"Fun" changes behavior. Lessons from "Tabecho" for a decarbonized society.

As climate change intensifies, achieving a decarbonized society has become a critical management challenge for companies, with stronger demands for initiatives fulfilling social responsibility. The 2015 Paris Agreement set the goal of "limiting the temperature increase to 1.5°C above pre-industrial levels." However, by 2024, the global average temperature rise had already reached approximately 1.5°C, making the crisis a reality.

Amidst this, attention is turning not only to corporate efforts but also to the need for changes in the awareness and actions of each individual consumer—that is, the necessity of "behavioral change." Dentsu Inc. conducted a "Consumer Survey on Carbon Neutrality" targeting 50,000 people nationwide. This revealed the diversity of consumer concerns and the difficulty of making decarbonization a personal priority.

This series will feature companies and organizations participating in the Ministry of the Environment's "Deco-Katsu" (a national movement to create new, fulfilling lifestyles that contribute to decarbonization) and actively supporting behavioral change. We will discuss these topics with guests, incorporating the survey findings.

This installment features Yusuke Matsuura, Executive Officer at Vivid Garden Inc., which operates the direct-from-farm e-commerce site "Tabecho." Dentsu Inc.'s Takeshi Araki asked him how they are driving behavioral change centered on food and local communities.

Vivid Garden Executive Officer Yusuke Matsuura (left) Dentsu Inc. Public Account Center Takeshi Araki

Creating a world where producers' dedication is fairly valued

Araki: First, could you tell us about your company?

Matsuura: Vivid Garden is a company operating under the vision of "a world where producers' dedication is fairly valued." The word "Vivid" in our name embodies our desire to restore vibrant farmland across Japan. The background to our founding stems from the personal experience of our CEO, Akimoto. His family ran a farm, but it went out of business. This led to the realization that "without a system that allows them to earn a proper living as an industry, it cannot continue."

This conviction led to the launch of the direct-from-producer online marketplace "Tabecho." Tabecho is an online platform functioning like a digital market or direct sales venue. It allows consumers to purchase ingredients, flowers, and other products directly from dedicated producers and share their feedback with them. This direct connection fosters mutual understanding between producers and consumers, allowing them to appreciate each other's perspectives and backgrounds. By building a system where even small-scale producers can earn proper profits, Tabecho aims to realize a sustainable primary industry.

Tabecho has over 1.1 million users and more than 10,000 registered producers (as of April 2025). It handles a wide range of food items, including vegetables, fruits, rice, meat, fish, beverages, and flowers, featuring over 50,000 unique, high-quality products.

Araki: So the business was born from the founder's personal experience. What's striking is how you provide a system enabling producers to earn sustainable income. Was awareness of social issues like food waste present from the start?

Matsuura: While reducing environmental impact and tackling food waste were themes present since the service's launch, we've become more seriously conscious of them in the last two to three years. At TabeChoku, we've always prioritized "how to convey producers' dedication and how to match them with consumers." This dedication takes many forms – from unique cultivation methods and rare varieties to selling large family-sized sets.

Among these, many producers are focusing on environmentally conscious production and food loss reduction, and an increasing number of consumers are making purchasing decisions based on environmental considerations. By facilitating these connections, we believe Tabechoku can contribute to decarbonization and reducing food waste.

Araki: Your company is participating in the Ministry of the Environment's "Deco-Katsu" promotion initiative. Could you tell us about the background and the specifics of your activities?

Matsuura: As mentioned earlier, we've been tackling social issues through food since our founding. Themes like reducing food waste and decarbonization have become increasingly prominent in our interactions with consumers. We strongly resonated with the purpose of this "Deco-Katsu" promotion project and decided to join the Deco-Katsu Support Group.

Our specific activities include collaborating with retailers to develop "Eat-All-You-Can Bento" using sashimi that tends to go unsold at night. Beyond designing sales spaces and products, we incorporate incentives like point systems to make food loss reduction an enjoyable experience for consumers.

We are also focusing on publishing recipes that introduce cooking methods to fully utilize ingredients delivered to homes without waste, and on operating a community where participants can share information. By providing experiences that allow people to feel they are contributing to the environment right at their daily dinner table, we hope to broaden the opportunities for behavioral change.

Leveraging the "connection" between producers and consumers to tackle food loss

Araki: I believe the "Deco-Katsu" initiative is a natural extension of your company's accumulated activities. Specifically, regarding behavioral changes among consumers in recent projects, what kind of results have you observed?

Matsuura: We believe reducing food loss on the production side also contributes to achieving a decarbonized society. Food loss occurs on both sides: "producer-side loss" and "consumer-side loss." We aim to eliminate both.

