して、賃金相当額の一部が助成されます。

都道府県神奈川県地域中小企業イノベーション創出補助事業地域力活用市場獲得等支援事業（新商品・新サービスの開発支援事業）

販売力強化支援モデル事業中小サービス業等海外現地人材研修支援事業次世代型熱利用設備導入緊急対策事業トライアル雇用奨励金下請中小企業・小規模事業者自立化支援事業経営支援補助金

地域の中小企業を中心に、大学及び高等専門学校、公的研究機関等が共同で実施する実証研究を支援します。産学連携による実証研究にかかる費用を補助します。（かかった費用の2/3を上限に補助します。）

地域経済の活性化と消費税率引き上げに向けた企業力アップのために、地域の活性化につながる新商品・新サービスの開発に対して補助を行います。かかった費用の2/3を補助します。



これまで未利用であった低温廃熱を回収・有効利用できる革新的な設備の導入補助を行うことで、企業の設備購入需要を拡大させるとともに、量産効果によって当該設備の価格低下を目指します。

業経験、技能、知識等から安定的な就職が困難な求職者について、ハローワーク等の紹介により、一定期間試行雇用した場合に助成する制度。本奨励金は、次の1の対象労働者を2の条件によって雇い入れた場合に受給することができます。



女性起業家ネットワーク形成促進事業補助金戦略的基盤技術高度化支援事業中小企業・小規模事業者海外人材対策事業商店街まちづくり事業キャリア形成促進助成金小規模事業者活性化事業

女性起業家・女性経営者等が自主的に交流会・勉強会を行う際に補助金を交付します。経費は施設等賃借料、講師謝金、印刷製本費、消耗品費、通信運搬費及び広報費とし、報告書提出までに支出が確認できるものに限ります。

特定ものづくり基盤技術（鋳造、鍛造、切削加工、めっきなど）の高度化につながる研究開発から試作までの取組を支援します。研究開発から試作までの取組を行う際に国から委託金を受け取れます。





地域需要創造型等起業・創業促進補助金新事業活動・農商工連携等促進支援事業補助金（新連携）

中小サービス業等海外現地人材研修支援事業中小製造業設備投資等助成キャリア形成促進助成金

起業・創業や第二創業を行う女性や若者などに対して事業計画を募集し、計画の実施に要する費用を補助することで、地域需要を興すビジネス等を支援します。補助金申請に詳細は各自治体の窓口までお問い合わせください。





地域中小企業イノベーション創出補助事業中小企業・小規模事業者海外人材対策事業中小企業・小規模事業者人材対策事業



中小企業・小規模事業者と学生の顔が見える関係作りからマッチング、人材育成・定着までを大学等と連携して支援する実施事業団体を支援します。1機関当たり最大5,000万円まで補助します。

市区町村鎌倉市地域需要創造型等起業・創業促進補助金新事業活動・農商工連携等促進支援事業補助金（新連携）

下請中小企業・小規模事業者自立化支援事業共同海外現地進出支援事業中小企業・小規模事業者人材対策事業小規模事業者活性化事業

起業・創業や第二創業を行う女性や若者などに対して事業計画を募集し、計画の実施に要する費用を補助することで、地域需要を興すビジネス等を支援します。補助金申請に詳細は各自治体の窓口までお問い合わせください。


下請中小企業・小規模事業者の新分野の需要開拓への取組を支援することで、取引先の多様化を図り、下請中小企業・小規模事業者の振興と経営の安定を目指します。最大500万円（補助率2/3）を補助します。

単独では海外現地進出が困難な中小企業者が共同グループを形成することにより、リスク・コストを低減し、幅広い顧客ニーズに対応した形での海外進出の取組を支援します。

育児等で退職し、再就職を希望する女性などと、優秀な人材がほしい中小企業・小規模事業者をつなぎ、実習を通じた就労支援から入社後の定着までを支援します。実習生に日額最大7,000円を助成します


地域中小企業イノベーション創出補助事業販売力強化支援モデル事業経営支援補助金




Select by field, such as “Business startups,” “R&D/Development of products and services,” and

“Development of sales channels and demand.”

