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[Entrepreneur Interview #09] Yume Oki (The Salons Japan) – Part 2

  • Interview
2025.02.17

Aiming to Improve Services to Solve Problems in the Beauty Industry While Supporting Two Founders

Last year, our company entered into a strategic capital and business alliance with The Salons Japan, Inc., which leases private salon studios for professional beauticians, and we began our journey together as partners in the Venture Ecosystem.

☆You can see the press release regarding this strategic capital and business alliance with The Salons Japan Inc. on the following page:
https://d-pops-group.co.jp/en/column/the-salons-japan/

For this article, we interviewed Yume Oki, the first employee at The Salons Japan supporting the company’s two founders. (This interview was conducted in January 2025.)

This is the latter part of the interview. To read the first part, click the link below.
https://d-pops-group.co.jp/en/column/the-salons-japan-interview2-first-part/

◆Changes Since the Company’s Founding

Sugihara:
As the longest-serving employee, what changes have you observed from THE SALONS’ initial launch to now?

Oki:
This is something that our founders (President Shimizu and Director Kuboshima) have also mentioned, but for a while, we definitely went through a period of what you might call stagnation—a time when things just stayed the same day after day.

This was partly because we hadn’t focused on increasing our staff and were operating with a bare minimum team. Another possible reason that we were not changing anything was due to the lack of competing services emerging. Recently, the increase in team members has been a really significant transition for me.

With more people, I have the strong sense we are now able to tackle things that were previously just out of reach. They all only just joined us, so I truly hope they continue to stay in our company.

Although we had a period of stagnation, we continuously focused on solving problems as we opened each new location, as I mentioned before. We steadily fixed issues, so if something didn’t work at one location, we made sure to change it when opening the next location. We were proceeding slowly, but surely.

The timings for our recent fundraising and our increase in staff were almost simultaneous. Since then, the way we take on challenges and our mindset itself have suddenly transformed.

◆Changes After the Strategic Capital and Business Alliance

Sugihara:
D-POPS GROUP and The Salons Japan entered into a strategic capital and business alliance in June 2024. Have you felt any changes since the investment?

Oki:
Yes, of course, there was a lot of buzz at the outset of this investment. But since this was our first time to receive investment after operating solely as a private company, I felt like saying “Finally!”, and at the same time, I had a sense that everyone was placing high expectations on us.

Furthermore, although I’m still just a general employee, I do participate in board meetings as a secretary. I highly appreciate the chance to hear the opinions of those from different industries regarding aspects of our business that we, from an internal perspective, haven’t seen the need to change. Their positive evaluations of our strengths are also a big confidence boost. So, getting to participate has been a truly enriching experience.

I have also started to be involved in meetings with banks, and I genuinely feel that their assessment of us has changed. In addition, D-POPS GROUP’s President Goto has introduced some real estate companies to us, and when they showed us some of the properties, I was able to accompany them. He showed us how to see them from a different angle, which has allowed us to increase the number of our parameters we have for finding potential properties. I feel our perspective on business growth has definitely shifted as a result.

Sugihara:
Speaking of buzz, since the rest of our group’s companies are in different industries, we didn’t feel the impact directly. Was there a buzz in the beauty industry?

Oki:
Yes, after the press release was published, we received congratulations from a lot of different people, including some who are quite prominent in the beauty industry. Some were even surprised, as they hadn’t realized we had been operating purely on our own until that point.

Also, the fact that D-POPS GROUP was the company that backed us was also a bit of a sensation, and I heard that some of President Shimizu’s business leader acquaintances even asked him to introduce them to President Goto.

◆On President Shimizu and Director Kuboshima

Sugihara:
Your two founders are quite rich in personality! President Shimizu is a beauty professional, a boxer, and a licensed real estate agent, while Director Kuboshima happens to be a long-time friend of mine. What are your impressions of them?

Oki:
Their personal airs and ways of thinking are different. President Shimizu is the type who immediately sees the problems in front of him and fixes them quickly. Director Kuboshima is usually calm and has a very cool-headed perspective, always thinking about the long-term. I often feel that the reason they are so successful is precisely because they have these two different ways of thinking.

