Explanation of Organization as of Aug 2020-2

Organizational structure (as of Aug 2020)

• Board: 3 board members, all Japanese. One of the board members is the presenter.
• Company departments (3 main areas):
  • Cooperative / Corporate department
  • Operation department
  • Sales & Marketing department
• The presenter also describes the organization as effectively 4 areas, with an additional (unclear-phrasing) reference to “agribusiness” / “ugly business.”

Sales & Marketing department (core business mission and responsibilities)

• Mission:
  • Maximize GP (Gross Profit)
  • Especially maximize sales amount
• Rationale:
  • The company’s basic purpose is to maximize GP.
  • GP enables growth / supports the idea of being able to “challenge more” (suggesting reinvestment into capability expansion).

Sub-functions mentioned

• Consultant Associates
• Promotion
• Sales admin / back support (support role attached to sales/promotion)

Hiring note (timeline)

• In early August, the company does not yet have a member assigned to promotion / sales promotion.
• They are expected to recruit and set up this role.

Operating model: “Selling” reframed as “Consulting”

• The company avoids labeling people as “sales” (or “sell”) and instead uses “consultant” language.

Consultant (concept)

• Purpose: solve client issues (“find the issue and solve the issue”).
• Value delivery is described as positive / helpful / convenient / improved outcomes that lead clients to choose the company’s product.

Consultant Associate (frontline support)

• Talk directly with the client
• Listen to what clients want / think
• Collect client needs / issues
• Bring information back to the consultant, who then defines the solution to return to the client

Practical takeaway

• Selling is treated less as “pushing products” and more as:
  • Problem identification → solution design → client delivery

Key success factors / process behaviors (Sales & Marketing)

• Collect information (gather client/market inputs)
• Connect information (link inputs to value creation)
• Overall: create value through disciplined information handling and development.

Productivity & prioritization framework (Urgent/Important)

• Uses a matrix-style Urgent vs. Important approach:
  • #1: urgent + important (do first)
  • #2: very urgent (top-tier urgency; next priority)
  • #3: not urgent + important (higher leverage; not immediately pressing)
  • #4: not urgent + not important

Embedded action recommendation

• Focus on “not urgent but important” work to improve performance.
• Example: if the company can change/upgrade a current system (subtitles reference an easy-to-use “current system…” concept), then doing improvement work earlier would make operations faster (proactive system/ops improvement).

Metrics / KPIs explicitly mentioned

• GP (Gross Profit):
  • Central KPI for the company
  • Specifically important for the Sales & Marketing department
• Sales amount:
  • Emphasized alongside GP as a primary responsibility
• Other explicit numeric KPIs/targets (e.g., revenue growth %, CAC, LTV, churn) are not provided in the subtitles.

Presenters / Sources

Presenter

• The speaker is also a Japanese board member.
• Name not provided in the subtitles.

Sources mentioned by the presenter

• An internal/previous video about “selling marketing” (title/name not provided).
• A video about the local business (title/name not provided).