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The Japan Times
WORLD EYE REPORTS
NORTHERN ITALY







©THE JAPAN TIMES
Saturday, March 13, 2004

Designed in Italy for Japan

A humble wiring products business started in 1918 by Konosuke Matsushita in Japan has grown into a global giant. In Europe, one of the conglomerate’s best performing subsidiaries has found the ideal combination of the best that Italy and Japan can offer.

Matsushita Electric Works Building Materials Europe (MEW-BME) is engaged in the procurement of furniture and building materials destined for the Japanese market. Its core activities in Italy are design and product development supervised there by Japanese designers. Using the best of both worlds, the company has come up with a winning line of products.

The Italian subsidiary is but one component of what is today one of the world’s largest multinationals. That small business started in 1918 in Japan today employs over 48,000 people in 74 manufacturing facilities, 235 sales offices and 2,272 distributors around the world.

MEW-BME produces two lines: NAIS home interior systems and O’Made kitchens. Based in the Italian industrial design capital of Milan, it had a turnover last year of $34.5 million.

Yutaka Eto, director of Matsushita Electric Works and Building Materials Europe

But technologically-driven style is not everything. “Italian design and Japanese engineering are important,” says Yutaka Eto, director of MEW-BME, “but price is more important!” Therefore building materials from high-volume high-quality production areas such as northern Italy have the quality sought by Japanese consumers combined with a reasonable price.

With differing quality requirements for products in Europe and Japan, MEW-BME has introduced new techniques in Italian production in order to comply with sometimes stricter Japanese standards. European environmental standards, on the other hand, are often more stringent than in Japan. The resulting end products satisfy the world’s most exacting standards. Eto points to this exchange as one of the most important contributions the company has made.

He compares it to different ways of playing football, a sport he has understandably come to enjoy living in a country obsessed with it. “Japanese and Italians are like two different kinds of football player,” he notes. “We Japanese play as a unit, while the Italians tend to play more individually. Together, we can win.”

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