However, outside of work—for instance, when they go out for a drink—they both seem to genuinely enjoy themselves. The fact that they can clash at work but maintain a strong personal friendship seems to be the secret to their success. In meetings with them, I’ve personally heard President Shimizu say “I’ll let Director Kuboshima manage our finances,” and Director Kuboshima say “I’ll leave the beauty professional matters to President Shimizu, because he understands them best.” It’s amazing that they have that level of mutual respect and trust.

◆Team Atmosphere

Sugihara:
I hear the team has grown recently. How is the team atmosphere now?

Oki:
Since I joined in the company’s early days, I feel like one of my roles is to convey my opinion when the situation calls for it. However, I really appreciate that our newly-joined members are generally calm, soft-hearted people, who aren’t the type to jump into conflict.

But rather than being just kind and gentle, they all have a strong sense of responsibility, too. They believe that what they are doing is their personal duty, and they fully commit to it. I am so glad that we have attracted people with those qualities.

Sugihara:
Indeed, everyone seems to have a quiet and peaceful aura, but I can tell that they also have a highly professional business-sense.

Oki:
Exactly. They take total ownership of the tasks they are in charge of, so I can confidently entrust things to them. Our SNS manager, for instance, noticed a problem after having a simple, casual conversation with me, and immediately updated our social media without me having to say anything. Another member noticed my workload was heavy and told me, “I can handle this part myself, so don’t worry about it.” The strength of our team is definitely improving!

Sugihara:
The potential for expanding your company is certainly increasing. We just talked about how your two founders are highly individual, and you yourself possess many talents. I heard that along with keeping a busy work schedule, you are a Frescoball player, as well!

Oki:
Yeah, I play Frescoball. Most people might not be familiar with it, but it’s a beach sport that originated in Brazil. Despite being a ball game where players face off against each other, your opponent is not an enemy, but a partner with whom to keep a rally going, so it’s a very peaceful sport. The competition lies in accumulating points, and you’re judged subjectively on your level of cooperation and aesthetic quality, among other things.

Sugihara:
That sounds like a wonderful sport. Do your practices also take place on the beach?

Oki:
Where there’s no beach, we practice in parks or gyms. The tournaments, however, are held on the beach.

Sugihara:
There are tournaments, too??

Oki:
Yes! There are international tournaments, and this year, it will be held in Japan! Our company’s Director Kuboshima is actually the president of the Japan Frescoball Association.

Director Kuboshima is also the president and CEO of RYOGEISYA Inc., an IT culture company that does many different things. Despite doing so many different things, they aren’t scattered. Rather, they dedicate focus and delegate workers to each area of business.

◆On THE SALONS Shinjuku, Opened in January 2025

Sugihara:
Well, the Shinjuku location opened in January 2025. Have you been receiving tenant applications?

Oki:
We sure have! Out of the total 17 salon studios, 8 studios are currently filled (as of February 17, 2025). The actual viewings only started yesterday, but there were people who had already decided to move in before seeing the location.

Sugihara:
It’s surprising that so many people decided to move in before viewing the facilities themselves.

Oki:
Yes, it is. Those contracts are already confirmed, and when we started to show the studios yesterday, two or three groups already came and are considering whether to move in. There has recently been a trend of people deciding before construction is even finished, which we are very grateful for, but I think most people prefer to decide after seeing the actual location. We hope to finalize more contracts through in-person viewings, ideally by the time we start operations around February.

By the way, for the first time, two of the studios we prepared are designed for manicure services, and both of those studios are already contracted.

Sugihara:
In addition to the manicure studios you just mentioned, do beauty professionals in THE SALONS provide any other services besides hairdressing?

Oki:
Yes, we also have tenants who focus on the eyebrow and eyelash business. Of course, there are also aesthetics salons, and some salons do other beauty-related businesses like chiropractic whole-body treatments and Korean Golki massage. Since we have various types of salons on one floor, not just hair salons, I think some customers may very well look at the different shops and signs and encounter a kind of space they’ve never seen before but find interesting.

◆On THE SALONS Shinsaibashi, Opening Spring to Summer This Year

Sugihara:
After Shinjuku, the Shinsaibashi location in Osaka will be your first expansion outside the Kanto region, opening sometime this spring or summer. What is the location like, and what clientele are you targeting?

Oki:
We’ve always considered expanding to thriving major cities outside Kanto, such as Fukuoka in Kyushu, and Nagoya in Tokai or Osaka in Kansai. We are very pleased that we were able to secure such a great location in Osaka.

