The Secret of Why This Company is So Energetic Season 2 [32]The sender's "I want to try this" knits together the vitality of society.
This series follows Dentsu Inc. 'Company Design' team as they uncover the secrets of 'vibrant companies' with 'originality.' The 32nd installment introduces KESENNUMA KNITTING, a knitwear manufacturer and retailer founded in Kesennuma City, Miyagi Prefecture, in 2012, shortly after the earthquake.
In the Tohoku port town of Kesennuma, top-tier knitwear is being created. Made to order, entirely hand-knitted by local women, these pieces aren't easily accessible either in price or location. Yet they have a huge fan base nationwide, with some products carrying a year-and-a-half wait.
Leading this Kesennuma Knitting venture is President Mizuko Mitarai, who had no prior connection to Kesennuma. She possesses a unique background: after working as a consultant at McKinsey & Company, she served as a Prime Minister's Fellow for the Kingdom of Bhutan, where she worked to revitalize the country's tourism industry.
How on earth did she make this happen? As we delve into the secret, the essence of fulfilling work and what truly fuels a growing company naturally comes into focus.
Written by: Hayato Amanai (Dentsu East Japan Inc.)
Work that can be started and work that can be sustained
The interview began with the standard question: "Please tell us about the background and circumstances leading to the company's establishment." This was in 2012, immediately after the Great East Japan Earthquake. Anyone would have thought it required considerable resolve. President Mitarai's answer was this:
"I wanted to create jobs. Not just temporary recovery support, but jobs rooted in this land that would endure. We started Kesennuma Knitting in 2012, the year after the disaster. At that time, recovery and living support were still the main focus. Temporary housing had been built for the affected people, protecting them from the elements. Relief supplies were arriving. The minimum necessities for daily life were in place. But there was no daily work. Not only homes, but workplaces had also been destroyed."
Losing your home is devastating. At the same time, I felt the reality of losing your job was equally unbearable. A life of only receiving aid means constantly having to bow your head and say, 'I'm sorry, thank you,' which is mentally exhausting. Plus, without work opportunities, there's nowhere to channel your energy. Nothing to throw yourself into. Back then, the busiest places were the pachinko parlors. That was the Kesennuma I saw."
What a powerful story right from the start. It really drives home how difficult disaster relief support is—something you just don't grasp from news reports or social media alone. People can't live on food, clothing, and shelter alone. They need a sense of purpose in their daily lives.
"That's when I decided I wanted to create jobs. Jobs rooted in the community, jobs that would endure. Jobs that could eventually become an industry for this place. Around that time, I also met Shigesato Itoi, and we started a knitting business in Kesennuma. With knitting, all you need is yarn and needles to get started right away. Even in disaster-stricken Kesennuma, it was a job we could begin immediately, without waiting for ground preparation or other infrastructure. People often ask why we chose knitting. While Kesennuma's existing knitting culture was part of the background, I believe feasibility was the deciding factor."
"I see," I hastily concluded, thinking the ease of starting was key. But President Mitarai continued, "However, a business doesn't succeed based on that plan alone. We actually asked many people in Kesennuma if they wanted knitting work and what form it could take, and we shaped the work based on that."
The story of how Kesennuma Knitting came to be can be found here
https://www.knitting.co.jp/story/
The pride in being called "Knitter ○○"
"For workers, whether a job is easy to do is very important. Back then, when I listened to various people in Kesennuma, many said they had childcare, caregiving, or housework responsibilities that made full-time work outside the home difficult, but they still wanted to work if possible. So, I thought, let's create work that people like that could take on. Knitting work can be done at home, at times that suit you, making it easy for people who have many other responsibilities besides work. But that doesn't mean it's easy work. It's craftsmanship."
At Kesennuma Knitting, President Mitarai's words, "We create work based on the knitters' needs," were particularly memorable. This kind of "inclusive workability" is likely one of the essential elements for a business to sustain itself in today's world. The coexistence of diverse talents stimulates the business and organization, bringing a resilient strength. While this perspective gained traction globally during the COVID-19 pandemic, President Mitarai had adopted it quite early on.
President Mitarai further emphasized that beyond just ease of work, the motivation of the knitters is crucial.
"I believe it's truly heartwarming to feel that your work brings joy to someone else. Of course, we need money to live, and that's why we work. But since work is something we dedicate our time to, it would be sad if it were merely a chore endured for compensation. Feeling that your work not only provides your livelihood but also brings joy to others and contributes to society enriches your life."
When recognized and praised for "your work," people feel immense joy. Money matters, but hearing "That's truly your work, Ms. Amauchi" makes you think, "Ah, I'm so glad I do this job." That might be true for any work. Hearing a customer say, "I want knitwear by Ms. Amauchi, the knitter. I don't mind waiting years," must be something special.
"I believe my job as a business owner is to think of ways to create happiness for both the customers and the people who work here."
President Mitarai's words were so fundamentally straightforward that I felt caught off guard, and I found myself swallowing the clichéd question I'd prepared: "What exactly is branding?"
Quality Builds the Brand
But as an interviewer, I couldn't avoid the question. "Um... what does branding mean to you, President Mitarai?" I tentatively asked. Coming from someone with a background at McKinsey and involved with such a significant brand, I expected a strategic answer. Yet President Mitarai's comment was remarkably simple.
