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Lessons from Great Business Leaders: “Your Mindset Defines Your Life” (Tempu Nakamura)

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2026.05.13

To foster a thriving startup ecosystem, we must look back and learn with humility from the legendary leaders who built global enterprises from the ground up.

In this series of “Lessons from Great Business Leaders”, we will share the words of the visionaries and thinkers who have influenced us most, reflecting on how their philosophies have shaped our own experiences in business and life.

This third installment was written by our group’s advisor Sugihara.

1. “Your Mindset Defines Your Life” – Tempu Nakamura

“Whether your mind is positive or negative creates two polar opposite perspectives on life. If your mind is positive, life becomes filled with cheer, adventure, energy, and vigor regardless of the circumstances. Conversely, if your mind is negative, everything in life loses its spirit. If the mind that contemplates life is negative, does not everything end in a pitiful, dark, and miserable state?

Since you only have one chance at life, you must live it in the most perfect mental state possible, starting from this very moment.”

(Excerpt from Tempu Nakamura: One Thought a Day, edited by the Tempu Society. Published in 2005 by PHP Institute.)

2. Reason for Selecting This Passage

On a personal note, I have spent my career since 1990 working consistently within companies that were considered startups in their respective eras. Among these experiences, my time at Daini Denden (the predecessor to what is now KDDI) was particularly formative. It built the foundation of my professional life and forged the entrepreneurial spirit that has served as the emotional bedrock for my continued challenges over the years. I remain deeply grateful for that experience today.

Daini Denden’s co-founder, Kazuo Inamori, is a world-renowned leader respected by executives not only in Japan but also in China and across the globe. One of the thinkers who most profoundly influenced Inamori was Tempu Nakamura. While I was there, my superiors and division heads encouraged me to read books on MBA studies or the then-popular “Lanchester Strategy”, but above all else, the very first thing they told me to read were Tempu’s works.

While Tempu’s most famous longtime bestsellers are Sharpening Your Soul and Open Your Destiny, I have chosen the compilation Tempu Nakamura: One Thought a Day. It distills his essence into short, concise daily entries that are incredibly easy to read. I highly recommend it to anyone who has heard the name “Tempu Nakamura” but doesn’t have any of his works yet, or for those looking for the right book to revisit his teachings.

By the way, it recently became a hot topic that the world-renowned baseball superstar and source of great Japanese pride, Shohei Ohtani, was a devoted reader of Tempu’s books before he moved to the Major Leagues.

3. My Own Experiences and Thoughts on This Philosophy

Between the 1990s and 2000s, while I was in my 20s and still learning the fundamentals of being a professional, I was suddenly assigned to a new business division, the office preparing to launch DDI Pocket, which would later become their PHS* business. As a member of a launch team with just six people responsible for sales strategy, I worked with such intensity that there was no distinction between day, night, or weekends. Looking back now, I can say it was a workplace that reflected an era when terms like “power harassment” or “work-life balance” did not yet exist. Our supervisor’s orders were absolute, and unreasonable requests were common.

*Note: PHS (Personal Handy-phone System) was a Japanese-developed precursor to modern cellphone technology that was popular in Japan in the 1990s, and expanded to various degrees in Asia, Europe, and Latin America.

Even though I was thrown into an environment where it would have been easy to harbor discontent or want to run away, I made a conscious effort to look at the bright side of things. I did not avoid difficulties, maintained a proactive stance, and continued to put in effort even when no one was watching. It is no exaggeration to say this was entirely because I treated Tempu’s books as my bible, so to speak.

Tempu Nakamura frequently mentioned something in his writings that became representative of his philosophy: “Always keep a positive mindset”, and by making this my habit, I gained a strength that influenced not only that period of my life but my entire subsequent career. It gave me the power to overcome hardships, seize opportunities, and attain numerous priceless experiences.

There are a number of recurring themes within the pages of One Thought a Day, and though they’re expressed differently in different places, they all preach the importance of maintaining positivity in one’s thinking and mental state.

Here are a few passages that reflect those themes.

