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[Executive Interview #01] Advisor Ichiro Fujisaki (Former Japanese Ambassador to the United States) – Part 2

  • Interview
2024.10.16

Our President and CEO Kazuhiro Goto interviewed Ichiro Fujisaki, who is a former Ambassador Extraordinary and Plenipotentiary of Japan to the United States. Advisor Fujisaki was appointed as an advisor to D-POPS GROUP in April 2023 to help realize a Venture Ecosystem.

This article is based on the latter part of the interview.
You can view Advisor Fujisaki’s profile here:
https://d-pops-group.co.jp/en/company/board-member/

Read the first part of the interview here.

Goto:
Now, for the next question: you have experience serving as an outside director at major Japanese corporations like Nippon Steel and Itochu. How did working in the Ministry of Foreign Affairs feel different from working in the private sector? Were there any similarities?

Fujisaki:
One major difference I felt between the Ministry of Foreign Affairs and large corporations was that when making decisions at the Ministry, we always had to consider how things would look to someone from the outside—in other words, accountability. I felt this was different in the private sector.

In a government office, you are constantly exposed to the media and the National Diet. Even the smallest mistake requires a public announcement. For example, if a tax office somewhere loses 300,000 yen and doesn’t report it, it would turn into a huge scandal, and they’d be accused of trying to cover it up. It’s the same with the police.

On the other hand, if a company loses 300,000 yen but finds it right away, they simply remind employees to be more careful next time. Ultimately, it’s something that can be controlled by the company’s management.

I feel like in the government, we spend too much energy on this kind of thing.

Another difference is that the Ministry of Foreign Affairs was a much flatter organization compared to large corporations. Even younger employees were allowed to participate in high-level discussions and voice their opinions. In contrast, corporate hierarchies seem to be much stricter.

Goto:
I think so, too. Most companies in society follow a pyramid structure, so even if a young person works extremely hard or has exceptional ability, it still takes an incredibly long time to get promoted. That’s why I felt we needed to create more companies that offer young people real opportunities, or else there’ll be no future. That was one of the reasons I started my own company.

Fujisaki:
Exactly. That’s really important. Otherwise, young talent will just leave for opportunities overseas.

Goto:
Now, we’ve progressed even more from that point. Initially, we focused on building a company that gives young people opportunities, but now our goals have expanded to increasing the number of entrepreneurs in Japan and spreading a culture of taking on challenges and having a more open-mind. By doing so, we hope young people will have more options—whether it’s choosing where to work, what challenges to take on, or even starting their own business. I believe we need to create a society where entrepreneurship itself is celebrated, and that’s what I’m working hard to achieve.

At this point, Ambassador Fujisaki, I’d like to ask you the following question. Given your experience negotiating with various countries during your time at the Ministry of Foreign Affairs, with regard to managing the balance of power when dealing with several major global players: in order to firmly maintain and enhance Japan’s presence on the world stage, how do you think Japan should balance its relationships with the United States, the EU, and other major powers such as those in the BRICS group?

Fujisaki:
When I recently spoke with a top executive at a major corporation, he remarked, “In light of the dealings in Ukraine, North Korea, and China over these past 10 years, shouldn’t we set aside our belief in the inherent goodness of people—especially as it relates to democracy and peace—and instead operate on the assumption that human nature is essentially bad?” I replied, “No, it’s both at the same time. Our official stance is that humanity is good, but behind the scenes, we always assume the opposite. The core of national security is preparing for the possibility that anyone might do anything.”

Considering that Japan is neighbored by North Korea, Russia, and China, we have no choice but to depend on the United States for our security. However, that does not mean we must adopt the exact same policies as the US. Unlike the US, Japan has consistently maintained good relations with countries such as Cuba, Iran, and Myanmar, and even after the US pulled out, we continued with initiatives like the TPP [Trans-Pacific Partnership] and the Paris Agreement. We’re managing these relationships effectively without being overly vocal about it. The nations in the Global South and BRICS are by no means monolithic, so it’s important for us to build the best possible relationships with India, South Africa, Brazil, and others among them.

When you travel abroad, you often hear that many people hold Japan in high regard and have a positive impression of it. So, I believe that, fundamentally, our current approach is working well.

However, one area that requires caution is India. While India is often seen in a favorable light—partly because China is cast as the villain—it is, in reality, a very shrewd nation. Although I’ve only negotiated with India a few times, it turned out to be the most challenging negotiation partner I’ve ever encountered.

Goto:
In the serial articles you wrote for the Sankei Shimbun newspaper, you mentioned that Japanese people consider their nation to be somewhat unreliable, but at the same time, they think it is wonderful that in the past 70 years since the Great War, Japan has not entered into a single war. After reading that, I also thought, “Indeed, what a great accomplishment that is!”

Well, here is the next question: we often talk about the Lost Thirty Years*. From a global perspective, why do you think Japan has fallen behind in terms of economic growth and development? I think the situation has changed significantly since the publication of American sociologist Ezra F. Vogel’s book Japan as Number One: Lessons for America.