"I haven't often felt I needed to do something specifically for branding. I do think it's important to create things that excite people—both those who wear them and those who make them. Of course, maintaining high product quality is fundamental. I believe product quality builds trust between customers and the company, and that trust ultimately creates the brand."
So how is the product quality, the very source of the brand, achieved? What surprised me during this interview was how much knitwear production is actually a "mathematical and scientific endeavor." Hearing "hand-knitted," I imagined products where each artisan's individuality shines through, making every piece unique. With that preconception, I expected to hear something like, "The inherent variation of hand-knitting conveys a human warmth."
But in reality, the silhouette and dimensions of the finished piece are defined first. From there, a pattern is created. The knitting method is determined to ensure no flaws appear in the details. The knitter then works based on that pattern. The knitter's skill lies in faithfully reproducing the pattern while also creating a knit that is comfortable to wear and beautiful. This skill results in a high-quality product.
I feel that the quality of Kesennuma Knitting's products reflects the knitters' commitment to "delivering knits that delight our customers." While they might unravel and reknit items during inspection if the finish isn't perfect, it's more common for knitters themselves to be dissatisfied with their work and voluntarily redo it.
The knits created this way reach the customers. Their voices of joy reach the knitters. Sometimes they write letters, or even come to visit. Those voices become the knitters' joy. When maintaining the knit, they knit again thinking of the customer. The customer who receives it feels joy once more and can cherish the knit for a long time... In this way, the "joy and happiness" conveyed through the knit circulates, connecting people for a very long time.
It's logical, yet you truly feel the "hand" behind it. There's warmth. I felt this is the very essence of the quality at Kesennuma Knitting.
The work of knitting stories
During the interview, President Mitarai shared the background of the knitting culture rooted in Kesennuma.
Kesenuma thrived on deep-sea fishing, with its vessels venturing as far as the Atlantic Ocean. A fisherman's work aboard wasn't solely about catching fish. Mending nets for fishing, untangling fishing lines, and preparing for the catch were also part of their duties. This made them dexterous with their hands, intimately familiar with needles and thread. They often knitted sweaters during spare moments on the ship.
Those sweaters became the best gifts for families waiting for their fathers' return. Many of the knitters at Kesennuma Knitting also treasure sweaters knitted for them as children by their fisherman fathers.
But that's not all. The presence of sheep in their daily lives also underpinned Kesennuma's knitting culture. "When talking to knitters in their 60s, quite a few recall having one or two sheep at home when they were children. Every year, shearers would go around the area, shearing the wool from each household's sheep. They would then have that wool spun into yarn by a supplier, and every year, they would knit sweaters for the family or make coats."
Why were there sheep in Kesennuma? The background lies in wartime Japan, where the government encouraged sheep farming in the Tohoku region to achieve domestic wool production. The goal was to make cold-weather gear for soldiers heading north.
"Places like Tono in Iwate Prefecture are still famous for sheep dishes today. They must have had many sheep. The fact that many people in Kesennuma did knitting also stems from the same roots."
The memories held by the land and the reliable techniques inherited from predecessors are woven together with the stories of the knitters and their customers, creating one-of-a-kind knits found nowhere else in the world.
Finally, I asked about the theme of this series: "vibrant companies." President Mitarai thought for a moment, then said:
"It's not about being told what to do. It's about feeling 'I want to try that,' or 'doing this will make things better,' and naturally wanting to take on more work. A company with many people and projects like that is a vibrant one, isn't it?"
Do what you can do now, with excitement. If you fail, just start over from the beginning, like unraveling knitting. The PDCA cycle President Mitarai practices is remarkably simple and sincere. That's precisely why his work resonates with so many people. The final words he shared with me were profound as well.
"My vision since founding this company has been to bring happiness to both our customers who purchase our products and our employees. That remains our unchanging business goal. After all, that means increasing the world's total happiness. Don't you agree?"
KESENNUMA KNITTING's website is here.
This series explores the secrets behind "vibrant companies" with "originality," investigated by Dentsu Inc.'s "Company Design" team. Episode 32 introduced KESENNUMA KNITTING, based in Kesennuma City, Miyagi Prefecture, which manufactures and sells knit products.[Editor's Note]
President Mitarai's comments are logically coherent, yet never cold. Rather, they are warm. Warm and profound.
His convictions are unshakable. They never waver. Yet, he strives to empathize and understand the perspectives and feelings of others to the utmost. Those others are customers, colleagues advancing the company and business together, and the community and society itself. Starting a business, or continuing to manage one, is precisely about that, I realized anew.
The knitwear woven by "President Mitarai and his team" is also logical and warm. It embodies solid craftsmanship and genuine care for others.
That's where fans are born. It might seem obvious, but consistently embodying that obviousness is no small feat.
Was this article helpful?
Share this article
Newsletter registration is here
We select and publish important news every day
For inquiries about this article
Back Numbers
Author
Tamaichi Shunsuke
Dentsu East Japan Inc.
Since joining the company, I have consistently worked in business production roles. I focus on identifying client challenges and proposing and implementing solutions to address them, providing ongoing support for business growth.
