──Mr. Hideki Kobayashi, President of Ginza Eikyokuya, what is trust?

This series began as an editor's whim, inspired by Dentsu Inc.'s 10th anniversary in 2023. We wanted to offer wonderful content under the theme of "10 people, 10 colors." While it's a "10"-themed project, if we're going big, it becomes a series centered on the theme of "diversity."

When we want to immerse ourselves in thought or try to squeeze out ideas, we each need our own indispensable "companion" (an essential item). For the great detective Sherlock Holmes, that would be his beloved "pipe" and "violin."

This series invites various individuals to share their own "personal companions for thought." We hope you'll enjoy discovering their unexpected sides while pondering "thoughts about thinking."

(Web Dentsu Inc. News Editorial Department)

Guest for Episode 8: Mr. Hideki Kobayashi, 3rd Generation President of Ginza Eikyokuya

──Thank you very much for your cooperation in the interview for "The Secret of Why This Company is So Energetic (#39 )". It was a long interview, but are you tired?

Kobayashi: Not at all. I thoroughly enjoyed talking with you.

──Thank you. Now, let's talk about "companions for thought."

Kobayashi: I'd be happy to.

──Mr. Kobayashi, you took over the reins of Ginza Eikyokuya at the young age of 28. Assuming the role of president at such a young age must have been incredibly challenging. I imagine you must have felt the pressure almost crushing you.

Kobayashi: I was in a state where I felt I had to deliver results to earn trust. First, I went around listening to the voices from the front lines. There was a lot of pent-up dissatisfaction there. I asked the executives at the time, who had given up on the company's future, to leave. I desperately studied cutting-edge management techniques, proposed them, implemented them... But despite my "Let's do this!" attitude, the results just weren't coming. Even after implementing changes, they wouldn't take root. That state of affairs continued for a while.

──I understand. Well, to be precise, I think I can understand. That just makes you push even harder, doesn't it?

Eiki Kobayashi: President and Representative Director of Ginza Eikyokuya. Born in 1981. Graduated from Keio University's Faculty of Economics. After working at an IT company and in system implementation consulting/development, joined Ginza Eikyokuya. Appointed as the third-generation President and Representative Director at age 28 in 2009. Turned around the company, which was on the brink of bankruptcy (with cash reserves equivalent to only 0.4 months of monthly sales at the time), leading it to its current state. Key career highlights include serving as a guest lecturer at Hitotsubashi University MBA and Meiji University MBA programs (on organizational theory in business succession), serving as Chairman of the Successor Development Consultation Association, and lecturing at the 100-Year Management Entrepreneurs Club. He has extensive experience supporting successors in managing diverse businesses (glass manufacturing, nursing care, cemeteries, kindergartens, etc.).

──Was there some kind of "turning point" that helped you break out of that vicious cycle?

Kobayashi: One day, a business executive I was close with told me, "You seem kind of arrogant, you know." I certainly didn't think I was acting arrogant. I was just desperately trying my best. Then he advised me: "Listen properly to people who understand [Ginza Eikyokuya] better than you do." Ah, that's true, I thought. If it had been right after I took the job, I might not have realized it. But having tried various things and experienced failures made me think, "Yes, that's exactly right!"

──It might be something serious people tend to fall into. Not about being arrogant, but about pushing yourself too hard out of a sense of justice or mission, thinking "I have to fix this."

Kobayashi: The person I relied on was Kotani, who had become an executive at the time. He was a veteran with 40 years at Ginza Eikyokuya. He had the experience, and more than anyone, he wanted reform. But precisely because he cared so deeply about Eikyokuya, he was the type to apply the brakes firmly when necessary. I made a decision. If Kotani said NO, I absolutely wouldn't do it. Not only that, I also asked Kotani to handle internal communications. Then, somehow, things started to go smoothly, albeit gradually.

──What a great story. It's like the deep "trust" between a young warlord and his seasoned strategist. As we saw in the story about "The Secret of Why Some Companies Stay Vibrant," the word "trust" truly emerges as a key theme when listening to President Kobayashi's insights.