One’s thoughts create one’s life

“Humans’ health and destiny depend solely on where they put their minds.” The difference between a mind moving in a positive direction and one moving in a negative direction is as vast as that between heaven and earth.

The power of determination

Taken to the extreme, one could even say that having a happy or an unhappy life depends entirely on one’s control over one’s mind. Willpower—in other words, absolute control over one’s mind—could widely be called the driving force that allows one to become a better person.

Noble, strong, righteous, and pure

The first step in conducting oneself according to the laws of nature is to keep a positive mindset at all times, no matter what happens. A positive mindset means to live nobly, strongly, righteously, and purely. There is almost nothing more important to life and existence than this.

Do not voice dissatisfaction or complaints

Under no circumstances should you let yourself vocalize dissatisfaction or complaints. If those feelings exist within your heart, your words will never be truly positive. People who complain are constantly looking only upward and never downward. They think everyone else is happy and that they are the most miserable person in the world.

(Excerpts from Tempu Nakamura: One Thought a Day.)

Encouraged by these words, I was able to spur myself on and approach my work with a forward-looking attitude, which allowed me to deal with situations calmly and read the trends of the times. Subsequently, I was involved in the launch of the mobile internet services of PHS, the launch of broadband at AOL, the music distribution business at Napster, and the creation of mechanisms to improve search engine share at Google. I have walked alongside the history of the internet industry itself.

Modern business professionals are tossed back and forth by a flood of information that changes daily. We must chase not only the knowledge required for our daily tasks but also the world’s latest technical information, such as Generative AI, AI agents, and AI robotics. Furthermore, we find ourselves in an environment where we cannot help but feel anxious that our own job might become another profession replaced by AI.

It is important to fill oneself with knowledge and information and to possess technical skills. However, what humans possess that is fundamentally different from AI is not information or knowledge, but rather, the mind. Technology and knowledge change with the times and can be acquired later. However, I believe that a forward-facing mind and a proactive way of thinking form a foundation and become a personal wealth that accumulates within oneself, regardless of how the era changes.

Right now, I have a small scrap of paper in my wallet that has been there for about 20 years, like a lucky charm. On it, I wrote down my own “Seven Principles for Living”. The first three of these are:
1. Always think about things positively.
2. Always stay hungry to improve and strive for diligence.
3. Do not complain about things out of your control.

These have completely become my own words and convictions. Looking back now, I recall that these were simplified expressions I had quoted from Tempu’s books (and Carl Hilty’s Happiness).

For sharing this method of proactive thinking with the world, I am grateful to the businessman and philosopher Tempu Nakamura.

4. A Message to Our Readers

For this installment, I chose the writings of a figure from a somewhat older era. I also selected him from the perspective of being a thinker who influenced famous business leaders, rather than being a famous leader himself.

At first, I wondered if this might be an unconventional choice for this series. However, when I heard that the world-famous Shohei Ohtani read his work, it made me happy to realize that this philosophy is universal, so I decided to introduce it because I felt his words could resonate with both athletes and business leaders alike.

We live in an era where the future is increasingly difficult to predict (although this could have been said in every era of human history). I hope that by picking up Tempu Nakamura’s works, you can find the driving force to maintain a positive state of mind and approach new businesses or entrepreneurial ventures with vigor and enthusiasm.

May your work, your business, and your life itself be bright and overflowing with happiness!

At D-POPS GROUP, we hold the vision of “realizing a Venture Ecosystem”. We are working on building mechanisms that allow groups of companies within our Ecosystem to grow sustainably, as well as providing hands-on support through our team of advisors.
※For more details, please read: “Venture Ecosystem: A Platform for Growth and Sustainability

I hope this article will be of some help to startup founders and business managers.