Print out

Measures by the national government (six measures are indicated)

Measures by prefectures (four measures are indicated)

Measures by municipalities (two measures are indicated)

Example of the Lists Screen

29

http://www.mhlw.go.jp/general/seido/josei/kyufukin/madoguchi.html



Ideal Means for Offering Support to SMEs and Small Enterprises (3): SME Support Organizations

〇Not only the administrative authorities but also SME support organizations, including certified support organizations, need to play a significant role in offering support to the 3.85 million SMEs. As it is difficult for a single SME support organization to independently respond to diverse needs, collaboration among such organizations is significant.

○In particular, collaboration is insufficient among SME support organizations offering support in the field of tax and legal affairs.

Source: Survey on Collaboration among SME Support Organizations and Recognition of Measures (conducted by Mitsubishi UFJ Research and Consulting Co., Ltd. in November 2013 under contract from the SME Agency) 30

0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

Th

ere

are

man

y f

ield

s o

f p

rob

lem

s th

at th

e o

rgan

izati

on

can

not d

eal

wit

h b

y its

elf

.

Th

e o

rgan

izati

on

does

no

t h

av

e

en

ou

gh

pers

onnel w

ho

can

pro

vid

e

co

nsu

ltati

on

.

Pers

on

nel w

ho

pro

vid

e c

onsult

ati

on

d

o n

ot h

av

e s

uff

icie

nt capabil

ity

Co

st fo

r co

nsu

ltati

on s

erv

ices is to

o

larg

e.

Th

e o

rgan

izati

on

can

not sp

are

en

ou

gh

tim

e f

or

resp

ond

ing to

co

nsu

ltati

on

s.

Th

e o

rgan

izati

on

does

no

t h

av

e a

ny

valu

e to

pro

vid

e to

cu

sto

mers

.

Th

e o

rgan

izati

on

does

no

t h

av

e

kn

ow

-how

to

respon

d to

co

nsu

ltati

on

s.

Th

e c

ert

ifie

d s

upp

ort

org

aniz

ati

on

sy

ste

m is n

ot w

idely

kno

wn

.

Th

e o

rgan

izati

on

is n

ot w

idely

k

no

wn

as a

cert

ifie

d s

up

port

o

rgan

izati

on.

Oth

ers

Other corporations, etc.(n=58)

Financial institutions(n=1,008)

Consultantsト(n=258)

Tax and legal affairs-related organizations(n=874)

Societies of commerce and industry or chambers of commerce and industry, etc.(n=1,241)

Problems Faced by Certified Support Organizations in Providing Consultation to SMEs

(%)

Challenges Faced by Certified Support Organizations in Providing Consultation to SMEs

Collaboration among SME Support Organizations

Societies of commerce and industry or chambers of commerce and

industry, etc. (n＝1256)

Tax and legal affairs-related organizations (n＝887)

Consultants (n＝264)

Financial institutions (n＝1000)

Other corporations, etc. (n＝59)

Collaborating with other organizations in many fields Collaborating with other organizations in some fields No opinion Feels the need for collaboration but is not collaborating with other organizations Feels no need for collaboration and is not collaborating with other organizations

○In one case a local financial institution had tax accountants involved in offering consultations to SMEs as tax and legal affairs-related experts and thereby enabled SMEs to make highly feasible business improvement plans. ○In another case a local municipality and SME support organizations built an attractive support system under which they collaboratively offer one-stop services in response to SMEs’ inquiries about their business.

Toshima Support Center for Business Case of having established a one-stop support base

○ Toshima ward and the Sugamo Shinkin Bank jointly established a base where they offer one-stop consultation services in response to SMEs’ concerns about their business. ○ They can respond to a wide range of inquiries, such as those on financing, business startups, development of sale channels, labor affairs and management. ○ Special focus is placed on support for the development of sales channels, and expert consultants in that field first receive OJT training at f-biz before providing consultation services.

Ideal Means for Offering Support to SMEs and Small Enterprises (4): Cases of Successful Collaboration

Kyoto Shinkin Bank Case of having tax accountants involved in offering support for SMEs ○ The bank provided 12 Certified Public Tax Accountant’s Associations in Kyoto with explanations concerning the roles of certified support organizations and the support project for the establishment of business improvement plans and recommended the utilization of the project. ○ Through such collaboration among SMEs, the bank, and tax accountants, SMEs can make highly feasible business improvement plans and at the same time, tax accountants’ competence in creating business improvement plans are enhanced. ○ SMEs are now able to consult with familiar tax accountants about means to improve their business, and their satisfaction levels improved.