*Note: Japan experienced around 30 years of significant economic stagnation after the asset price bubble burst in 1990, known as “the Lost Decades”.

Fujisaki:
It was never really possible for Japan to become number one in the first place. We are a tiny country with no resources, yet 100 million people live here. With such limited land, we have to import considerable amounts of food and other resources, so becoming number one was never feasible. Since Vogel was my friend, it pains me to say this, but his book was essentially a strategy to boost sales through flattery.

For a country with scarce natural resources like Japan, it is critical not to overreach. I don’t think it was good for us to completely abandon our industrial policies just because the US said so. Instead, we should have created something like Silicon Valley through government and business cooperation.

On the other hand, I don’t think there’s anywhere as clean and comfortable as Japan. In terms of soft power, Japan is such an exceptional country that I refer to it as “A-Ka-Se-Ki-Rei” (initials of the Japanese words for ‘safety’, ‘security’, ‘cleanliness’, ‘discipline’, and ‘manners’).

Although Japan’s declining population is usually seen as concerning, maybe this small country doesn’t really need 100 million people. After all, Japan has one-third of the US population squeezed into an area the size of California, and 80% of Japan is mountainous. Perhaps it wouldn’t be so bad if Japan’s population decreased somewhat.

Having a domestic market such as the old automobile industry is not necessary. Rather, we should have been thinking about creating businesses regardless of the domestic market, like Taiwan’s TSMC or Finland’s Nokia. We should have developed industrial policies with this in mind. I think our nation’s current situation probably stems from our failure to further pursue startups and similar initiatives.

Goto:
For about the past five years or so, there has been quite the sudden, strong push to support startup companies. Both the government and large corporations are finally accelerating their investments in venture capital. It feels like we’re only now seriously pursuing what we should have started 30 years ago.

One last question for you, Ambassador Fujisaki, as someone who worked with various American presidents during your time as Ambassador to the US: among all the American presidents and the state leaders of other countries that you’ve met, who left the deepest impression on you, and why?

Fujisaki:
First, President Bill Clinton had this speaking ability where even in a crowd of 400 people, everyone felt like he was talking directly to them. And what’s remarkable about him is that he was an extraordinary intellectual. He went to Oxford University as a Rhodes Scholar, a scholarship program that only about 50 top American students per year can use.

However, I heard he hardly attended any classes. But here’s an interesting story I heard: when these 50 brilliant students gathered and discussed who among them would become America’s future leader, many of them said Clinton’s name.

He never really studied, but he was capable of academic excellence. And more than that, I think it was a kind of personal charisma. The fact that a majority of those brilliant students chose Clinton shows his remarkable ability.

Also, in terms of my personal experience, when former Prime Minister Obuchi passed away, I was Director-General of the North American Affairs Bureau at the Ministry of Foreign Affairs. At that time, Clinton came for Obuchi’s funeral. After the funeral, there was a reception at the Akasaka State Guest House, and as the Director-General, I was assigned to guide the American president. Since I was leading the way there, Clinton was hardly able to see more of me than my back, and we had minimal conversation.

Four months later, Prime Minister Mori held the Okinawa Summit. Clinton was scheduled to give a speech at the Cornerstone of Peace. Actually, we weren’t sure if he could come because he was involved in Middle East peace negotiations at the time, but in the end, he managed to come and give a speech anyway.

Afterward, people lined up to shake hands with Clinton. I was in the front row, but since I’d have the chance to talk with him again later, I moved to the back so that the local residents could meet him first. Eventually, Clinton got to me, and when he saw my face he immediately said, “Oh hey, you’re here!” Either he had an exceptional memory and was able to remember me from just being his guide in Tokyo four months earlier…or perhaps, given his famous charm, he was calling out to every fourth person or so, ha ha. Either is possible for someone with social graces like his.

Meanwhile, President Barack Obama is definitely brilliant, but he seemed to feel the need to emphasize his intellectual capabilities…perhaps as a result of being a black person? Clinton, on the other hand, never displayed his intelligence. This was one difference I noticed about them.

Goto:
Conversely, perhaps it’s because he was already so capable that, as they say, “a wise hawk hides its talons.”

Fujisaki:
Yes, that’s probably it, although he’s also a white person. As for Obama, he’s very stylish, usually appearing with his shirt sleeves rolled up. But in reality, he has an incredibly sharp mind.

Goto:
Thank you very much for making time in your busy schedule today. I’ve gained a lot of knowledge and inspiration from talking with you, and I am determined to build a Venture Ecosystem for the future of Japanese society.

 

 

Afterword by Kazuhiro Goto, President and CEO of D-POPS GROUP Co., Ltd.:

I had the distinct privilege of interviewing Mr. Fujisaki, who served in crucial diplomatic roles including Ambassador to the United States as well as the Permanent Mission of Japan’s Ambassador Extraordinary and Plenipotentiary to the International Organizations in Geneva. Through this interview, I received countless invaluable insights, experiences, and advice.

I was so excited about the interview that I could hardly contain myself, especially the day before, and the questions I wanted to ask him were even floating through my dreams. He answered all my many questions sincerely, and his responses consistently resonated with principles of corporate management.