D-POPS GROUP Advisor

Genta Sugihara

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Startup Management Lessons Inspired by Japan’s 100 Famous Mountains, Part 2: Detailed Planning, Steady Execution
At D-POPS GROUP, our corporate mission is to multiply the number of growth companies (so-called “unicorn companies”) that will revolutionize society, and our core value is to grow and learn together through sincerity, humility, and gratitude. Genta Sugihara, who serves as an advisor to our company, set a goal for himself: “Conquer all of Japan’s 100 Famous Mountains while wearing our company’s iconic unicorn T-shirt.” Balancing his work commitments, he travels to mountains across the country on weekends, having summited 46 peaks as of writing this article. In this series, we reflect on the successes, failures, judgments, and lessons from his journey, drawing parallels to venture management and organizational leadership. In Part 1, we discussed the importance of defining your target peak and making the necessary preparations to reach it. In this second installment, we will explore how to move a challenge forward from the three key perspectives of planning, execution, and forming a team. 4. Detailed Planning: Devotion to the Business Starting from the Planning Stage There are multiple routes to reach the summit of any single mountain. Whether you choose a short but steep trail or a long route with a gentle incline, you formulate your summit strategy by taking your own skills and physical stamina into account. Japan’s 100 Famous Mountains are scattered all across the country—from Mt. Rishiri in Hokkaido at the northernmost tip to Mt. Miyanoura on Yakushima Island in the south. Because of this, the approach to each trailhead varies greatly. Will you combine public transportation, such as flights and trains, with a rental car? Or will you drive your own car along the expressway? These decisions must be made after weighing time, cost, and physical exhaustion. Planning also includes calculating the travel time to the trailhead, estimating course times from ascent to descent, and determining the appropriate amount of water and trail snacks suited to the season and temperature of the day. Furthermore, will you stay at an inn near the trailhead or spend the night in a mountain hut? When and what will you eat for breakfast and lunch? If you are climbing multiple mountains in succession, how will you reach the next mountain? Will you rest your body and recover your strength at a hot spring somewhere? You must take every detail into account and build a meticulous plan. While this planning process is enjoyable, it holds the key to a successful summit, so it must be approached with utmost seriousness. (Pictured: I plan out my approach using maps and guidebooks, and then create detailed climbing plans using a hiking app) Looking back, I believe startup management is exactly the same. 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On many mountains, the summit remains completely hidden from view until you get close. In the meantime, you must walk along long trails enclosed by dense forest, traverse difficult rocky stretches and paths with chains to help you climb, and cross streams many times. While keeping the big picture of your route to the summit in mind, you must pay close attention to tree roots, rocks, and mud underfoot, taking meticulous care not to slip, trip, sprain an ankle, or fall. It is no different in startup management. Even while holding up a grand vision, it is necessary to accumulate effort every day, working on plain and simple tasks. It is common for a startup founder to spend an entire day making sales calls, conducting recruitment interviews in between, and then writing code late into the night. 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Had the rock been shaped differently, I easily could have suffered a compound fracture. I was forced to abandon the climb, and I managed to get back down the mountain and receive medical treatment, but if that slip had sent me toward the bottom of a ravine…I shudder to think what could have happened. (Pictured: I slipped on a steep, snow-covered slope and landed on a rock, spraining my left ankle.) In both startup management and mountain climbing, failures rarely stem from a lack of grand vision; more often, they are caused by small lapses in vigilance on a daily basis. A moment of carelessness, a lack of confirmation, cutting corners, or disregarding unglamorous tasks—the accumulation of these minor oversights is what leads to dangerous accidents or falls on a mountain, or the bankruptcy of a company. The higher and more rugged the peak you aim for, the more crucial it becomes to focus entirely on every single step you take. 6. 