SMEs and small enterprises

Kyoto Shinkin Bank

Tax accountants (advisory tax accountants)

・Recommendation and support for the establishment of a plan (hold three-way meetings as necessary) ・Monitoring

Collaboration

31

Ideal Means for Offering Support to SMEs and Small Enterprises (5): Ideal Support in the Future

○In municipalities nationwide, societies of commerce and industry and chambers of commerce and industry provide close mentoring style support to SMEs and small enterprises, playing a core role in respective regions (acting as “primary care doctors”).

○Small and Medium Enterprises Comprehensive Support Centers are planned to be established in 47 prefectures nationwide from April 2013 onward with the aim of further strengthening the support system for SMEs and small enterprises. These centers will have the following three functions.

(i) To provide comprehensive and advanced business advice that cannot be fully dealt with by existing support organizations (ii) To offer support through organizing expert teams optimized for particular problems of respective enterprises (iii) To introduce appropriate support organizations, etc. (one-stop services) ○Based on a full understanding of measures by related ministries and agencies, local governments and public support organizations, etc.,

proper advice is to be given for each customer as to how to utilize the most appropriate measures.

Small and Medium Enterprises Comprehensive Support Center

32

Joint support team

Business succession support centers

One-stop support system for business startups (Industrial Competitiveness Enhancement Act)

SME revitalization support councils Business improvement support centers

etc.

SME support networks (Collaboration for support for business improvement and business reconstruction)

SMEs and small enterprises

One-stop support center

Societies of commerce and industry

Public support organizations (JETRO, etc.)

Reg

iona

l Bur

eaus

of

Eco

nom

y, T

rade

an

d In

dust

ry

(iii) Linking to appropriate support organizations

National Headquarters

Loca

l Fin

ance

B

urea

us

Consignment

Collaboration

Support, etc.

Consultation Support

Large enterprises, retired business people, universities, etc.

(ii) Support through organizing a team, etc.

Consultations

(i) Comprehensive and advanced business advice

Collaboration

The national and local governments (utilization of support measures, etc.)

SME support organizations in specific fields

Financing, development of sales channels, overseas business expansion, business improvement, improvement in workplace, etc.

* Including consultations sought jointly with the organization from which the enterprise already receives support

Chambers of commerce and industry

National Association of SMEs Regional financial institutions, tax accountants, small and medium enterprise management consultants, etc.

* Including collaborative bodies of certified and other support organizations (regional platforms)

SMEs and Small Enterprises

Societies of commerce and industry or

chambers of commerce and industry

Universities

Agricultural cooperatives

Large enterprises and medium

enterprises, etc.


Support

NPOs

Tax accountants and other

accountants, etc.

Picture of Support by a Collaborative Body Centering on a Society of Commerce and Industry or Chamber of Commerce and Industry

Local banks, Shinkin banks, and

credit unions

Consultants (small and medium enterprise

management consultants, etc.)

Other support organizations

(prefectural support centers, etc.)

(i) Evaluation of activities (ii) Support for enhancing capability (iii) Support for strengthening collaboration

Ideal Means for Offering Support to SMEs and Small Enterprises (6): Ideal Publication of Policies in the Future

○Approximately 50 to 60% of SMEs and small enterprises responded that they are not sure about where they can obtain information on SME support measures (Fig. 1). Approximately 50% of them actually do not obtain any such information (Fig. 2). Only 10% have utilized SME support measures but some 70% of those evaluate the measures positively (Fig. 3).

○A high percentage of enterprises hope to obtain information concerning the national government’s SME support measures from SME support organizations and municipalities (Fig. 2). Therefore, the national government will actively hold face-to-face briefing sessions not only for prefectures but also for municipalities and SME support organizations at an early stage.