Shinsaibashi is an area that already has many hair salons, and we have been receiving inquiries from people in that area even before the opening announcement. I look forward to telling them about the opening we have planned and asking for them to place an official inquiry.

The location is also close to Midosuji and the luxury brand district. I've heard from people operating in the Kansai area that Shinsaibashi is a great town, so I believe it is a superb location. It faces a main street, is close to two stations, and the ability to put up a large sign on the 3rd floor was a key point. The Shinsaibashi location will also open nail units, just like Shinjuku, so we encourage inquiries.

Sugihara:
Do you have any ideas for future services you’d like to launch?

Oki:
The background behind me joining The Salons Japan was my attraction to a service that could solve the problems faced by beauty professionals in the industry. So, the core premise is to continuously create better services for problem-solving.

The most common issues are related to managing a business and opening street-level storefronts. They are professionals in the beauty industry, but they naturally lack knowledge of real estate and business management in the beginning. I personally hope we can create an actual system that allows our tenants to seek advice from us more easily.

I also hope our services can evolve so that after our tenants build up their acumen at THE SALONS and open a street-level shop on their own, they will say “I’m so glad I came from THE SALONS”, or “I was able to open a shop like this because of THE SALONS”.

Actually, when some of our former tenants have decided to leave THE SALONS to open up their own shops, they’ve run into real estate problems, so I would also like to make a support system to help them avoid such troubles.

◆“Realizing a Venture Ecosystem”

Sugihara:
D-POPS GROUP has a vision of “producing numerous growing startups that bring transformation to society”. In short, we aim to realize a Venture Ecosystem. What are your thoughts on building this Venture Ecosystem?

Oki:
Well, until these investment discussions began, I personally was unfamiliar with the term “Venture Ecosystem”, but after this conversation and reading your website, now I know about it.

As I mentioned, we are already feeling the impact of the investment, so my hope is that by actively incorporating the input we receive, we can establish a positive feedback loop.

Since we haven’t formed many connections with the other group companies yet, I also would like to see some initiatives that foster deeper relationships between The Salons Japan and everyone else in D-POPS GROUP. Even though we are a unique entity within the group, I hope there will be more chances for us to connect.

◆5-Year and 10-Year Goals

Sugihara:
Yeah, let’s work on those kinds of initiatives! Now, could you share the ideal vision for The Salons Japan—and for you personally—10 years in the future?

Oki:
I believe that THE SALONS is a good service, and I believe it is beneficial for the beauty professionals who have moved in.

Since I cannot recommend a service that I personally do not believe is good, my vision for 10 years from now is that THE SALONS’ services will have further improved and become a system that leads to solving problems within the beauty industry.

Looking 10 years out is difficult, but President Shimizu has a goal of opening 30 locations in the next 5 years, so I hope we can work together as a team to achieve that. I believe that the investments in our company have increased our strength, and we want to continue working hard to make our services even more desirable to our customers.

◆Message to Readers Visiting Our Website

Sugihara:
30 locations in 5 years. A goal like that is quite aggressive, but also excellent. Finally, could you share a message for our online readers?

Oki:
I guess most people who read this interview will be unfamiliar with THE SALONS. THE SALONS is a service that can solve the issues within the current beauty industry, which is often perceived as demanding and having poor working conditions.

Also, the beauty professionals who move in are truly good human beings, and there really isn’t much trouble in our salon studios. Our tenants are independently minded and successful in sales. As I mentioned earlier, they’re also very dedicated to learning, and I personally feel that they are all great people.

I would love for you to look up THE SALONS and visit one of our locations. Wherever you visit, you will find wonderful beauty professionals at every salon!

 

Interview conducted by D-POPS GROUP’s advisor Genta Sugihara.