Making decisions in the complex world of diplomacy and politics must be incredibly challenging. In business management, too, we’re constantly required to find the most appropriate solutions possible while dealing with the various matters in front of us. The experiences and advice Mr. Fujisaki shared will be valuable not only for myself and current leaders but also for future generations of leaders.

In this interview, there were so many candid statements that we also had to omit quite a bit of content. In fact, the interview itself was about ten times longer than what appears here! Even now, Mr. Fujisaki holds important positions such as President of the America-Japan Society and Advisor (formerly Chairman) to the Nakasone Peace Institute. This was truly a priceless occasion, and I earnestly feel that his knowledge and experience should be passed along to the next generation for the sake of Japan’s future.

In closing, I would like to express my heartfelt gratitude to Mr. Fujisaki one last time for giving me this precious opportunity to interview him.

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[Entrepreneur Interview #13] Shoto Masuda (D-POPS Corp.) – Part 2
D-POPS GROUP has 23 group companies that we call partners (at the time of publication). For this article, we interviewed Shoto Masuda, the current CEO of D-POPS Corp., the founding business of D-POPS GROUP. (This interview was conducted in March 2025.) This is the latter part of the interview. To read the first part, click here. ◆The Market Environment Sugihara: It seems that the business model of selling smartphones in physical stores is facing headwinds, given the increase in direct sales by carriers and manufacturers via e-commerce, as well as the growing market in different industries for buying and selling used devices. Could you share some aspects of your strategy in this market situation? Masuda: For about the past year, we’ve been heavily discussing our future strategy. We have many excellent existing businesses. Because they are directly connected to people’s daily lives, the products and services we handle are very attractive, I believe. However, on the other hand, when you’re in the position of an agency, control and management become incredibly difficult, so I really feel that balancing these aspects is extremely challenging. Regarding our strategy moving forward, it’s still fundamentally about telecommunications. While it’s quite broad to say telecommunications as a whole, there are many more products that we should really be selling. We will expand our product lineup to include items developed in-house and procured externally. Selling core products and cross-sellable products will be one of our first courses of action. Another plan is user life design. In essence, we are focusing our discussions on what people need for their daily lives and what problems need solving. This applies to our stores, and we’re also currently exploring if there's anything we can get involved in even without a physical store presence. Sugihara: Speaking of which, how is the “Smartphone Consultation Counter” business doing? Masuda: It’s growing steadily. It took a long time for feature phones and smartphones to penetrate into the Japanese market, but they have been fully received now. However, going forward, the products that come out, such as 5G and certainly 6G, and now even AI-equipped smartphones, are becoming so complex that many people don't know how to use them. For instance, people might not know how to use LINE, or how to link their My Number card, or how to connect IoT products to their home appliances. While devices have become widespread, many people don’t know how to use them, so we really want to address these customer needs, both in person and online. Sugihara: More and more people who are not tech-savvy, especially seniors, are finding themselves with no one to consult. Such individuals can run to a TOP1 store to address their concerns. So it seems there really are people who want to receive advice, even if they have to pay a fee. Masuda: That’s right. We used to do it on a volunteer basis, but we need to distinguish our business, and as we improve the skills of our staff, their wages also need to increase. So, we believe it’s better to charge a fee so that we can serve customers as professionals. We are also developing that service and are focused on continuously improving its quality. The third and final point is education. When I think back to what we most wanted to do since our founding, and what our strength still is today, it’s educating our human resources. The original vision of President Goto, the founder of D-POPS, was to create opportunities for young people. Although I’ve taken over as CEO, we’re still holding onto that vision, so at our core, we’re ultimately about educating people. In the end, we've committed to “cultivating talent”, so I believe that embedded in our company’s DNA is the idea of raising up “leaders equipped with both integrity and skill”, which also continues to be our human resource development policy as our business grows and evolves. In 2024, I had the opportunity to go abroad with Dr. Semmoto, the Chairman of D-POPS GROUP’s Board of Directors, and I realized that while some other countries have growing populations, the quality of Japan as a nation in various aspects is remarkably high. For example, I believe we can convey the high value of Japanese education, culture, and customer-focused service. Recently, as we’ve been brainstorming various ideas, we’ve gone back to our roots, asking: “What kind of company is D-POPS?” The answer is, “We are a company that develops human resources.” To make people genuinely excited and want to join D-POPS or work for us, I felt it was necessary to grow our business domains and to help individuals grow, making them believe that joining will lead to their personal development. ◆TOP1’s Policies for Sales and Proactivity Sugihara: Personally, when I picture mobile phone agencies in the past, I think, “Purely commission-based meritocracy!” What kind of sales and customer service policies does D-POPS’s own brand shop, TOP1, have? Masuda: Whether to compete purely on meritocracy or to prioritize meticulous sales and customer service—this is indeed the most challenging aspect. The truth is, when you chase sheer numbers, quality inevitably declines. That's why the industry as a whole has seen many compliance violations. However, no matter how good your