In today’s modern society where many books are available describing easy-to-understand, real marketing tips and enthusiastic experiences by practitioners, what is the true role of academics or scholars in charge of marketing education at colleges and firms? This question is linked directly to academics’ social responsibility regarding what we create as educators and what we can contribute to the real business world. I have been thinking about this fundamental issue almost every day, and I have arrived at the following thought: The foci of marketing education are mastering both “structure” and “techniques” of marketing. For instance, in order to win a game, you need to not only apply the “technique” of the game but also master the “rules” (structure) of play and the process of how the rules were built and rebuilt over time. The structure of marketing referred to here is a framework that constitutes a battlefield where marketers compete with one another, and the techniques refer to skills that offer concrete solutions in marketing practice. There is a high expectation of marketing academics to develop outstanding knowledge or theories that will prompt a deep understanding of the structure of this battlefield and also clarify the relationship between the structure and its required techniques. In the world of marketing, the structure may exist in various forms, ranging from one that is long lasting to one that changes after a certain time period. Why is marketing itself necessary for business? (I believe there are companies where marketing is not very important for business.) Why have STP and 4Ps, which marketers normally use, had a positive effect on business development? Furthermore, why have value co-creation efforts become a priority recently? Under what conditions will this structure last? Academics must conduct this type of research and answer these structural questions (logic and mechanisms that make up the structure). I strongly believe that this research should be the core of education delivered by academics to add truly valuable knowledge to the marketing world.
Visiting Scholar, Fox School of Business
Temple University, U.S.A.
2015-2018: “Developing a general theory for emerging market strategy,” Grant-in-Aid for Scientific Research (C), Research ID: 15K03685, Ministry of Education, Culture, Sports, Science and Technology (MEXT), Japan
2012-2014: “Value achieving oriented international transfer of firm specific advantages,” Grant-in-Aid for Scientific Research (C), Research ID: 24530484, Ministry of Education, Culture, Sports, Science and Technology (MEXT), Japan
2007-2008: “Global strategic product development and marketing capabilities: mass customization perspective,” Grant-in-Aid for Young Scientists (B), Research ID: 19730287, Ministry of Education, Culture, Sports, Science and Technology (MEXT), Japan
Tetsuya Usui, Strategic Mass Customization, Tokyo: Bunshindo, 2006. (in Japanese)
Tetsuya Usui, Masaaki Kotabe, and Janet, Y. Murray, (2017) “A Dynamic Process of Building Global Supply Chain Competence by New Ventures: The Case of Uniqlo,” Journal of International Marketing, Vol. 25, No. 3, 1-20
Hajime Kobayashi, Yoritoshi Hara, and Tetsuya Usui, (2017) “Trust building process for new market entrants: A case study of a Japanese cosmetics company’s business expansion in China,” Journal of Business and Industrial Marketing, Vol.32, No.6, 801-812
Tetsuya Usui (2015) “Resource Repositioning Framework as the Analytical lens for Emerging Market Strategy,” Journal of International Business, 4 (2), 115-132. (in Japanese)臼井哲也（2015）『リソース・リポジショニング・フレームによる新興国市場戦略の分析視角：本国資源の企業特殊優位化の論理』 国際ビジネス研究 7(2), 25-45
Tetsuya Usui and Takeshi Hoshida, (2016) “Effect of Resource Repositioning on Business Model Internationalization: The Case of Japanese Shopping Mall in Vietnam,” MNE Journal, 9, 115-132. (in Japanese)臼井哲也・星田剛（2016）『ビジネスモデルの国際化における「リソース・リポジショニングの効果分析―日系ショッピングモールのベトナム進出のケース―』 多国籍企業研究 9号, 19-36
Tetsuya Usui, (2013) “The Network Structure View of Global Markets: Theoretical Basis and Some Propositions,” MNE Journal, Vol. 6, 87-102.
Tetsuya Usui and Yasuro Uchida, (2012) “Issues of Continuity and Discontinuity of Home-based Resources Transfers in Emerging Markets Strategy,” Journal of International Business, 4 (2), 115-132. (in Japanese)臼井哲也・内田康郎（2012）『新興国市場戦略における資源の連続性と非連続性の問題』 国際ビジネス研究 4(2), 115-132
Tetsuya Usui, “The Process to a Global Product of the Innovation,” Seikei Kenkyu (Studies in Political Science and Economics), 46 (4), 2010, 99-126. (in Japanese)
Tetsuya Usui, “The Explorative Study on Global Product Development Process: The Case of Post It of Sumitomo 3M,” Special Bulletin for 120 years anniversary of College of Law, Nihon University, 2, 2009, 517-541. (in Japanese)
Tetsuya Usui, “The Present and Future Issues of International Marketing Coordination,” Seikei Kenkyu (Studies in Political Science and Economics), 45 (4), 2009, 189-223. (in Japanese)
Tetsuya Usui, “The Approaching to Global Markets: The Significance of Organizational Capability Perspective,” Transcultural Management Review, 4, 2007, 71-99. (in Japanese)
Tetsuya Usui, “How Relation-Specific Resources in the Home Country affect Relational Exchange between Supplier and Manufacturer across Borders: Conceptualization, Measurement, and Initial Test on Japanese MNCs,” Annual Bulletin of Japan Academy of International Business Studies, 2005, 165-181.
Usui, Tetsuya, “Marketing Environment,” in Tadashi Shima and Toru Azuma, ed., The Basic Knowledge for Today’s Marketing, Sousei Sya, 2013, 55-66. (in Japanese)
Usui, Tetsuya, “Global Production Strategy,” in Shigeto Morokami, Tadashi Shima, and Takeshi Fujisawa, ed., Evolution of Global Business Strategy, Dobunkan, 2007, 95-113. (in Japanese)
Usui, Tetsuya, “Research Direction of Global Mass Customization,” in Shigeto Morokami, Masaaki Kotabe, Yoshihiro Oishi, and Hajime Kobayashi, ed., Strategic Supply Chain Management Capability, Dobunkan, 2007, 123-140. (in Japanese)