KOMEHYO becomes a "Curiosity Manufacturer." Redefining its value through a profound "greatest common denominator."

Dentsu Inc.'s cross-functional creative organization, the Future Creative Center (FCC), is a group of over 70 individuals supporting future-building initiatives through creativity, extending beyond the realm of advertising. In this series, FCC members discuss their upcoming endeavors under the theme "Future × Creativity."

KOMEHYO (hereafter KOMEHYO), a company specializing in the purchase and sale of reused and secondhand goods, redefined its business value this year as it celebrates its 75th anniversary. The aim was to clearly communicate the company's appeal to society and articulate the future it aspires to create. They believed this would also enhance employee fulfillment.

FCC members participated in this project. This article features Takuji Ishihara, President and CEO of KOMEHYO Co., Ltd., Hiroyuki Yoshida from the Public Relations Department, and Yuji Higuchi of Dentsu Inc. FCC, who served as Creative Director, reflecting on the series of initiatives.

The challenge behind the project: "Our company's value isn't being communicated"

Ishihara: Komekyo began 75 years ago selling secondhand clothing and has been in the reuse business ever since. While the term "reuse" is common today, we adopted the concept of "Relayuse" in 1995. This embodies not just the act of reuse, but the philosophy of passing on (relay) and effectively utilizing (use).

Within this framework, we undertook this initiative to "redefine our business value." However, there were actually two underlying challenges we felt as a company.

First, while reuse has become commonplace in recent years, we worried that all companies in the field might be perceived as indistinguishable. In other words, Komehyo's unique value and strengths weren't being communicated effectively to the world. We also felt that our own employees might not clearly recognize the company's value and strengths.

The second challenge was that, partly due to the pandemic, our focus had become too narrowly fixated on daily numbers and immediate goals. We felt we needed opportunities to lift our gaze higher and discuss the future.

Yoshida: Amidst these challenges, I met Mr. Higuchi at an event last November. After sharing these issues, one of the proposals he made was "redefining our business value."

Higuchi: For both challenges, I thought that redefining the value of Komehyo's business could change the mindset of employees and also alter how Komehyo is perceived externally.

Creativity isn't just for advertising; it can also be applied to corporate strategy like this. Dentsu Inc.'s strength lies not just in redefining business value, but in distilling it into a single phrase and a single image to communicate it to the world. So, we made it one project encompassing everything from redefining the business value to creating the statement and key visuals that represent it.

Yoshida: The project started in February 2022 and was scheduled to be presented at Komehyo's management plan announcement in May.

"Words that naturally emerged from within the company." The reason for choosing this discussion style

Higuchi: From there, to clarify Komehyo's business value, we conducted employee interviews and workshops. The workshops were held in three locations: Tokyo, Nagoya, and Osaka. We also formed a project team by gathering members from each department and held repeated discussions. Within this framework, we explored Komehyo's business value while listening to everyone's work details and their visions for the future.

A major reason for choosing to discuss directly with employees stemmed from words President Ishihara shared when we first met. He stated clearly, "I don't want to use trendy expressions or pretty words. I want to shape the collective thoughts of everyone at Komehyo and create something everyone can agree on." That's precisely why we decided to proceed by discussing repeatedly with all employees.

Ishihara: I didn't want words that reflected trends or just one person's ideas. Instead, I wanted words that emerged organically from within the company, words that expressed the collective feelings of all employees and would be cherished for a long time.

Yoshida: We also felt that unless everyone agreed on the words, they wouldn't translate into daily actions. This project's goal isn't just redefining business value. That's "Phase 1"; the subsequent "Phase 2" of embedding it is equally crucial. We advanced the project with that entire process in mind.

Redefined Business Value: The "Greatest Common Divisor" That Resonates Internally and Externally

Higuchi: Through this process, we ultimately redefined Komehyo's business value as "Curiosity Manufacturing." When dealing with secondhand goods, we wondered if we could redefine, from Komehyo's perspective, the fundamental "value of desiring something" – beyond just environmental contribution or economic reasons. That's how the keyword "curiosity" emerged. Furthermore, to communicate this value internally and externally, we also produced corporate advertisements.

Yoshida: Before the term "curiosity manufacturing" emerged, when I heard the direction being considered, there was a proposal for "desire editing." I felt the word "desire" accurately and unvarnishedly expressed our company's business. The items we handle are primarily luxury goods, and there is undoubtedly a significant desire to own and wear these products.

However, "desire" felt too direct for public expression. As we refined it, the word "curiosity" emerged. I felt it was a term that truly conveyed what Komehyo's business is, resonating with both our employees and our customers.

Ishihara: Personally, I think it's a word that reflects what everyone in the company feels. As the ad copy states, we don't have factories or production lines. But through Komehyo's expertise in appraisal, maintenance, and refurbishment, we build trust in pre-owned goods. In that sense, by adding credibility to the products, we spark people's curiosity – that "I want that" feeling.

It's an insight that everyone does in their daily work, but one you might not notice unless pointed out. It was great to clearly articulate that as our business value.

Higuchi: I'm glad to hear that, because I always thought that Dentsu Inc.'s role was to uncover and articulate the inherent value within Komehyo – value that existed but was hard to notice – rather than creating new words from scratch.

Also, while this project started with our employees in mind, it was also meant for external audiences. We needed to strike a balance that resonated both internally and externally. I think we succeeded in creating an expression that honors the N=1 perspective of each employee while also finding a meaningful greatest common denominator.

Ishihara: Another positive aspect of this project was that employees could discuss the theme of "what we want to become in the future" across generations and regions. I'm glad I was part of it, and honestly, it was the most enjoyable work I've done in a while (laughs).

Now we enter the "permeation" phase. We aim to connect "curiosity" with "Komekyo."

Yoshida: As planned, we announced this statement at the May management plan presentation. Since then, I've noticed employees frequently using the term "curiosity" in meetings and discussions. Moving forward, we want each employee to truly understand this concept and translate it into action. Our goal is also for Komehyo to be externally recognized as a company where "curiosity" and "Komehyo" are intrinsically linked. It won't be easy, but I believe this will ultimately drive our performance.

Ishihara: We must ensure that our identity as a "company that fosters curiosity" isn't just accepted internally, but also recognized by our customers. To achieve this, we'll refine our product selection, customer service, and store design. If customers start thinking, "Going to Komehyo is somehow exciting," then our words and actions will align.

This will also become a source of fulfillment for our employees. That's precisely why we want to embed the concept of "curiosity manufacturing" both within our company and throughout society.

Higuchi: We also believe true success lies in its permeation. As Phase 2, we're supporting how to drive this "curiosity manufacturing" principle. In that sense, the ideal state we envision is one where this concept functions internally even after Dentsu Inc. departs, influencing the actions of both employees and customers. While it will be bittersweet to leave (laughs), we hope to accompany Komehyo as it continues to increase curiosity in the world.