The second generation of Japanet, the whole picture of de-charisma management! : Read and understand "Cambria Palace"

The man who inherited from that charisma-the secret of the highest sales ever-

Speaking of mail-order giant "Japanet Takata," the founder, Akira Takata, probably remembers. A leading TV shopping expert who has captured the hearts of customers with the light narrative of Sasebo dialect. He also showed charisma as president and created a company with annual sales of over 150 billion yen in one generation. He retired as president in 2015. His eldest son, Akito Takata (42), took over the baton. His management style is the exact opposite of his father. He says, "I'm trying to do what my dad couldn't do, and I can change his dad's culture." Asahito advocated "de-charisma management," but employees were also worried. "I was full of anxiety, because it was sudden. It's like,'Well, is that the timing early?'" (TV shopping MC, Kazushige Nakajima) "It was natural for President Akira to appear in TV shopping. There was a place where I was, "(Shintaro Tsukamoto), but despite such a voice, after taking office as president of Akito Takata, sales reached a record high. Last year it exceeded 240 billion yen. What did Asahito do?・ De-charisma management 1 “Improvement of team power” Akira, who was the president and the face of the program, was literally in charge of everything. For example, if it is judged that the air conditioner cannot be sold due to bad weather, I hurriedly changed to a cleaner. Akira intuitively decided what was best to sell in the situation of the day. "In the case of Takada, it was all in my head, and one method was to prepare what Takada instructed and in the order Takada wanted." (Nakajima, supra) On the other hand, Asahito, the second president, never enters the studio during the production. "I don't like it because I'm not suitable. I'm the one who supports and increases the time as a manager to make it easier for everyone." (Asahito) Increased the number of MCs for TV shopping to eight, and who came out But I tried to sell it well. The key is team power. Veteran MC Nakajima introduced a water-saving shower head. After the morning broadcast, the staff gathered. I was looking at real-time sales data. We will decide the product by exchanging opinions with each other based on the data, not by one person's intuition. As a result, the live broadcast in the afternoon was changed to walking shoes. This is team power. "It feels like everyone is sharing their wisdom little by little to make it better. The method is completely different." (Nakajima)

From product selection to after selling-What is "de-charisma management"?

・ De-charisma management 2 “Leave it to employees” In the Ming dynasty, it was Ming's intuition that he relied on purchasing. Akira decided what to buy and how much to buy. The buyer's role was only to connect the manufacturer and the president. "I had an ABC plan and was asked" Which one is better? ", And when my dad said" I like B, "he said," I'll go with B. "" (Asahito) Asahi, on the other hand, gave buyers authority and responsibility. Unless it is a particularly large project, it is possible to purchase without the approval of the president. The vacuum cleaner buyer, Rui Tanemura, checks daily comments from customers who have purchased the product. It is also the buyer's job to convey to the manufacturer the voice that "the dust container is too small and fills up quickly" and "the battery can be a little heavier so it will last longer" and request improvements. "What kind of voice is a good voice and what kind of voice is a bad voice? We share it with the manufacturer and say,'Let's do this for the next model.'" (Tanemura) Confirming the new product with the president on this day To have it done. This is a Hitachi stick cleaner that Tanemura requested from the manufacturer to improve it exclusively for Japanet. I changed the LED light from white to green. It is said that the dust on the floor can be seen more clearly in the green. "I feel joy when I realize that I have changed my life." (Tanemura) ・ De-charisma management 3 "Selecting products" Asahito has a space in the company to display all the products handled by Japanet. Had made. This is so that employees can check the real thing at any time. In addition, the number of products was 8500 before, but it was reduced to 777 at the maximum. "The rule is to sell only what is here. I don't want people who believe in us to buy it, so I'm narrowing it down quite rigorously." (Asahito) The merit is also online shopping. It has spread. Previously, photos were the main focus, but videos are posted on all products. The features can be understood at a glance. Japanet Communications in Koto-ku, Tokyo. When the call center receives an inquiry about cleaning the vacuum cleaner, the operator brings the same product as the customer. Remove the dust case from the main body, actually pick it up and explain. By reducing the number of products, we became more familiar with each product and improved politeness.・ De-charisma management 4 "Be polite until after selling" Before, many customers were fascinated by Ming's talk on TV and bought products, but we thoroughly sent catalogs to customers who bought on TV shopping. , Earn repeaters. Sales from catalogs and leaflets now account for 40% of the total. I was particular about it even after selling it. The symbol is its own repair department. We dispatched staff to each manufacturer for training so that more than 80% of repairs could be done in-house. It takes a week or two to ask the manufacturer to repair it, but I was able to send it back to the customer in about three days. "In order not to betray the meaning of Japanet or those who bought it at Japanet, we all share Japanet's commitment. Share ideas." (Akito)