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While I still face plenty of challenges regarding my physical fitness and climbing technique, my passion only grows with every summit I reach. If I hadn’t set that specific goal of the 100 Famous Mountains, I am certain I wouldn’t have made it this far. Managing a startup company follows the exact same principle. The clearer the founding vision, the stronger the driving force becomes to make the necessary preparations and find the strength to face hardships. Furthermore, simply holding up your vision is not enough. To start moving people and organizations into action, you must apply that vision down into concrete, challenging, yet realistic targets, such as reaching a specific revenue target by year 20XX or securing a certain number of users by year 20YY. 2. Equipping Yourself with the Stamina and Skills Needed for Your Target Mountain: Capital and Key Differentiators If inexperienced beginners suddenly try to tackle the difficult peaks like Mt. Oku-Hotaka or Mt. Tsurugi, or a multi-day trek like Mt. Poroshiri, they will not only fail to reach the summit, but they will also put their lives in danger and ultimately place a massive burden on those around them. To stand on top of your target summit, you must build the appropriate physical stamina. You also need proper climbing techniques, such as knowing how to navigate rocky terrain or climb using chains. Attempting a climb without these preparations isn’t praised as courageous or bold; rather, it’s a display of immaturity and recklessness. Business professionals also require physical and mental stamina. However, in this context, I’d like to make a comparison from an entrepreneurial perspective. For a business, especially a newly-launched startup, one could consider its working capital to be equivalent to “stamina”. You might be able to start a small business through your personal savings alone. 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If you are in the manufacturing sector, capital investment becomes a necessity, and there will be times when you want to enlist the help of external experts to design your organizational systems. However, if you continue to hire, purchase, or outsource just because you want to, your working capital will quickly dry up. This is very much like draining your physical stamina during a climb by carrying a backpack that is far too heavy. A sense of balance is essential to securing resources that are “necessary and sufficient” for both the scale of the business you are operating and the goals you are aiming for. What early-stage startups need is not to have everything. Rather, what they need is to gather trusted individuals to sail in the same boat, building a lean, highly skilled team where everyone brings their own unique strengths to the table.     This concludes Part 1 of “Startup Management Lessons Inspired by Japan’s 100 Famous Mountains”. I myself am still only halfway toward my goal of conquering all of Japan’s 100 Famous Mountains. That is exactly why, rather than sharing a polished success story, I want to use this series to be as candid as possible about the hesitation, mistakes, decisions, and lessons I encounter along the way. By using this challenging goal as a framework, I hope to reflect on the mindsets and decision-making processes that apply directly to startup company management and organizational leadership. The next installment’s topic will be “Detailed Planning, Steady Execution”, in which we will explore the necessity of strategies and plans for achieving goals, balanced against the vital importance of steady, day-to-day work. D-POPS GROUP Advisor Genta Sugihara Note: Previously, we published an article titled “Mountaineering and Leadership”, but that was more summarized; this new series will dive into much greater detail along with my progress in climbing Japan’s 100 Famous Mountains. I will also be sharing photos as we go, so please enjoy. June 2025: Mt. Tate; August 2025: Mt. Ibuki, Mt. Mizugaki, Mt. Amagi, Mt. Tsukuba, Mt. Kinpu, Mt. Daibosatsu September 2025: Mt. Kisokoma, Mt. Kobushi, Mt. Daisetsu, Mt. Tokachi, Mt. Arashima, Mt. Kaikoma, Mt. Akagi
  • Media
2026.06.10
Up-selling: Specific Measures to Dramatically Improve Gross Profit (Part 2)
Up-selling is a technique used to increase sales and average transaction value by proposing a higher-priced product with better features or higher quality than the one the customer is currently intending to purchase. The most common example of up-selling is being recommended a PC with a faster processor at a computer store. In this installment, focusing again on gross profit (the indicator of a company’s fundamental earning power), we will explore up-selling as the second method for increasing gross profit, using examples from the retail industry. 1. Achieve Immense Results Without Costing Extra Money or Time In our previous article, we covered cross-selling and focused on gross profit, the heart of corporate management. This time, we will continue to spotlight gross profit, and examine up-selling as the second method for increasing it. As a quick review, gross profit is an extremely simple indicator. 