intentions, if you don’t achieve results, you won’t get support, will you? Therefore, I believe it’s crucial to combine building a strong sales organization with education of the mind, which necessitates instilling our philosophy and vision. We believe that we are a company that properly educates its people and contributes meaningfully to those important individuals with whom we have connections, so we must continuously improve our quality. Essentially, it’s about whether we can establish a foundation of trust in human relationships and then build specialized skills and a favorable business environment upon that. There were many companies in the past that lacked this foundation. Those companies sold enormous volumes. They had high transient revenues and contributed more in terms of numbers than we did, but they no longer exist today. However, we need to increase both customer numbers and sales while simultaneously improving quality. So, we are working to strengthen this across the entire organization and aim for growth. ◆New Product “OTHEBES” Sugihara: So that’s why your philosophy-driven management and training truly come to life. It’s not just about the sales method; it’s because the staff, having gone through that philosophy training, are providing a service which enables them to support customers’ lives, lifestyle, and life design. I heard that as a future strategy, you’re launching a brand called “OTHEBES” to strengthen your customer base. Could you tell us more specifically about OTHEBES? Masuda: “OTHEBES” was launched in March. Led by Mr. Sakamaki, our Executive Officer and General Manager of Sales who is also in charge of product and business development, the first phase involves Wi-Fi rental and sales. OTHEBES is a portmanteau of “others” and “best”. While we have existing stores and products, there are still gaps where current products don't quite resonate with or contribute to end-users, and OTHEBES is designed to fill those gaps. Currently, for the first phase, we’re handling Wi-Fi. In the future, for example, some people only use their phone for calls, so we want to create our own brand of call-only mobile phones, plus develop combinations that pick the best aspects of different services. Recently, a slogan has emerged among us: “Create something new out of what already exists!” So, we are now analyzing the demands from both the field and customers, considering combinations that we believe will work. Sugihara: Both in terms of planning and on the ground, with the increasing number of products, carriers, hardware, and brands you handle, and your company’s own services appearing, there’s a risk that sales staff who lack initiative might not know what to propose to customers. Are you concerned about that? Masuda: That’s why we prioritize foundational education. In fact, D-POPS didn't have many established systems until now. So, from here on, our theme for this year is to create proper systems, and based on the premise that people forget, we aim to create systems that can convey information more simply, rather than just forcing memorization. It’s all about human resource development and systematization. If a company can just put the right people in the right places and clearly divide roles, there’s no way they can fail, ha ha. ◆Soccer Activities Sugihara: Nice! I love that kind of attitude! Changing the subject completely, I hear you are quite skilled at soccer! And that you’re active in the company’s futsal club. Could you tell us about these activities? Masuda: I’ve played soccer continuously since my school days, and I’ve kept it up as a hobby even after entering the working world. Initially, it was just an in-house club activity at D-POPS. We play about once a month internally, and since I have various connections, I also play with external members. I probably belong to about three or four main groups. When we focused only on in-house members, we were always just barely scraping by with enough players. We wanted to play but couldn’t. At that time, it suddenly occurred to me: what if we brought in people from both inside and outside the company? So, we started doing that. We organize the games, inviting our employees and other members of D-POPS GROUP to join, plus my acquaintances, some of whom are former professional players. We also forged a connection with BLUEISH Inc. through soccer, a company in which D-POPS GROUP later made a corporate investment. This made me realize that sports can create such networking opportunities. *See the full press release here: D-POPS GROUP Invests in BLUEISH Inc., Operator of Industry-Specific AI Workflow “Omni Workspace” Until now, my life has been pretty much full of those kinds of connections. I attended the Semmoto Management School run by Dr. Semmoto, and there I met another company’s board director who also played soccer. That director turned out to be a high school classmate of a former manager of mine from Germany, who had really helped me out during my time living in Beijing. I really hit it off with that director, started attending the soccer practices he participated in, and that's where I met the people from BLUEISH. But I also think this involves luck and timing. If this had happened five years earlier, I don’t think the discussion about investment would have occurred. I myself have had various experiences up to now, and being in a management position allows me to engage in various conversations, which enabled me to bring this opportunity to D-POPS GROUP. I mentioned playing with external people earlier; there are also skilled individuals among my acquaintances who are business owners, or even executives and younger employees within their companies. And typically, those people also excel at work. It’s like things just connect. That’s incredibly valuable, isn’t it? When people have good character, shared interests that foster friendship, and different expertise, skills, and networks, it leads to a wide range of connections. ◆Recruiting Students Sugihara: It’s the time of year when job hunting for students graduating next year has begun. What type of student would you like to see join D-POPS? And what aspects of D-POPS do you think are attractive points for new graduates? Masuda: Our company, first and foremost, has genuinely good people. They have high self-esteem and are very proactive. They also tend to reach out to others and have a strong sense of contribution. Furthermore, in D-POPS and D-POPS GROUP currently, we offer an