概要及び教育体系 主要講義科目 ワークショップ 課題研究・修了論文演習 課外活動

2005年度（2005.4～2006.3）　ワークショップ講演

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Record of Workshop/Lecture

Date: April 28, 2005
Lecturer: Mr. Tomoji Yokoishi, Senior Managing Director of Irodori Co., Ltd.
Theme: Everybody can play a leading role!
Recorded by: Takashi Kobayashi

1. Profile of Mr. Yokoishi
In 1958 Born in Tokushima City.
In 1979 Graduated from Tokushima Prefectural College of Agriculture.
Entered the Kamikatsu Town Agricultural Cooperative as an agricultural advisor. Achieved a variety of good business results. (e.g., 16-year consecutive increase in sales of agricultural products since 1981.)
In 1991 Transferred to Kamikatsu Town Public Office.
Was appointed head of the Industrial Information Center and Irodori Co., Ltd. (a semipublic joint venture).
(In charge of planning and sales of local products, such as the town’s specialty “Irodori, oranges, Shiitake mushrooms, and green tea.)
In 2002 Left Kamikatsu Town Public Office and was appointed senior managing director of Irodori Co., Ltd.
Was awarded Special Prize at the Entrepreneur of the Year Japan Competition
Was awarded Japan Software Prize.

2. Profile of Irodori Co., Ltd.
Zip code: 771-4501
3-1 Aza Shimo-yokomine, Oaza Fukuhara, Kamikatsu-cho, Katsuura-gun, Tokushima-prefecture
TEL/FAX　08854-6-0166
mail.irodori@stannet.ne.jp
Capitalization: 10 million Yen
Kamikatsu Town Public Office (70%); Kamikatsu Bio Co., Ltd. (30%)
Incorporated: April 2, 1999
Representative Director: Mayor of Kamikatsu Town
Description of business: Planning and sales of agricultural products
Development and sales of information systems software

3. Summary of the lecture
(1) Introduction of Kamikatsu Town (Kamikatsu-cho)
Kamikatsu Town in Tokushima Prefecture is a tiny town of only 2,172 inhabitants. It is the smallest town in the Shikoku region in terms of population, and the ratio of people 65 years old or over against its total population is 45%. 86% of the land is mountainous. The average age of Kamikatsu’s inhabitants is 55, and 988 inhabitants are over 65 years old. However, the number of bedridden elderly people is only two. There are five semipublic joint ventures in the town, and all of these have posted consecutive profits in 2001, 2002, 2003 and 2004. Total annual sales for the five joint ventures amount to 3.3 billion Yen. The town has accumulated 3.0 billion yen in funds. Therefore, the town has no need to merge with other municipalities as part of the “Heisei Municipality Great Merger Initiative”, a recent governmental initiative for the merging of municipalities. The town has promoted other unique projects, such as the ”Zero Waste Campaign” and “Volunteer Paid Taxis”.

(2) How was the “Irodori” business created and developed? - outline of the business
When Mr. Yokoishi was hired by the town hall twenty-five years ago, he started to promote new businesses to revitalize the town, supported by the mayor. Initially, the town citizens were strongly opposed to these businesses. However, once the residents understood his business model - to commercialize “decorative leaves for food (tsumamono)” and sell them to urban areas based on his philosophy of, “creating new businesses by satisfying urban demand for hard-to-find rural assets”, the public came to support the business.
a. Producers
The average age of the 177 producers is 68 years. At first, some people felt it “extraordinary and embarrassing” to make a living by selling leaves. However, they now take orders, using a municipal disaster-prevention wireless system, making bids (with the earliest bid winning), and collecting, packing, and shipping products. The town is also promoting the use of IT. Using PCs tailored to the elderly people, producers can log onto the Kamikatsu Information Center to analyze the supply-demand situation including sales trends of major products and learn their sales results on their own so that they can establish their business and sales plans. In particular, the town enhances competition among producers by publishing the sales ranking of individual producers. These businesses have therefore become as competitive as big-city corporations.

b. Customers
From the viewpoint of cooks working at “Ryotei”, up-market traditional Japanese food restaurants, the “Irodori” business is a kind of outsourcing service for their kitchen jobs. Food leaves of this kind cannot be obtained at the Osaka station. These environmental differences have created a business opportunity.

(3) Philosophy of the “Irodori” business
a. Change people’s paradigm by establishing a new system.
The basic point is: Town residents always play a key role, acquiring the capability to analyze and review information and take actions. It is information that has changed the town community. Through such efforts, all of the town’s members have become more motivated.

b. Cultivate aspiration and a positive atmosphere.
Develop people and products by cultivating aspiration and a positive atmosphere.

c. Use caring communication.
Send faxes with hand-drawn cartoons to “Irodori” producers every day.

d. Sell “value.”
Stimulate consumers’ “desire to buy” by offering value. 95% of the value of products is generated by software.

e. Tackle problems proactively.
Playing defense is the beginning of failure. It makes no sense to attack peripheral problems.

f. Use a psychology-based strategy.
By maintaining close relationships with consumers and personally keeping track of their trends, one can continuously offer high-quality products.

g. Increase information-providing capacity.
Actively use the press and broadcasting for sales promotion and publicity. Create a local brand.

(4) Purpose of the “Irodori” business
Kamikatsu Cycle for Success
More people are currently wanting to live in Kamikatsu Town. 161 young people returned to the town and as a result, the town is in the midst of a municipal housing construction boom.

4. Q&A
a. Why did the mayor support Mr. Yokoishi?
When the mayor planned to reform the town, he recognized Mr. Yokoishi’s talent - he was actively involved in various events as a university student - and asked him to work for the town. In that sense, he was a genuine outsider. The mayor’s bold move revitalized the town. In recent years, the citizens have become more open to outsiders.

b. Can we make successful local businesses in any region? How about Nara?
Maybe, yes. However, in recent years, I get the impression that young people are poor at communicating with other people. On the other hand, conventional organizations such as agricultural cooperatives and local governments will not be able to engage in this type of business. (Is this the “dilemma of innovation?”)

c. If another person had been in your position and implemented reforms when you did, could he/she have achieved the same results?
He/she might do it. Anyway, I encountered great difficulties, including incurring a large amount of personal expenses for this job. Most of all, it was extremely tough when I approached Ryotei and asked for their knowledge and training.

d. What will happen to the “Irodori” business if you leave?
It may go bankrupt. Unfortunately, I have no successor.

e. Are there any business models which create synergy with the “Irodori” business?
We have envisioned a number of future business models, such as the networking of hot spring resorts. We have received many inquires from abroad. However, we cannot respond to any of them at the moment.

f. How much is a leaf? Is price the point?
The most expensive leaf is 100 yen. One persimmon tree produces annual sales of 300,000 yen.
Fortunately, we could increase revenues for 16 years in a row. The biggest driver has been women’s growing purchasing power in the town.

g. When did producers start to be involved in the business proactively?
It was 10 years ago, when the number of producers exceeded 100. At that point, trees had grown enough for the business.

h. Are you satisfied with your present compensation?
Yes.

5. Comments on the lecture
Undoubtedly, Mr. Yokoishi is sure that it is feasible to establish communication businesses within local communities, created by those communities. On the other hand, he is very suspicious that a business created in Tokyo and applied to various local cities will be a success. Given recent social trends, it is worthwhile for a variety of local communities in Japan to pursue the possibility of adopting his business model. To do this, we must have talented people who can promote such business with strong determination and leadership in each local community. This means that we must produce talented entrepreneurs all across Japan.

 

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