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Even without making a suggestion directly to a customer, selling in bulk—such as large-capacity versions of daily necessities like detergent or sets of multiple items with a lower individual unit price than the standard item alone—can also be considered up-selling. Products and services that serve as up-selling targets are placed in prime positions in both physical and web-based stores. For manufacturers, these are the main products featured in advertisements. They become the in-store “staff picks” or the recommended items on a website, and are presented as high-performance or high-quality alternatives to entry-level models. I believe that almost every company involved in the sale of products or services possesses such items and practices up-selling. If successful, up-selling has a profound effect on gross profit. In the next section, we will examine why up-selling is so effective, including its key differences from cross-selling. 3. Why is Up-selling Important? Analysis Via Sales and Gross Profit Fundamentally, up-selling is a technique aimed at increasing both sales and gross profit. To understand why up-selling is so vital, we must focus on the individual components of sales and gross profit. There are two primary elements that make up sales: quantity and unit price. Let’s look at the following examples: 【Examples】 Case 1: If you sell 100 PCs at ¥100,000 each, your total sales are ¥10 million. Case 2: If you can up-sell these to PCs priced at ¥200,000 each, selling 100 units results in total sales of ¥20 million. Case 3: Even if the number of units sold drops to 60, successfully up-selling them to ¥200,000 PCs results in total sales of ¥12 million. (The above illustration shows the comparison between the total sales of PC units according to the abovementioned examples. Case 1 = blue, Case 2 = yellow, Case 3 = green.) To generate sales, a customer must purchase a product. However, even if the quantity sold remains the same, revenue increases if the individual sale price is raised through up-selling. As shown in the previous examples, even if the total quantity sold decreases, the higher unit price can result in higher overall revenue. (If the unit price is doubled, revenue will be higher as long as more than 50% of the original volume is sold.) By understanding that quantity and unit price are the core elements of sales, you can increase revenue more efficiently. It is common for businesses focusing solely on volume to resort to discounts. However, to match the ¥20 million in revenue generated by 100 up-sold units at ¥200,000 each, you would need to sell 250 units of a ¥100,000 PC if it were discounted by 20% to ¥80,000. Even more critical is the impact on gross profit (revenue minus cost of goods sold). Let’s examine the previous examples through the lens of profit, assuming a consistent profit margin of 30%. 【Examples】 Standard: 100 PCs sold at ¥100,000 (Cost: ¥70,000) = ¥10M revenue, ¥3M profit. Up-selling: 100 PCs sold at ¥200,000 (Cost: ¥140,000) = ¥20M revenue, ¥6M profit. Discounting: 250 PCs sold at ¥80,000 (Cost: ¥70,000) = ¥20M revenue, ¥2.5M profit. (The above illustration contrasts up-selling with discounting. Compared to the standard case (top), upselling (middle) achieves double the profit margin, while discounting (bottom) results in an extremely low profit margin.) If you resort to discounting to boost sales, even if you successfully increase the quantity sold and total revenue, your actual profit will decrease compared to what it was before the discount. Understanding that gross profit is composed of the relationship between revenue and the cost of goods sold allows you to increase that profit more efficiently. If one recognizes that discounting lowers profit and instead tries to increase sales volume through other means, typical measures include increasing advertising spend for e-commerce, opening more physical stores, or expanding the company’s sales force for B2B operations. While these measures may increase gross profit, the corresponding increase in expenses makes it very likely that the resulting operating profit will actually decrease. As we can see from the examples above, the most effective means of increasing both sales and gross profit is ultimately to focus on up-selling by clearly communicating the value of a product’s features and quality to the customer. 4. The Difference Between Up-selling and Cross-selling Does this mean you should simply propose the highest-priced items possible to every customer? Not necessarily. For instance, if someone comes in to buy a compact economy car and you immediately suggest a Lexus, you likely won’t make the sale. Unless an up-sell presents specific benefits aligned with the customer’s budget, it becomes forced, which lowers customer satisfaction and negatively impacts business. When there are limits to up-selling high-performance or high-quality models, the cross-selling we explained in the previous article becomes the driving force for increasing sales. As a brief reminder, cross-selling is the technique of increasing sales by proposing additional related products or services to go with the customer's purchase, thereby increasing the number of items bought and the average transaction value. [Using the example from the previous section] Selling 100 PCs at ¥100,000 each results in ¥10 million in sales. At a 30% profit margin, the profit is ¥3 million. If you up-sell 60 of these to ¥200,000 PCs while selling the remaining 40 at ¥100,000, your total sales for 100 units become ¥16 million. At a 