 

The Salons Japan

Company President and CEO: Hidetoshi Shimizu
Address: 2F Kid Ailack Building, 2-43-11 Matsubara, Setagaya-ku, Tokyo
Established: November 30, 2018
Website: https://www.thesalons.co/

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Personal ideals, and ideals as a business owner, all about realizing a Venture Ecosystem For this article, we interviewed our own President and CEO of D-POPS GROUP! Our company is aiming to realize a “Venture Ecosystem” that is indispensable to society. We are striving to create a platform where startup companies can grow. We asked President Goto about his thoughts on realizing a Venture Ecosystem and contributing to society. (This interview was conducted in July 2025.) This is the latter part of this interview. You can check out the first part here. Sugihara: So, all of your preparations and activities are for the sake of your vision of “realizing a Venture Ecosystem”. You currently have 25 group companies and 35 portfolio companies. Could you share some examples of companies or situations that have had success or experienced benefits that are unique to the Ecosystem? Goto: There are so many ways to answer this question that I can’t tell you all of them, and of course, I can’t reveal specific company names. However, I can certainly share from my own experience about how to avoid a shortage of funds. When it comes to raising funds, there are a tremendous number of ways to do it. If you pursue all of them simultaneously with a furious momentum before the deadline, in most cases, a large-scale fundraising will be realized. Similarly, when it comes to a V-shaped recovery, if you change everything at once—your business model, organization, sales methods, etc.—most companies that are in the red will become profitable. I am the type of business owner who takes on big challenges and makes a huge gamble when the time is right. As a result, I have experienced countless dire situations in the past, but even then, I always work with a smile on my face so others don’t seem to notice, ha ha. Ultimately, my personal philosophy is that when business owners achieve exponential self-growth and can clearly articulate their strategy, their performance will grow significantly, and they will almost never fall into the red. I prioritize helping CEOs to grow, because when they achieve that kind of growth, their performance often improves dramatically afterward. Sugihara: You sometimes use the phrase taoguang yanghui (韜光養晦)* when talking about your “complexification strategy”, and this website was one example of that. Could you share a few more examples of how D-POPS GROUP has implemented the idea of taoguang yanghui? *These Chinese characters loosely translate to “hide your strength, bide your time”. Goto: I’ve been talking about our complexification strategy for a long time. To put it simply, it’s a strategy for throwing competitors off our scent. It refers to a state of being so complex that a competitor couldn’t imitate you even if they tried. 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Could you reveal a bit of your vision of what 100% would look like, with some concrete numbers? Or is it still confidential, ha ha? Goto: The goal is to evolve our Venture Ecosystem to the point that when entrepreneurs in Japan look for investment or support, their first thought is “D-POPS GROUP”. When we get there, one simple metric is that the combined sales of our group companies and portfolio companies will exceed one trillion yen, and if we narrow it down to our group companies (those included in our monthly consolidated balance sheets), we will have achieved 100 billion yen in sales. I also imagine that we will have several times the current number of top-class advisors and super-professional talent on board. I envision supporting, assisting, and staying in tune with around 500 companies in total. Of course, it would be impossible for me to accomplish all of that alone, so I will need to create an unbelievably high-quality support system. Before I started my own business, I figured that as long as I had passion and strategy, I could recruit and partner with any number of excellent people. In reality, the truth was much harsher: no one showed any interest in a company with virtually no sales, and I would even be able to pay them proper compensation. So, my vision is that as a Venture Ecosystem, we will possess all the necessary management resources—human resources, financial power, know-how, information, and network—on behalf of startup business owners, allowing us to provide the right kind of support at the right time. I believe that whether or not they use these resources is up to each company’s owner. D-POPS GROUP’s support is not a top-down approach; it’s a form of backing that we provide as needed. I also believe that in the future, when our group companies or other companies we support reach unicorn-level size, we must have the financial strength to spare several billion to tens of billions of yen. 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At the same time, I had been preparing for this for a full year with the clear intention that if I were to host such an event, I would plan and execute it at the maximum level of my production capabilities. Every year, at D-POPS GROUP’s annual all-hands event, we have the privilege of listening to lectures from prominent figures like Chairman Semmoto and Advisor Fujisaki. However, at last year’s event, an inspiration suddenly came to me: “It would be a waste to society to keep this within our group alone.” So, on the spot, I declared that we would hold a Venture Ecosystem Summit for promising entrepreneurs and business owners. I guess the business owners to whom we sent invitations really caught my passion, because we had originally expected to invite about 500 guests and only have about 250 of them sign up, but over 90% of them indicated they wanted to participate, so it instantly became fully booked. 