Page 215 - The Drucker Lectures
P. 215

196 [   The Drucker Lectures

                       Ito-Yokado and Daiei and so on. Mom and pop are still in there,
                       but the shop is being run by centralized computers, and, believe
                       me, they are way ahead of even Wal-Mart in terms of turnover,
                       in terms of supplies, in terms of controls, in terms even of prices,
                       if you look at the enormous tax burden.
                          So twice it worked. I don’t think it can work now. But I’ve
                       been wrong before.
                          The main reason I don’t think it can work today is that in the
                       past, these developments went on within the framework of a rap-
                       idly expanding economy. But the main reason why I’m skeptical
                       is demographics. The Japanese working population grew very fast
                       in the ’60s and early ’70s, and now it is beginning to go down. As
                       you all know, Japan was the youngest of the developed countries
                       not so long ago. By the year 2000, it will be the oldest. And it has
                       a birthrate totally inadequate to replace the population.
                          And this not only means that you don’t have an expanding
                       economy. It will also have an increasing burden for retirement
                       finance, and that is incompatible with the low interest rate of Ja-
                       pan, which is the basic reason for the Japanese regulation of its fi-
                       nancial market. The Japanese were very clear about it. Don’t ever
                       make the mistake of thinking that they’re stupid. Don’t make
                       the mistake of thinking that they don’t know what goes on. I
                       don’t know any other country in which very able people spend
                       as much time thinking through why they are doing what they
                       are doing. The Japanese ministries I worked with and the Bank
                       of Japan—these are very able and thoughtful people. And they
                       knew that they had a very expensive and very inefficient financial
                       system, and that the moment they made the slightest opening to
                       any foreigners, the foreigners would take over as they have taken
                       over foreign exchange. But the main overriding consideration of
                       the system was to provide Japanese industry with costless capital,
                       with interest rates of zero. It became a vehicle to provide Japanese
                       business with interest-free money, which it has done beautifully.
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