30% margin, your profit is ¥4.8 million. If you only use up-selling, the process ends here. However, if you also sell peripherals such as wireless routers, storage devices, mice, and security software (assuming a combined price of ¥30,000) to 50% of your customers (50 sets) at a 50% profit margin: 50 sets × ¥30,000 = ¥1.5 million in additional sales and ¥750,000 in additional profit. Adding this to the PC sales results in a total of ¥17.5 million in sales and ¥5.55 million in profit. Compared to simply selling 100 standard PCs at ¥100,000 each, you can achieve 1.75 times the sales and 1.85 times the profit with a combination of up-selling and cross-selling. (The above illustration compares the revenue and profit of selling 100 of the standard units (left), 60 of the up-sold units (middle), and 60 of the up-sold units plus 50 sets of cross-sold items (right).) As we discussed in the previous section, sales are composed of unit price and quantity. Up-selling is effective at increasing the unit price, while cross-selling is effective at increasing the quantity of sales. By understanding that sales result from the combination of these two elements, and by maximizing and optimizing them through up-selling and cross-selling in a reasonable manner, you can increase sales dramatically and more efficiently than by simply selling more products. Furthermore, because neither method relies on discounting to drive volume, you can reliably increase not just sales but also gross profit. I trust you now understand that up-selling and cross-selling are methods that yield immense results for both sales and gross profit without requiring extra expenses or time. Below is a summary of the differences between the two: [Up-selling] Objective: Increase sales by improving the average transaction value per customer. Sales method: Propose high-value products or services characterized by high performance, high quality, or large capacity. [Cross-selling] Objective: Increase sales by increasing the number of items purchased per customer. Sales method: Create value by proposing the additional purchase of highly relevant products or services. As summarized above, up-selling and cross-selling increase revenue by applying different methods to the two components of sales—unit price and quantity. Because these strategies do not involve discounting, they do not negatively impact the components of gross profit. Furthermore, since they do not increase expenses such as advertising, labor, or rent, the resulting revenue growth links directly to an increase in operating profit, making this one of the most effective means of raising profit. While both methods may seem modest, it is no exaggeration to say that their impact on corporate management is profound. 5. Summary In this installment, we have discussed the effects of up-selling and contrasted it with cross-selling. While both up-selling and cross-selling are seemingly modest techniques, they are methods that can yield immense effects in maximizing sales and profit. For this reason, it is crucial to educate a company’s employees on their importance, on how to present benefits for customers to avoid forced selling, and on how to utilize various technologies for those purposes, as well. Maximizing sales and profit through up-selling and cross-selling before taking actions that involve significant expenses (such as running advertisements, opening new stores, or increasing sales personnel) is key for business managers to facilitate efficient profit generation. I have intentionally addressed cross-selling following our previous discussions on “Inventory Turnover”, “Sales per Employee”, and “Sales per Tsubo”, which focused on cash flow and expenses related to inventory, labor, and rent. If you read these in order, starting with the first article on inventory turnover, the essential points of business management will become much clearer. For those who have not yet read them, I highly encourage you to do so. What we at D-POPS GROUP want to convey through this discussion on up-selling is the same message as before: business is built by people. The customers who purchase products are people, the sales staff who sell the products are people, and those who utilize technology are all people. While I think it is impossible to win in competition and survive in business without commanding technologies like AI, I also think that technology alone is not enough to survive. At D-POPS GROUP, we believe that business success does not happen simply because the technology is good or the management strategy is sound; rather, the intersection of People × Technology × Management Strategies is what truly matters. In accordance with this line of thinking, D-POPS GROUP’s vision is “realizing a Venture Ecosystem”. Our goal is to support startups through investment to help people shine and solve social issues, providing value that goes beyond mere numbers and efficiency. We hope that you enjoyed this article and look forward to working with you in the future. D-POPS GROUP Managing Executive Officer Tetsuya Watanabe
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2026.05.20
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