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Goto: To put it simply, I’d say my life as a business owner has been like that of a Buddhist monk training in the mountains, ha ha. It’s been a continuous series of hardships—all kinds of adversity, headwinds, and hitting rock bottom. At the same time, there’ve been many moving experiences and memorable encounters, and I can truly say it’s been a fulfilling 27 years. Initially, as the CEO of a startup, I focused on business and built a 10-billion-yen company. But I also experienced how focusing solely on one business and being dependent on a single revenue stream could be a major risk. From there, I decided to transition to full-scale group company management. After transitioning to group management and managing 10, then 15 companies, I received a lot of requests to give lectures and lead study groups. As I accepted these requests within my capacity, I got to know the reality of entrepreneurs and business owners who, like me, were truly struggling to manage their businesses. The study group where I felt the most direct connection, where I could remember the faces and businesses of all participants over the years, eventually developed into the “Goto School” intensive training sessions that I now hold almost every month. So far, approximately 300 entrepreneurs and business owners have participated. As a result, the inspiration to dedicate my life to realizing a Venture Ecosystem—or, as you said it, the start of “ecosystem management”—suddenly came to me. Through the creation of this Venture Ecosystem platform, we increase our number of allies, enable the sharing of know-how, information, and networks with each other, and even if one company suddenly faces headwinds, suffers a big deficit, or hits rock bottom, the Venture Ecosystem protects and supports it, achieving a strong risk portfolio. These allies can be in any form, such as group companies, investment portfolio companies, or strategic capital and business alliances. I even support companies with which we have no financial relationship. Ultimately, what I want to achieve is the establishment of a social system that supports entrepreneurs and managers by walking alongside them. Sugihara: As an entrepreneur, you have walked a difficult path that the average company employee in the world today couldn’t even imagine. What has been the source of your drive and passion? Goto: When it comes to passion, I have never lost it since starting my business. It’s been overflowing continuously since I was 25. The source of it was a study abroad experience in the UK. I saw so many students from around the world who had a clear dream for the future and were studying incredibly hard to achieve it. Before studying abroad, I honestly spent my college years just having fun (like being the president of a tennis club and an intercollegiate club), but I started to feel a great sense of anxiety about the future of Japan. I worried that 10 or 20 years from now, with Japan’s economic power declining and other countries developing significantly, especially in Southeast Asia and the BRICS nations, I feared that we would be unable to maintain the prosperous Japan that our predecessors built before and after the war. Then, just as I was thinking how I wanted to powerfully nurture and change young Japanese people, I came across a book by Konosuke Matsushita and realized that company management could be a way to foster young talent. Initially, my passion was focused on directly nurturing young people. When the number of employees grew to several hundred, I focused on nurturing executives. When the number of employees reached several thousand, I dedicated my efforts to fostering entrepreneurs and presidents. But the core principle has always been the same: I want to create an environment where young people who will lead Japan’s future can grow and take on challenges. I believe that has continuously been the source of my passion. I always hope to leave a better society for the next generation of children and the generations after them, even after I am gone. Ultimately, I want to do this not only for Japan but for all people on Earth. Sugihara: I imagine that your difficult journey was saved by many instances of great fortune and strong luck. Could you share with our readers any secrets you have for “taking hold of strong luck”? Goto: Simply put, I place a lot of importance on being the kind of person that even God might want to support. I also believe it’s important to have an unrivaled passion, to put in effort that is second to none, and to have a vision and goals that have social significance. In addition, I think one needs to have a heart of sincerity, humility, and gratitude. Even I am shocked by how good luck completely disappears when I stray away even slightly from these practices, but when I follow them diligently, then astonishingly great circumstances occur. One more thing I would add is that I think it’s very important to associate with people who also have good fortune. I feel that our chairman, Dr. Semmoto, and our corporate advisor, Mr. Fujisaki, are like sources of strong luck for me. I feel the same way about our non-executive director, Mr. Naito, and our advisor, Ms. Ishiguro. Sugihara: In your stories, you often say that you owe everything to your connections*. What conscious efforts are you doing on a daily basis to maintain good connections? *The original Japanese term connotes both fate as well as one’s connections with others. Goto: My answer is quite similar to my response about strong luck. I believe that good connections are born from making sure that positive energy overflows from within myself. In other words, from having an altruistic heart and love. And