Our strengths lie in connecting producers and consumers, and in sharing and understanding the underlying thoughts and stories behind products. Leveraging these strengths, we are implementing various initiatives to reduce waste on both sides. While the total impact is still small, we are seeing positive signs in terms of the "quality" of the responses and behavioral changes.

Araki: What specific initiatives are you undertaking?

Matsuura: First, regarding reducing producer-side loss, we collaborate with the Ministry of Agriculture, Forestry and Fisheries to promote and raise awareness about organic produce. Additionally, there's loss that occurs suddenly due to weather, like non-standard products or surplus from off-peak harvest times. In such cases, when producers and consumers are directly connected, "We suddenly have a lot harvested. Would you like to buy some?" This is truly a community-based approach. In fact, as part of the TabeChoku system, we've implemented a feature allowing producers to send direct messages to consumers, which they use for sales promotions when losses are likely to occur.

Furthermore, some producers process ingredients at risk of becoming waste into new products. We also collaborate on our private brand, developing frozen side dishes for bento boxes, among other efforts to absorb waste.

Araki: I see. So, by leveraging the platform's strength of enabling direct communication, you're creating a flow where potential loss becomes a sales opportunity. How about consumer behavior change?

Matsuura: We're seeing positive results on the consumer side too. We feel that "it's precisely because of the strong connection with producers that consumers become more conscious of waste." For example, we utilize unique recipe content from producers, like "Farmer's Meals" or "Fisherman's Meals," to suggest ways to use parts that are not commonly eaten, such as daikon radish leaves or fish trimmings. It's an effort to help them rediscover the value of "eating everything."

Also, related to the matching discussion earlier, we're seeing consumers develop a mindset like, "Since these are Mr./Ms. ◯◯'s vegetables, I want to treasure and eat every last bit." Even with something like carrot tops, knowing who grew them and how makes people think, "Can't I eat this instead of throwing it away?" In that sense, we feel we're contributing to reducing waste on the consumer side too.

Araki: Seeing the faces of the producers changes how people approach ingredients. That's truly a "behavioral shift."

Matsuura: Exactly. By offering value beyond just "convenient purchasing," I believe awareness is gradually shifting.

"Looks fun" and "Seems interesting" change people's actions

Araki: I felt that having solid communication points between producers and consumers not only reduces food waste but also contributes to providing safety and peace of mind. While there are environmental benefits, like ways to finish what you eat, I get the impression producers are offering various other values beyond that. When it comes to decarbonization, it's hard for people to feel personally invested just by hearing the term. From a "communication approach" perspective, are there any points you consciously focus on?

Matsuura: I truly believe the "messaging" is key to changing behavior. Frankly, many people won't connect if you just say "Let's decarbonize." That's precisely why it's so important to start by sparking interest – making it seem delicious or interesting.

For example, starting with entry points like "Why not try some farm-fresh meals?" or "Seasonal fruits delivered to your door," as people eat, they naturally become more conscious about finishing their food. This ultimately reduces food waste and contributes to decarbonization. We're consciously aiming for that kind of flow.

Araki: As the global environment changes, production areas and harvest times are gradually shifting too, right? If families can share that kind of information, it becomes a very relatable learning experience, especially for children.

Matsuura: Communicating the connection between "food and the environment" to the next generation is also a key focus of our efforts. Previously, as part of food education, we ran a project called the "Food Education Vegetable BOX." We shipped vegetables directly with soil still attached, including educational reading materials and character stickers to make learning fun for children.

We've also collaborated with the Ministry of Agriculture, Forestry and Fisheries to organize bus tours focused on organic farming and biodiversity. About 40 participants traveled from Tokyo to production areas in Chiba, where they visited actual fields and learned through hands-on experience. In this way, we value creating experiences that are first and foremost "fun" and "interesting," leveraging the strengths of offline activities alongside online ones.

Araki: Learning and encounters on-site must offer consumers a wealth of new insights. When we spoke with producers who previously won the "TabeChoku Award 2024," their insights really stuck with me. They mentioned challenges like "the differing levels of awareness about food loss among producers themselves, and the fact that consumers see a different world," and ideas such as "if there's no profit, we can't continue. Branding products developed through food loss reduction efforts and carefully communicating this to consumers can lead to supportive purchasing."

Matsuura: Exactly. Bridging the gap between producers and consumers is crucial in every aspect. Even regarding pricing, producers work incredibly hard, which naturally incurs costs. Ideally, we want to build relationships where consumers think, "I want to buy from this person," even if the price reflects those costs. That's why we aim to create a world where people have their favorite producers.

For example, if people develop a fan-like relationship, thinking "I get my carrots from this farmer" or "my rice comes from this producer," they'll be willing to pay a bit more. In fact, producers with many repeat customers can already maintain their prices. We want to expand these "fan communities" across different regions.