Thoughts only have value when they are conveyed. (Hideki Kobayashi)

Kobayashi: What Kotani made me realize is that thoughts only have value when they are conveyed. Conversely, no matter how innovative an idea might be, if it doesn't reach the other person, it has no value whatsoever. I believe the same applies to the value of Ginza Eikyokuya. No matter how good something is, it only becomes valuable once it's visualized and conveyed to the customer. I'm always thinking about how to make that happen.

──Oh my? It seems we're drifting toward the topic of "companions for thought." Speaking of that, prior to this interview, Mr. Uemura (Ginza Eikyokuya's PR representative) sent me a document compiling feedback from the new employees joining in 2024. It contained two key discoveries. These were comments reflecting on their training: one was that "people are happy when their efforts are noticed." The other was that "When people are allowed to make mistakes, they become more positive."

Kobayashi: This might stem from our corporate culture that respects individuality. Recognizing and respecting someone's individuality is crucial. Such sentiments inevitably reach the other person, fostering a sense of being understood. And that directly translates into how we interact with customers.

──Thinking deeply about who the person you're facing is and what they seek. That attitude is truly what you'd call "thinking alongside them."

Kobayashi: I believe the customers who visit our company aren't primarily seeking fashion. They love their work, or value human interaction. They're asking: Is there a suit or clothing that can respond to my feelings? Sensing that expectation and responding with service that exceeds their hopes—that is the essence of Ginza Eikyokuya's work.

Currently, 47.5% of Ginza Eikyokuya's new customers are in their 20s to 40s. President Kobayashi states that this demographic is precisely where the key to differentiating ourselves from other stores lies.

For example, President Kobayashi's shoulder width is 48cm. "But even with the same 48cm measurement, muscle structure, neck shape, and other factors vary from person to person. Responding to such individuality down to the millimeter—that is what full custom tailoring means."

What is President Hideki Kobayashi's "Thought Companion"?

──Now for the main topic: Could you tell us about President Kobayashi's specific "companion for thought"?

Kobayashi: "Working together in the same office," I suppose.

──What do you mean by that...?

Kobayashi: For example, our company doesn't have a "president's office." It's crucial to have an environment where everyone works together on the same floor, where we can all intuitively understand what everyone else is talking about and what I'm talking about. This significantly reduces communication gaps, and when I share my thoughts internally, they reach employees more easily.

──That's certainly true. Even with remote work, what isn't visible on screen or conveyed through video is often what's truly important.

Kobayashi: And this environment also fosters respect for individuality. To truly grasp someone's personality, hearing their raw voice is the most effective way. By engaging with that authentic voice—something reports can't capture—you uncover insights.

──That can spark perspectives or ideas you hadn't noticed yourself. So, an environment that allows frank conversation with people—even casual chit-chat—is what fuels thinking?

──Speaking of casual conversation, I once had a boss who was exceptionally skilled at it. I observed him, wondering why he was so good at talking. What I noticed was that he truly saw the other person. He understood what topics would engage them, what values mattered to them. It seemed like simple chit-chat, but it resonated deeply. That's why his conversations were so interesting. At that moment, I felt like I learned something about the essence of service.

Kobayashi: The same principle might apply to customer service. The stylists at Ginza Eikyokuya, who handle customer interactions, always start by listening to the customer's work-related stories. What kind of work do they do? What are their particular passions or concerns in that work? They hear about their struggles and successes. If a customer has published a book, they read it, of course. A suit is "work attire." By listening to authentic voices about their work, even at the casual conversation level, their thinking deepens about what kind of "work attire" the customer is seeking. I believe this ultimately builds trust, making the customer feel, "They understand me."

──While interviewing you, I'd thought of titling this piece "What is Trust?" as my question to President Kobayashi. I never imagined the answer would be "casual conversation"... Oh dear, I've gone over the allotted time again. Thank you so much for your time today.

Kobayashi: Thank you very much.

──My "chat" with President Kobayashi was truly enjoyable.