also, when an opportunity presents itself, making sure to properly convey the vision and social impact I am trying to achieve. I feel that when people are on the same page as me, our bond deepens; sometimes they support or help me; and in the end, it becomes a good connection. Sugihara: You as an individual and D-POPS GROUP as a company are involved in many social contribution activities, such as supporting the “Walking Together Hand-in-Hand with Children Foundation” and the non-profit organization “bond Project”. Are these efforts in CSR activities also based on your idea of improving your luck? Goto: Yes, that’s right. My desire to help suffering children—even just a little—is pure, but when I put my energy into activities like these, I also have this mysterious feeling that good fortune will come to me as a result. However, even if good fortune doesn’t come, I think it’s a natural human instinct to wonder if you can do something to help when you see a child or a person who is suffering. Sugihara: So, you’ve grown D-POPS GROUP to this large size through your management skills, your constant effort, and being blessed with good fortune and great connections. The company’s sales have surpassed 30 billion yen, and it is already big enough to be listed on the Tokyo Stock Exchange, even under the newly-revised listing requirements. Could you tell us why you are choosing to remain unlisted? Goto: Naturally, I understand the benefits of being a listed company, but my management style is quite unique, so I think it would be difficult for all investors to understand it. I’m constantly investing with a medium-to-long-term vision (I don’t worry too much about short-term results), and I devote about 15% of my time to the activities of the aforementioned foundation that supports abused children. Another form of volunteering I do is to spend about 20% of my time on the so-called Goto School (supporting the individual growth of entrepreneurs), which I convene when requested. If I were the president of a listed company, my mission would naturally be to focus on producing results for my company, and I feel that doesn’t fit with who I am right now. However, listed companies have already emerged from within our Venture Ecosystem, and many more are expected to be born from it in the future. Sugihara: So, for you personally, going public is not a goal or an objective. On the other hand, you support startups aiming to go public by offering investment and management advice. You also have a vision of building a platform that will produce numerous “unicorns”. What kind of support activities do you engage in, both as an individual and as D-POPS GROUP? Goto: Honestly, this is also difficult to answer in one word. I could say that I am available to entrepreneurs and business owners for advice and questions 24 hours a day, 365 days a year. I fully mobilize all my knowledge, experience, know-how, network, and the majority of my time for the sake of CEOs who are going through a particularly tough phase or to the leaders of growing companies that are experiencing a growth curve. And as balls get tossed into my court from every angle, I use my 27 years of experience and database to provide support. As an active business owner who has managed many companies, and now with almost 60 group and investment companies, holding Goto School for representatives from 300 companies, and other various activities in my life, I believe there are extremely few business owners in the world in a similar position as mine. That’s why I work hard every day with the belief that I must be the one to create a Venture Ecosystem in Japan. When I’ve been able to guide the CEO of a company on the verge of bankruptcy to make a V-shaped recovery, I can truly feel the social significance of my work. Sugihara: Although it’s a private company, the board of directors and advisory team have a truly impressive lineup. You have also gradually increased the number of advisory members, including myself. As much as you can share publicly, could you explain your thoughts on the meaning and purpose of this structure? Goto: Frankly speaking, I am a total expert in management strategy, so I believe that technical matters are best handled by professionals in those fields. In that sense, I think it’s very important to have many “super specialists” on my team of advisors, and I find them all to be incredibly reliable. The people we support are entrepreneurs, and as such, they won’t listen to someone unless that person has skills that are on another level. Because of this, I am always on the lookout for such people, hoping that even just one of them will join our team every few years. The members of our Board of Directors and our advisors are my mentors, coaches, and sometimes even feel like a father, an older brother, or an older sister to me. In other words, the Venture Ecosystem is also functioning for my own growth, and I am always being helped by it.   Interview conducted by D-POPS GROUP’s advisor Genta Sugihara. D-POPS GROUP Company President and CEO: Kazuhiro Goto Address: 32F Shibuya Hikarie Bldg., 2-21-1 Shibuya, Shibuya-ku, Tokyo Established: October 1, 2015 (Founded: February 4, 1998) Website: https://d-pops-group.co.jp/en/   Next, in the latter part of the interview, we discuss: ・Success stories unique to the ecosystem ・The complexification strategy ・The “ideal form” of a Venture Ecosystem ・Venture Ecosystem Summit 2025 ・And other topics Be sure to check it out here: https://d-pops-group.co.jp/en/column/executive-interview02-latter-part/
  • Interview
2025.07.28
[Entrepreneur Interview #13] Shoto Masuda (D-POPS Corp.) – Part 2
“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.) 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/
  • Group Companies
  • Interview
2025.05.07
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