Araki: To solve cost challenges, it's crucial that "you can see the face of the person making it," right?

Valuing the "discoveries" within daily life and local communities

Araki: At Dentsu Inc., we continuously conduct nationwide surveys on carbon neutrality, delving into the public's overall awareness and the actions they are interested in. What we're particularly focusing on is interest in and willingness to take specific actions, specifically "what actions they want to take going forward." For example, "finishing all food on the plate" and "local production for local consumption" show a very high tendency of willingness to implement.

Regarding "finishing meals," many people recognize the economic benefits, with comments like "I'd like to do it if it doesn't burden my life." For "local production for local consumption," the motivation stems from a desire to "contribute to the community."

We feel these actions, due to their accessibility and tangible sense of purpose, can be significant catalysts for changing consumer behavior. I understand your company is already advancing regional collaboration through mechanisms connecting producers and consumers. Could you share your thoughts on regional partnerships or any challenges you perceive?

Matsuura: Recently, we've focused on collaborating with local governments, establishing over 100 partnerships with municipalities nationwide. What we've realized through these efforts is that there are still countless charming regions and products we haven't discovered yet. There are truly many wonderful producers with strong dedication, but they all say the same thing: "We're not good at presenting ourselves..."

That's precisely why we see significant potential for growth. We believe these areas hold value that's often overlooked because it's too familiar locally. Our role is to rediscover these regional charms from an outsider's perspective and communicate them to consumers in urban areas and other regions. We believe such efforts ultimately contribute to reducing food waste and supporting local economies.

Araki: When communicating regional appeal, what do you focus on to motivate consumers?

Matsuura: What we focus on is whether we can provide a sense of "discovery." Of course, there's the basic need to "eat something fresh and delicious" or "choose high-quality products." But beyond that, many people also seek small changes in their daily lives. For example, creating experiences like, "Hey, we got some rare mandarins delivered—let's try them together!" Or creating conversation starters like, "This is a new variety grown in my mom's hometown." We value creating these kinds of opportunities. We believe these small moments of awareness and delight can also spark interest in the region and the environment.

Araki: Indeed, such "behavioral changes that allow people to enjoy change" are quite rare in other fields. You might see it in replacing home appliances, but I think "food" is where it's naturally easiest to incorporate into daily life. In that sense, your company's initiatives seem packed with hints that could lead to behavioral changes in other areas too.

On the other hand, as you expand behavior change toward carbon neutrality as a business, if there are any challenges you're facing, please feel free to share them frankly.

Matsuura: There are several. One is the difficulty of measuring behavioral change itself. While we feel tangible results—like "consumers finishing their food because they're connected to producers" or "reduced food waste"—demonstrating this clearly with concrete numbers remains a significant hurdle.

Another challenge is addressing the "bottlenecks" to behavioral change: "unaware," "uninterested," "unable to feel the effect," or "no personal benefit." We believe our approach of "connecting with favorite producers" is effective against these psychological barriers. However, we recognize that achieving widespread adoption will take time.

That's precisely why we need to collaborate with businesses and venues across Japan—retailers, restaurants, and other points of contact—to create an environment where "everywhere you go offers an opportunity for behavioral change."

Araki: Indeed, within the urgency demanded by the situation, how to achieve rapid expansion is a crucial challenge. The situation is dire enough that 2024 already saw periods where the global average temperature rise exceeded 1.5°C. I sincerely hope we can expand this potential through future corporate collaborations.

Creating "Intense Heat Sources" and Spreading Them Through Co-Creation

Araki: Finally, if you have any future outlooks or challenges you wish to tackle, please share them.

Matsuura: For us, the first priority is to build even more "intense heat sources." We envision a direct connection between producers and consumers, where communities naturally form within that relationship. This leads to the emergence of "favorite farmers," fosters learning, and naturally reduces food waste at the dinner table. Our immediate goal is to firmly establish this virtuous cycle.

Once these deep relationships are established, the next phase—expanding this model—should become visible. To achieve this, we want to explore how to drive behavioral change through various methods and communication channels.

Furthermore, I feel "collaboration" will become even more crucial going forward. Our activities are a business, and sustainability is a fundamental prerequisite. It must be a system that not only benefits consumers but also allows companies to accumulate profits over the medium to long term. I hope to build an ecosystem that works effectively within a capitalist society, together with like-minded individuals.

Araki: I also feel that "connections" are precisely the keyword for the future. As relationships deepen, behavioral change naturally emerges. By expanding these connections, I believe we can take solid steps toward a decarbonized society. Today's discussion was full of insights pointing precisely in that direction. We also hope to utilize our research findings to support initiatives that encourage behavioral change, working alongside various stakeholders. Thank you very much.