environment where you can leverage support and coaching for experience, skills, and networking. I truly believe there’s no better environment than this. So, for those who want to challenge themselves quickly, gain not just knowledge but also practical skills, and refine their human qualities, ultimately, we’d like them to take on management roles. We don’t really prioritize academic background. However, it’s absolutely crucial to have high self-esteem. I think it would be difficult for both of us if an employee is consistently negative. If you think to yourself, “I can’t do this”, then you won’t be able to achieve anything. ◆“Realizing a Venture Ecosystem” Sugihara: D-POPS GROUP has the motto of “Realizing a Venture Ecosystem”. What aspects of this goal do you resonate with? Are there any activities you’re undertaking with the creation of a Venture Ecosystem in mind? Masuda: I believe this ecosystem is essential for living. The truth is, people cannot live alone, and their lives definitely change depending on who they spend time with and the differences in insights they gain. Moreover, the sooner this happens, the better. I think things can change even if it’s late, but realizing things as early as possible leads to making the right choices. Therefore, I personally feel that a Venture Ecosystem is indispensable. Within the D-POPS GROUP community, there are many people whom I’d want to meet even if it meant spending my own time and money. So, I think getting to join a Venture Ecosystem like this—and even getting paid to do it through working for the group—is quite an extraordinary opportunity. I want people to clearly recognize that it isn’t enough to simply show up. How you choose to act is up to you. It would be great if a group could form where people don’t just exist within the community, but actively initiate things themselves—whether it’s asking for guidance or contributing their own expertise. ◆Ideal Vision for D-POPS in 5 Years Sugihara: That’s wonderful! Now, could you tell us your ideal vision for D-POPS as a company and for yourself five years from now? Masuda: First and foremost, the company will have grown significantly. And I believe we will certainly have established a stage where we can better support customers’ life designs and employees’ self-realization within five years. We aim to expand this both domestically and internationally. I view this as a personal mission or message for myself: I want to ask myself, from a larger, global perspective, what do I need to do? I’m currently having various discussions while considering that. I believe the execution phase for that will be this year and next, so the company will likely undergo a significant transformation. Sugihara: That sounds promising. Now, are there any challenges you face in moving toward that future? Masuda: For Japan, it’ll definitely be the severe labor shortage. I have three children now, but when they grow up, in 20 or 30 years, the population will have decreased considerably, won’t it? When the population potentially drops to around 80 million, the question will become to what extent Japan’s culture and values, cultivated until now, can be transmitted and passed down. So, I think it’s about whether we can continue to impart education, not just to Japanese citizens, but also to foreigners. Another challenge, though it’s currently unclear, is nature itself. Among the challenges I’m currently taking on, I see existing businesses, information, and telecommunications as one aspect, then personal development for individuals as another, and finally, environmental conservation. What exactly we can do is not yet clear, but I am gathering information on it. ◆Message to Readers Visiting Our Website Sugihara: Finally, in closing, could you share a message for our online readers? Masuda: I believe our Venture Ecosystem is not just an ecosystem of startup companies, but an ecosystem containing groups of professionals driven by an intense spirit of altruism. I think there’s already something you can see and feel by simply looking at it. If you find something appealing or interesting after checking it out, I sincerely hope you’ll take the next step. We look forward to meeting you directly, and we would be delighted if you could contact us.   Interview conducted by D-POPS GROUP’s advisor Genta Sugihara.   D-POPS Corp. Company President and CEO: Shoto Masuda Address: Shibuya Hikarie Bldg. 32F, 2-21-1 Shibuya, Shibuya-ku, Tokyo Established: February 1998 Website: https://d-pops.co.jp/
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  • Interview
2025.05.07
[Entrepreneur Interview #13] Shoto Masuda (D-POPS Corp.) – Part 1
“Serve people and cultivate talent” Aim for further growth through developing human resources and systematization! D-POPS GROUP has 23 group companies that we call partners (at the time of publication). For this article, we interviewed Shoto Masuda, the current CEO of D-POPS Corp., the founding business of D-POPS GROUP. (This interview was conducted in March 2025.) ◆Background of Initial Employment Sugihara: President Masuda, thank you for agreeing to this interview. You joined D-POPS right after graduating in April 2012, correct? Could you tell us how you came to join the company? Masuda: During my university days, I went to Beijing to study abroad for four and a half years. I didn't really know how job hunting worked. So, during the summer break after the first semester of my senior year, July and August, I used those two months to start my job search. I think I actually interviewed with about five companies. I tried for major trading companies and such, but it didn’t work out. In the end, the companies that offered me a job were D-POPS and a large company listed in the First Section of the Tokyo Stock Exchange. I received that large company’s offer first, but my feelings changed as I went through the interviews with D-POPS. When I interviewed at D-POPS, the company atmosphere seemed bright. I could really envision its future development. Also, after speaking directly with Mr. Goto, I had a strong intuition that joining this company would change my life, or that I’d encounter a huge positive opportunity for my life. So, midway through the process, my mindset shifted to “I want to join this company”, and I was hoping they wouldn't reject me, ha ha. By the way, my final interview with Mr. Goto lasted about three hours. Sugihara: How big was D-POPS at that time? Masuda: I think the company was probably around