○Approximately 50% responded that the amount of information concerning the national government’s SME support measures is somewhat inadequate (Fig. 4). Those who responded that the timing of obtaining information is not timely accounted for approximately 50% (Fig. 5) and those who responded that information is hard to understand also accounted for approximately 50% (Fig. 6).

○In light of these questionnaire results, the national government will not only endeavor to improve the “map of measures” and the content of email publication, but also prepare a video in which officials in charge explain the content of each of the support measures, including their background and intended purposes, in an easy-to-understand manner and place it on the SME Agency’s portal site titled “Mirasapo” (support for the future).

33

（n=254）

SME support measures

（n=2,556） SME support measures

Have utilized SME support measures 10.2％

Highly appreciate the measures 22.0％

Appreciate the measures 50.8％

No opinion 22.0％

Do not highly appreciate the measures

5.0％

Do not appreciate the measures at all

1.8％

Have never utilized SME support measures

89.8％

Fig. 3 Utilization of Support Measures and Evaluation Thereof

12.97.7

13.4

24.0

6.12.4 3.1

47.3

18.4

10.0

19.1

30.2

5.72.3 2.7

32.7

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

100.0

From municipalities

From prefectures From the national government

From SME support

organizations

From SMEs engaged in the same type of

business

From SMEs engaged in

different types of business

Others Do not obtain any information

Information on current measures being taken by the national government(n=2,117)

Information on future measures to be taken by the national government(n=2,021)

(%)

Fig. 2 Where to Obtain Information

1.0 6.9 35.7 18.0 38.4

Very clear Clear No opinion Not very clear Not clear

Fig. 1 Clarity as to Where to Obtain Information（n=2,221）

1.0 6.1 42.7 16.8 33.4

Extremely too large Too largeNo opinion (right amount) Slightly too smallToo small

Fig. 4 Amount of Information （n=2,170）

1.0 6.1 42.7 16.8 33.4

Very timely Timely No opinionNot very timely Not timely

Fig. 5 Timing of Obtaining Information （n=2,205）

0.7 5.8 44.0 14.8 34.7

Very easy to understand Easy to understandNo opinion Slightly hard to understandHard to understand

Fig. 6 Whether the Information is Easy to Understand（n=2,172）

[Example of charts representing all industries] Ascertaining the entire picture of the industrial structure in the region

[Example of charts representing specific industries] Ascertaining supply chains by industry in the region

[Example of charts representing specific companies] Ascertaining business relationship of a connector hub company

Within the region

Outside the region

Outside the region

[Picture of a Connector Hub Company]

○ The national government will develop a system which ascertains spatial and chronological conditions of the industrial structure in each local economy through the use of enormous amounts of business trade data (big data) held by private research companies, and thereby assists the national government, prefectures and municipalities with their planning of regional industrial policies and regional revitalization policies.

○ Companies that procure funds from the outside and distribute them within the region are called “connector hub companies (regional core companies)”. This system aims to discover such connector hub companies and lead the national and local governments to allocate their policy resources in an effective manner.

Ideal Means for Offering Support to SMEs and Small Enterprises (7): Development of the Regional Industrial Structure Analysis System

Connector Hub

Company

34

Fill up the cover of the White Paper with portraits of small enterprise owners!

35

〇The subtitle of the 2014 White Paper on Small and Medium Enterprises in Japan is “A Supporter Song for Small Enterprises.” 〇With this in mind, we are planning to fill the cover of the White Paper with portraits of small enterprise owners and future candidates (successors or those intending to start businesses) (accepting portraits on a specially opened website until Friday, May 16). ○ Accepted portraits are all to be printed. 〇In June, the 2014 White Paper filled with portraits of smiling business owners will arrive in bookstores nationwide.

Cheer for Business Owners by the White Paper

36

The inscription on the cover is by the famous calligrapher Shoko Kanazawa. One of her works was used as the title screen of the historical drama, Taira no Kiyomori, which aired on NHK in 2012. Ms. Kanazawa infused this work with her passion, wishing to encourage all SMEs and small enterprises nationwide.

2014 White Paper on Small and Medium Enterprises in Japan · 2018-11-20 · Changes in the Economic...

Documents

Transcript of 2014 White Paper on Small and Medium Enterprises in Japan · 2018-11-20 · Changes in the Economic...