午夜剧场

In September 2013, our company underwent a Management Buyout (MBO) and delisted from the Tokyo Stock Exchange (Second Section) after approximately 20 years as a public company. From there, we implemented major reforms, and a company that was on the verge of a deficit managed to repay 35 billion yen in debt over seven and a half years.

Why did we delist? It was out of a sense of crisis that, if we continued as we were, the company would collapse or be acquired. Because we were listed, our stock price, which was in the 4,000 yen range in 1998, had dropped to the 500 yen range by 2011. We had become a very attractive target for acquisition, and our core supermarket business was barely breaking even.

How did we turn it around? There was a lot of drama involved. Despite having never studied management, I changed the tide by using my intuition as a homemaker and by personally cleaning the restrooms and backrooms. There were five core beliefs behind this.

The first was the determination required of a leader when undertaking an MBO. It was a strong feeling that I had to do something when I thought about our employees and the local community.

The second was the reform of employee consciousness. Because we were a listed company, I think many assumed we could never go bankrupt. I clearly communicated the company's financial figures to the employees and had them study management numbers.

The third is speed. The most important thing in doing business is achieving results, and that meant turning things around at breakneck speed. I am often asked, "Why does your work progress so quickly?" The answer is not to demand 100%. I tell my employees that 60% is fine, just keep running. It is enough to get closer to the finished form in the end.

The fourth is education. A company is its people. They are often called "human treasures." I have raised future brain trust candidates by having them serve as my secretary for three months to a year. People grow by being entrusted with work that is about 30% beyond their current capacity. Developing subordinates means guiding them with affection and nurturing their self-confidence.

And finally, gratitude. The work one person can do is limited. We exist thanks to our employees and business partners, and it is important to express that gratitude in words by saying "thank you." Miraculously, when you are blessed with and helped by wonderful colleagues and those around you, luck comes your way. By making changes, the numbers will follow as a result. Reform means being prepared and not fearing change.