its 15th fiscal year. Sales hadn't reached 10 billion yen yet…I think they were around 7 to 8 billion yen. At that time, the strong rallying cry throughout the company was something like, "Let's reach 10 billion yen in sales!" ◆Getting Appointed as CEO Sugihara: D-POPS is the founding business established in 1998 by President Goto, founder and CEO of D-POPS GROUP. However, you became president of D-POPS in March 2024, even though you’re only in your mid-30s. I hear you were promoted at an exceptional pace over these 12 years, becoming a general manager, executive officer, and so on. Looking back, what are your thoughts? Masuda: Well, I certainly think “luck and timing” played a role. In addition, the fact that the company was on the verge of a major transformation was a significant external factor, I believe. You see, about a year after I joined, D-POPS and Good Crew had already reached 10 billion yen in sales. From there, when President Goto envisioned further growth strategies, he shifted from D-POPS growing alone to gradually developing a group structure. At that time, President Fujita, who was my superior, left to establish Advancer, and then President Hosaka left to establish STAR CAREER. When my superiors became independent, or “graduated” in a sense—and I think this involves both external and internal factors—there was a period when the company’s performance declined, and the organization underwent a major change. I was in my third year then, still only a store manager, but at that point, what was originally a large pyramidal organization was flattened, and almost everyone became approximately the same level, directly under the president. A manager in their third year is considered young, right? Even at that level, we were given a lot of discretion. Meetings that were previously only attended by the top management became intense morning discussions involving about 20 selected individuals, which provided a great learning opportunity. It became a chance for members in their third year, like myself, to seize opportunities. We took on challenges one after another. Rather than feeling like assignments were given to us from above, it felt more like “We’re going to seize these ourselves.” It was lucky that we were presented with equal opportunities, but I believe the proactiveness to seize those chances was also incredibly important. Sugihara: As you seized opportunities and moved up the ranks, what was the area where you put in the most significant effort? Masuda: I worked the hardest at constantly reaching out to my superiors. It was also around the time Dr. Semmoto joined, and I made sure to sit next to and learn from President Goto and other surrounding business leaders and advisors—people who were significantly above me—whenever there were opportunities for dinners or study sessions. Not many people want to do that. But I knew that if I dove fully into it, there would always be something to gain. And in terms of work, from the company’s perspective, they usually ask people to take charge of areas with poor performance, right? I proactively took on such positions, driven by the desire for those areas to improve as quickly as possible. Thus, when performance picked up in those areas, I gained attention. And since they were challenging positions to begin with, even if results didn’t come immediately, I’d get words of encouragement like, “You’re doing great!” No matter what kind of challenge came my way, I made a conscious effort to tackle it head-on. Sugihara: How did President Goto approach you about becoming CEO of his company? And how did you feel at that time? Masuda: This part is a bit ambiguous. It wasn’t like President Goto called me in and said, “Okay, you’re the new boss now.” The truth is, although President Goto was still the CEO of D-POPS structurally, he had already been giving his undivided attention to managing D-POPS GROUP for several years prior to this point, and the management of D-POPS itself was basically delegated to the other top leaders. Within that context, the performance and organization of D-POPS progressively worsened. There was a very uncertain period. At that time, I was mainly in charge as the General Manager of Sales, and as I became an executive officer, and then a managing director and senior managing director, the company just wasn’t improving. I felt it was rapidly deteriorating, and I was struggling with the inability to see a clear path to recovery. President Goto and I had dinner opportunities about twice a year, just the two of us, and it was during one of those times that I asked him bluntly, “Please let me be president.” I had already decided within myself that we had no choice but to change. At that point, if President Goto were to return to operating D-POPS, it wouldn’t have been effective for all of D-POPS GROUP. So, I braced myself and thought, “I just have to do it.” Sugihara: From your perspective, were there multiple candidates for CEO at the time, or did you believe you were the only one? Masuda: The latter. I believed I was the only one. Perhaps there were others who thought differently, but I considered myself the only real possible successor. Sugihara: How many years ago did you start working with the awareness that you would be the president’s successor? Masuda: I’d say it was around when I turned 30 years old. At that time, I had become an executive officer, but I was only overseeing the Sales Division, so I wasn’t really looking at the company as a whole. However, given that President Goto was focusing on managing D-POPS GROUP, I definitely started to feel that I needed to take responsibility. From there, I started learning various things. These included encounters arranged by Dr. Semmoto, meeting people through President Goto, and even joining communities of business executives in my late 20s. The encouragement and stimulation from those around me was significant. At first, I wasn’t taken seriously at all because I lacked sufficient skill, but I somehow managed to hang in there. Over the past few years, I’ve gradually expanded my network, and I feel like I’m finally starting to see the fruits of all of my hard work and effort. ◆Business Overview Sugihara: Considering your long period of getting to where you are now, you’ve become quite the veteran. It’s been a year since you officially became the CEO of D-POPS. Could you give us a brief overview of D-POPS as a company and its current business operations? Masuda: D-POPS is now