Akira and Akito-The story of succession from the conflict

Founded in 1986, Japanet was originally a small camera store in Sasebo City. Asahito grew up looking closely at his father, Akira, who works at his home and store. When Asahito was 11 years old, Akira started radio shopping. Four years later, he entered the TV shopping market. Seeing the light of growing business, Asahi naturally became aware of his successor, but he always said, "I didn't want to be called a connection, and I didn't want to be convinced by the people around me. ". With that in mind, junior high school and high school left their parents and lived in a dormitory. After studying hard, I entered the University of Tokyo. The place of employment also chose Nomura Securities, which is highly competitive. However, in 2004, Japanet faced a crisis since its founding. The customer information for 510,000 people was leaked, and the business was forced to stop. "I was told that the company might end, and I was told that I would stop all business, so I couldn't resume unless I identified the cause as soon as possible." (Akito) Asahito joined Japanet in a hurry. He contributed to the early resumption of business by investigating the cause by analyzing his favorite data. In 2010, sales reached a record high due to special demand for replacement of TVs for terrestrial digital broadcasting. However, in reaction to that, sales fell for the second consecutive term. Asahito felt that he needed a new mechanism to act as a detonator, but under Ming's one-man system, employees did not come up with any ideas like this. "I was wondering if it was okay. Everyone was waiting for my father's answer, so I honestly felt what it would be like to think about Japanet in the future." (Akito) So Asahi Proposes a project that seems reckless. That is "Japanet Challenge Day". The plan is to purchase only one product in large quantities and sell it at a super-discount price for one day only. However, if it fails, it will have a large inventory. President Ming strongly opposed this. "I'm a pretty bold person, but I think it's beyond that. Considering the profitability, I had to be cautious as a top manager." (Former President Akira Takata) "In my opinion, I don't know until I try it, and I think that the company will not grow unless it has a culture that allows it to be done if there is potential and expansion, and that is the feeling of fighting." (Asahito) At an executive meeting attended by Akira, Asahi said, "If there is a risk, we should do it." Then, more than 90% of the attendees raised their hands in favor. On July 13, 2012, an event for company luck began. Although he was against it, he desperately marketed the air conditioner as an MC. Then, orders flooded from the beginning, and all the prepared 10,000 or more units were sold out, which was a great success. "At that time,'agreement and disagreement' was zero percent, with the thought of'I did it!'. I think that young employees also thought that I could do it together (with Asahito) even if I left, so the company I think it has created a very positive side for the future of the company. ”(Ming) And in 2015, Asahito took over as president in place of his father. "The idea of ​​creating new things is unique to young people. I'm looking at the present era. There is a part that I can't keep up with the present era. Well, at the end, if I'm in trouble, I'll come. I think that not having it means "it's okay" "(Ming)

Purchase gourmet food from all over the country- "No overtime" "No meeting"

Japanet buyer Yusuke Katsuno came to Shiogama City, Miyagi, one of Japan's leading tuna catchers. Until now, Japanet has mainly dealt with home appliances, but Asahito has decided to enter the food industry. So last year, I hired Katsuno, who has been a food buyer for more than 10 years, mid-career. Katsuno travels around Japan and discovers ingredients called "this is". "I'm thinking about new projects steadily by searching for good products nationwide." (Katsuno) The new mail-order product created in this way is "Gourmet Regular Service-All Meat and Seafood Courses". We deliver high-quality ingredients from all over Japan, such as Omi beef and blowfish from Shimonoseki, at a fixed monthly rate. The tuna in Shiogama was delivered in September. In addition, Asahito has started a water server rental business where natural water from Mt. Fuji arrives every month. We have obtained a travel agency license and are expanding the range of products, such as selling original cruise trips chartered on luxury cruise ships. Meanwhile, Asahi's reforms have begun in the workplace as well. A large amount of candy was brought in during working hours. It is a "sweets party" held once a month in each department. It is the managers of each department who prepare. The purpose is to deepen communication by serving sweets. In addition, Asahito made three days of the week no overtime days. Everyone must leave the office by 6:30 on that day. In addition, we set a time zone where meetings are prohibited every day, and increased the number of annual holidays by 10 days. One of the employees said, "I have a habit of what to do in the reduced time. It feels like I'm doing it tightly."

Second generation huge project-Investment of 70 billion yen

Asahito was working on a huge project. The stage is a vast factory site in the center of Nagasaki. It is said that a complex facility centered on a soccer-specific stadium will be built here. "We will build a stadium and five facilities around it: a hotel, a commercial facility, an office, and an arena." (Akito) Japanet has a professional soccer team "V-Varen Nagasaki" and a basketball team "Nagasaki Velca". .. They are trying to revitalize Nagasaki by attracting tourists from all over the country through sports. Regarding this "Nagasaki Stadium City," which is scheduled to open in 2024, Ryu Murakami asked at the studio, "Is there a voice saying,'Is it profitable?'" Asahito replied as follows. "If you think in common sense, you may think that it is not profitable. We will invest 70 to 75 billion yen this time. But Japanet is a company that has made various improvements, so we will do it. It would be profitable if it could be done. Since regional revitalization and sports are very compatible, I am prepared to take on the big challenge of regional revitalization in Japan. " There are words. I'm not very positive about being in a good mood, wanting to stand out, or being overkill, but I like it. Because "hot flashes" have the power to change something. Akito Takata's aim is to build a city centered on a stadium, which is the idea of ​​a "hot flash". It may fail, but I'll try it anyway. He makes a detailed plan, but at the end there is a terrible optimism that "somehow". So did my father. It is the genealogy of "hot flashes". Akito Takata Born in 1979 in Nagasaki Prefecture. Joined Nomura Securities in 2002 after graduating from the University of Tokyo. In 2004, he became the president's office manager of Japanet Takata. In 2015, he became president. If you missed it, go to Tele East BIZ!