{"id":22600,"date":"2025-07-23T11:39:20","date_gmt":"2025-07-23T02:39:20","guid":{"rendered":"https:\/\/blog.global.sharp\/were_sharp\/?p=22600"},"modified":"2025-07-23T11:39:20","modified_gmt":"2025-07-23T02:39:20","slug":"%e3%80%90new-executive-introduction%e3%80%91katsuhiro-kawai","status":"publish","type":"post","link":"https:\/\/blog.global.sharp\/were_sharp\/2025\/07\/23\/22600\/","title":{"rendered":"\u3010New Executive Introduction\u3011Katsuhiro Kawai"},"content":{"rendered":"
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Hello, I\u2019m Katsuhiro Kawai, Executive Officer, President of Sharp Display Technology Corporation (SDTC).<\/p>\n\n\n\n

After joining Sharp, I was assigned to the \u201cA1140 project team\u201d at Tenri, which focused on launching mass production lines for LCDs. Since then, I\u2019ve been engaged in developing CG-silicon process technology and setting up production lines at Tenri and Taki. I\u2019ve been involved in laying the foundation for Sharp\u2019s LCD technology.<\/p>\n\n\n\n

Later, driven by a desire to hear customers\u2019 voices directly, I relocated to Chicago, U.S.A., where I served as head of the Quality Support Center and Design Center. After returning to Japan following the global financial crisis, I transitioned into a sales role overseeing the North American market. After that experience, I ultimately took on a broader management role in sales.<\/p>\n\n\n\n

I learned a great deal from negotiating with overseas companies during my sales days. At one such company, negotiations were conducted in three phases\u2014technical teams would first demand advanced specs with little regard for cost, purchasing would negotiate pricing and volume, and finally, legal would step in to finalize the agreement. This structure required highly detailed and strategic responses on our part. Through these experiences, I gained a deeper understanding of differing negotiation styles and perspectives.<\/p>\n\n\n\n

Though my overseas assignment lasted only a year and a half, the experience taught me things I could never have gained through short business trips. If given the opportunity, I strongly encourage you to take assignments abroad. Sharp is a company that rewards determination\u2014you may need to put in the effort, but if you keep expressing your desire, opportunities will come.<\/p>\n\n\n\n

The LCD industry is currently facing intense global competition. Competing head-on with major Chinese and Korean players is increasingly difficult. However, I believe there are still paths forward in areas where differentiation is possible or in niche markets. Sharp has strong technological capabilities\u2014especially in proprietary technologies such as IGZO\u2014and we can adopt a strategy that avoids direct competition. Still, technology alone isn\u2019t enough to win over customers. We must always focus on delivering real value to them.<\/p>\n\n\n\n

From a marketing perspective, organizations like ours with limited capacity must carefully analyze our positioning and competitors. It\u2019s important to find underserved markets that others may overlook. Even if the market is small, if there are high barriers to entry and more lead time, we can maximize our strengths.<\/p>\n\n\n\n

Given the current international situation, we hold a certain advantage with production bases in Japan, especially for companies looking to adopt a \u201cNon-China Non-Taiwan\u201d (NCNT) or \u201cChina+1\u201d strategy. Competing on value\u2014not price\u2014will be the key.<\/p>\n\n\n\n

As for the direction of our LCD business, I will focus on three main pillars: \u201cShifting and concentrating resources on strategic areas,\u201d \u201coptimizing production capacity,\u201d and \u201cpromoting collaborative projects.\u201d We will continue to develop in focused areas such as automotive displays utilizing IGZO\u2019s low power consumption, and expanding our ePoster product lineup.<\/p>\n\n\n\n

Lastly, what I ask of everyone is to act with foresight. Identifying markets where we can win, anticipating what\u2019s to come, and building solid strategies will be increasingly essential. Let\u2019s work together to leverage marketing tools and pinpoint areas where we can make the most of our strengths.<\/p>\n\n\n\n

Career History<\/strong><\/h2>\n\n\n\n
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Apr 1989<\/div>\n
\n Joined Sharp Corporation\n <\/div>\n <\/div>\n
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Jun 1989<\/div>\n
Assigned to A1140 Project Team (Group A)<\/div>\n <\/div>\n
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Apr 2005<\/div>\n
Division Manager, Process technology Division, System LCD Unit II, Mobile LCD BU<\/div>\n <\/div>\n
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Jun 2007<\/div>\n
\n Head of Quality Center, Electronic Components Sales BU, SHARP ELECTRONICS CORPORATION (Chicago, USA)
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Oct 2010<\/div>\n
Deputy General Manager, Head of Sales Division I, Overseas Sales Unit, Electronic Device Sales BU<\/div>\n <\/div>\n
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Apr 2024<\/div>\n
\n Executive Officer, President of Sharp Display Technology Corporation (SDTC)
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How I Spend My Free Time<\/h2>\n

I make sure to rest well on weekends, but I also enjoy going to the driving range for golf. I play on a course about once every two months.
\nI love eating, and I\u2019m careful about my everyday diet so I can fully enjoy the food when I\u2019m overseas.\n<\/p>\n<\/div>\n\n\n\n

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What I Keep in Mind<\/h2>\n

I try to think as logically as possible, anticipate what\u2019s ahead, and get an early start. And above all\u2014never give up<\/b>.\nThere were many times in my career when I faced extremely difficult situations. But I\u2019ve found that if you persevere, eventually the tide turns\u2014someone lends a hand, or circumstances change. I believe it\u2019s crucial to never give up until the very end.\n<\/p>\n<\/div>\n<\/div>\n\n\n\n

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Message<\/strong><\/h2>\n\n\n\n
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