in its 27th fiscal year, and the telecommunications agent business, which was pioneered by our founder, remains our main focus today. We carry out our multi-brand store business via two lines. First, we operate under our own independent brand name, “Smartphone Consultation Desk TOP1”. These are telecommunications stores that carry all the major products and services from various manufacturers and Japanese mobile carriers, in addition to our own branded products, such as security services and insurance. Along with all of these offerings, we provide comprehensive consulting, retail sales, and after-sales support to our end-users. We currently operate over 30 stores, primarily in the Kanto region. The second line of store business is through specialty stores. As a telecommunications agency, we operate shops for the following major Japanese carriers: NTT’s docomo, KDDI’s au and UQ, and Rakuten Mobile. Furthermore, we’re involved in media operations, developing our own specialized telecommunications media called “PhonCierge”. And in PlusPass, a child company headed by President Hirai, who helped lead D-POPS alongside me, we operate a web media called “Smappy” which specializes in low-cost SIMs and smartphones. So, overall, we operate a telecommunications-focused platform that combines both real-world and online services, along with service businesses that support users. Sugihara: I believe there have been a lot of changes within telecommunications recently, especially in shop operations. What are these current industry trends? Masuda: There are various changes every year. Not just because of telecom carriers, but also because of Japan’s Ministry of Internal Affairs and Communications and other reasons. I think the biggest factor is the continuous alteration of various laws. However, D-POPS has been able to survive for over 20 years amidst all this because we’ve always really adapted to these changes. ◆What I Changed and Didn’t Change Upon Becoming President Sugihara: These past 20 years have been hectic, haven’t they? It’s been a year since you officially became CEO, in both name and reality. Can you tell us what significant changes you’ve made and what you’ve kept the same during this period? Masuda: This past year has truly been hectic and has flown by. Even before it was decided whether I’d become CEO, I had already made one firm decision. What’s truly great about D-POPS is how deeply our philosophy, vision, and human resource development were instilled as the company’s foundation by our founder, President Goto. I myself was educated through this, and it’s precisely why we’ve been able to survive. I felt that our approach to customers, employees, staff, and ultimately, society, has an excellent foundation, and all we needed to do is further refine it. Additionally, for several years, when President Goto resolved to focus solely on group management, the company was essentially without a commander. This led to a negative cycle where the upper management was adrift, mid-level employees kept leaving, and young recruits would join and then quickly depart. So, I knew we had to thoroughly rebuild from the ground up. Instead of just aiming to reduce the turnover rate in the short term, my first change was to create an environment where work is fulfilling and where both individuals and the organization can grow. To achieve this, I decided to gather all employees in person once a month for a dialogue. Partly due to the COVID-19 pandemic, but more so because our company has over 50 locations, opportunities for everyone to gather in person were limited to just a few times a year. While we do a lot of online communication now, I felt a strong sense of unease that it had become the primary mode of interaction. D-POPS has so many great qualities that I felt it was essential to convey them properly. Also, I wasn’t confident that I was adequately educating our people myself. So, I made this decision for myself around October 2023 (my appointment to the CEO position was in March 2024): to gather all our employees in person once a month. Sugihara: That’s quite an undertaking, isn’t it? Masuda: Yes, it is. Once a month, we’ll spend the entire day together, talking about our philosophy and vision at least—and even if that’s all we talk about for the day, that’s fine. I made that decision around October, prepared extensively, and then gradually rolled it out starting around February 2024. This led to our monthly all-employee group training sessions. The purpose of these sessions is, first, for employees to have proper in-person dialogue. Then, based on the theme of the day, such as how to integrate one’s personal philosophy with the company’s, we deepen our discussions. After all, work is a part of life. If it’s not engaging, or if it deviates too much from one’s personal values, there’s no reason to remain a part of the community. So, through in-person dialogue, we design an exciting future together. And since the timing for this coincided with my appointment as CEO, I decided to deliver these messages myself, rather than entrusting them to an external lecturer. Before starting these training sessions, I had been running “Masuda School” for about three years. That was for volunteers, not all employees, but it was in person, so I stopped that and shifted to involving all employees. In addition to those changes, we also renewed our company logo and website. Sugihara: That’s wonderful. It takes courage to halt a full day’s operations to make something like that happen. Is there anything you chose not to change? Masuda: I didn’t change D-POPS’s historic “Creed”. While I’ve changed many things since taking office, those guidelines teach us what’s important as human beings, so for now, I intend to keep them as they are. The aforementioned “Creed” is displayed on this wall at D-POPS GROUP’s office in the Shibuya Hikarie Building. ◆Thoughts Behind the Updated Logo Sugihara: Could you tell us about the thoughts behind the revamped website and the new logo? Masuda: The idea behind the new logo design is our aspiration to be number one in whatever we do. Our corporate vision includes contributing to our customers, providing employees with a platform for self-realization where they can control their own lives, generating profit, and continuously contributing to society. With that in mind, there’s a strong desire to be “number one” in our chosen business, even if it’s a niche market. So, when you look at the logo, you’ll