午夜剧场

After graduating from university, I joined Meidi-Ya Co., Ltd. I was assigned to the International Business Division, where I was responsible for customs clearance and the import and domestic sales of beer and wine. In the late 1980s, when I had just entered the workforce, Japan was still in a "vibrant" era. Wine imports and sales were on an expansionary trend. I became a Japan Sommelier Association certified "Wine Advisor," and I learned a great deal through interacting with representatives from overseas suppliers (winemakers), working with various sales branches and business partners, and understanding "how to get work done within an organization."

In April 1991, I left Meidi-Ya, where I had learned so much. I joined my family business, Ishii Miso, as Executive Director. Located in Shinshu, a tourist destination, our brewery is just a 10-minute drive from the national treasure Matsumoto Castle and welcomes many tourists. In the Shinshu miso industry, which is crowded with major and mid-sized competitors, I asked myself, "Can a small, long-established brewery like ours survive?" My own answer was, "The hurdles are high, but it is not impossible." This was a judgment based on my observations of the Western wine industry and the management of "chateaus."

I became the sixth-generation president in 2010. When I was appointed Executive Director, our product lineup consisted of only one type of miso and a few types of pickles. However, I focused on the fact that miso itself is a versatile seasoning that complements Japanese, Western, and Chinese cuisine. Now that we have added a restaurant business, we offer over 100 varieties. With the recent increase in inbound tourism, we established a format of lectures, tastings, and meal service to help overseas visitors understand the culture of miso-fermented foods. This led to us receiving the "Oishii Japan Prize" at the Ministry of Agriculture, Forestry and Fisheries' "Eat! Meet! Japan" awards. To meet the expectations of domestic and international customers who seek food safety, security, and health, strengthening our team's capabilities is our immediate challenge.

As a brewery that produces "Three-Year Miso" aged in cedar vats using natural brewing methods, and as someone involved in the tourism and restaurant industries, I must never forget that these sectors are heavily influenced by location, weather, disasters, and pandemics. It is essential to diversify risks and build a "strong financial structure." To supplement our finances, which were precarious with the core business alone, I converted idle land into commercial facilities or apartment complexes depending on the location, thereby contributing to local "urban development." It has been 39 years since I entered the workforce. Before I knew it, I had passed the age of 60. The minimum framework I envisioned when I became Executive Director has finally taken shape. I intend to work hard for another 15 years until I pass the baton to the young "seventh generation."