“重要的是要有长远的眼光，”东丽高级副总裁齐藤典彦(Norihiko Saitou)表示，“那些面临创造强劲季度业绩压力、或者每几年就更换高级管理层的企业，无法做到东丽所成就的。”
Equally important was Toray’s decision to work directly with Boeing, bypassing the heavy machinery makers that would normally buy its materials, process them into parts and supply Boeing with those parts.
同样重要的是，东丽决定绕过重型机械制造商，直接与波音合作，这些机械制造商通常会购买东丽的材料，将其加工成零配件并供应给波音。
Toray has also struck a pioneering relationship with Uniqlo, the fashion pand, which the companies describe as “a virtual integration”.
东丽还与服装品牌优衣库(Uniqlo)建立了开创性关系，两家公司称这一关系是一种“实质上的整合”。
The collaboration has resulted in innovative new textiles, such as Heattech, which uses technical fipes that generate and retain warmth by absorbing body moisture, and Sarafine, which absorbs moisture to keep users dry in the summer heat.
这种合作带来了创新性的新型纺织品，例如Heattech和Sarafine，前者采用通过吸收人体水分发热并保温的高技术纤维，后者吸收水分让使用者在夏季高温下保持身体干爽。
Mr Saitou says Toray’s close collaboration with these companies was critical in developing new applications for its materials. “Many Japanese companies believe that if they didn’t invent something, it has little value. Toray used to be that way too but realised that customers have expertise that Toray does not.”
齐藤典彦表示，在为其材料开发新的应用方面，东丽与这些公司的紧密合作至关重要。“很多日本企业认为，如果没有发明，它们几乎就没有任何价值。东丽也曾经这样认为，但后来发现，客户拥有东丽所不具备的专业技能。”
Fujifilm has also successfully used its core strengths to offset pressures that might have resulted in bankruptcy, as witnessed by the fate of its one-time rival, Kodak.
富士胶片公司(Fujifilm)也成功利用其核心优势，抵消了本可能会导致其破产（曾经的竞争对手柯达(Kodak)的命运就证明了这点）的压力。
In Fujifilm’s case, deflation has been compounded by the even more devastating rapid demise of its photographic film business. When the company realised that digital photography would eventually kill off its core business, rather than let someone else do the job, it decided to take the initiative in developing the new technology itself. At the same time, it implemented a major restructuring programme to shift its business away from photographic film and develop new businesses in growth areas where it had core strengths.
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.
例如，富士占全球TAC膜市场的70%以上，这种材料用于摄影胶片，还用于平板显示器。由于平板电视的普及，这种材料需求旺盛，但富士和柯尼卡美能达(Konica Minolta)是仅有的能够生产这种材料的公司。
Fujifilm also panched out into cosmetics, using its expertise in collagen, which is the main raw material of photographic film, and nanotechnology. Fujifilm has a long history of research into preventing the oxidisation of collagen, which is the cause both of the discolouration of film and the ageing of skin.
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