see a part that looks like the numeral 1 to represent “number one,” and another part that forms the letter D for D-POPS. Our corporate colors are predominantly blue, including shades like sky blue. Blue often evokes feelings of brightness and freshness, doesn’t it? But it’s not just that; the logo also incorporates the idea of the passionate heart and composure of a blue flame into our corporate colors. That blue 1 is actually supported by a smaller gray part. This signifies that in both life and organizations, it’s not just those on the front lines who achieve results; there are also those who are on the sidelines backing them up. Therefore, we aim to create an environment of mutual support. We, as a company, are committed to providing strong support, continuously expanding our capacity to do so. Within that framework, we strive to be number one, believing in the path we’ve chosen and the mission we must accomplish. That’s the vision we poured into creating the new logo. D-POPS Corp.’s logo   Interview conducted by D-POPS GROUP’s advisor Genta Sugihara.   D-POPS Corp. Company President and CEO: Shoto Masuda Address: Shibuya Hikarie Bldg. 32F, 2-21-1 Shibuya, Shibuya-ku, Tokyo Established: February 1998 Website: https://d-pops.co.jp/   Next, in the latter part of the interview, we discuss: ・Strategies in the current market conditions ・TOP1’s sales and proactive policies ・About the new product, “OTHEBES” ・Our soccer-related activities ・“Realizing a Venture Ecosystem” ・And other topics Be sure to check it out here: https://d-pops-group.co.jp/en/column/dpops-interview-latter-part/
  • Group Companies
  • Interview
2025.04.30
[Entrepreneur Interview #12] Keisuke Furuta (Payke, Inc.)
Interview with the CEO & Founder of Payke, Inc., the Company Operating a Shopping Support App for Foreign Visitors to Japan Recently, D-POPS GROUP made an investment in Payke, Inc., which operates a shopping support app for foreign visitors to Japan, and so we have begun our journey together as partners in the Venture Ecosystem. ☆The press release regarding our investment in Payke, Inc. is available here: https://d-pops-group.co.jp/en/column/payke/ The following article is adapted from an interview with Keisuke Furuta, founder and CEO of Payke, Inc., where he shared the untold story of the company’s founding and his thoughts about their shopping support app “Payke”. ① What motivated you to start this company? During my time running a trading company—which was my start as an entrepreneur—I learned that when selling something overseas, it’s crucial to communicate the “value” of the product. I realized the greatest challenge was effectively conveying product information, and I believed the largest barrier was language. This experience gave me the idea that the barcode attached to a product could be utilized to relay information about the product, so I decided to transform barcodes into a media platform and create a system that provides product information in multiple languages. This is what led to the founding of Payke. ② Please briefly introduce your app so readers can understand it. Payke allows users to scan product barcodes to receive product information in multiple languages. It has almost 6 million users as a shopping guide app for inbound tourists. In multiple languages, users can check promotional information and other content that isn’t apparent from the packaging alone. Currently, the app supports 7 languages: Traditional Chinese, Simplified Chinese, Korean, Thai, Vietnamese, English, and Japanese. ③ What makes your company superior to similar companies? Payke provides a service that delivers detailed product information in multiple languages when users scan items. This allows foreign tourists and residents to check product information while shopping in Japan without facing language barriers. Additionally, Payke’s app is accessible and user-friendly, making it easy to scan products and save money with coupons, even for foreigners who may not be tech-savvy. ④ What have been your biggest challenges since starting this company? The most difficult challenges for us were acquiring initial users and surviving the period when inbound tourism disappeared during the COVID-19 era. ⑤ What do you most expect from your shareholders? We want our shareholders to be our biggest fans, watching over and supporting our business. In particular, when it comes to expanding our business and developing new services, we hope our shareholders will help to accelerate Payke’s growth by proactively exchanging opinions and providing us with access to their networks. ⑥ What is the best part of receiving investment from D-POPS GROUP? Although it hasn’t been long since D-POPS GROUP invested in us, they have already introduced us and connected us to many different companies. Some initiatives have already begun moving forward, and it’s very encouraging to see the D-POPS GROUP team attending meetings and working alongside us. ⑦ What aspects of “realizing a Venture Ecosystem*” resonate with you? I appreciate how companies with various ideas and resources can support each other and grow together. *For more information about our “Venture Ecosystem”, click here. (This graphic shows that Payke has the highest ranking in the app store in Taiwan, Hong Kong, and Macau for inbound shopping guide apps, with over 5 million total users and over 650,000 supported products as of 2024.) ⑧ What is your ideal vision for the company 10 years from now? In 10 years, we aim to create a world where Payke has not remained solely in Japan, but has expanded globally (centered around Asia), making it a simple matter to enjoy purchasing foreign products. ⑨ What challenges do you foresee in achieving that future? Moving forward, our biggest hurdles include expanding into overseas markets and providing services that are even more user-friendly for a wider range of consumers. We also need to strengthen our human resources. ⑩ Any closing comments you’d like to briefly share? With gratitude toward everyone who supports Payke, we will continue to take on challenges as a company that keeps growing. We are committed to making shopping for foreign products more convenient and enjoyable. Thank you for your continued support!     Payke, Inc. Company President and CEO: Keisuke Furuta Address: 203 Clarion House, 2-5-16 Makabi, Naha, Okinawa Established: November 26, 2014 Website: https://payke.co.jp/
  • Interview
2025.04.10
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