Continuing from the last issue, we bring you President Tanaka Part 2!

Next question: What do you think of TOYO KENSETSU KOHKI now as a manufacturer? What do you think TOYO KENSETSU KOHKI is today as a manufacturer?

Tanaka: 30 points. I still think we are blessed with a good environment. I think that is because of the foresight of the first managers who set their sights on this industry shortly after the war. So, to be honest, I think everyone is taking advantage of that position. Of course, this does not mean that we are cutting corners in our work. For example, in a highly competitive industry, people are working hard to reduce costs. We are still a bit naive in that respect. I think that because we are blessed with a good environment, we are behind the competition. But on the other hand, we can still grow.

1. For example, what do you think needs to be strengthened?

Tanaka: In terms of sales, I think we are now selling the “Toyo” brand, which includes products and services such as maintenance. If anything, I think the style is still a little more maintenance-oriented, where people buy from the trust. Of course, this is not a bad thing because it is based on trust. However, even in this aspect, I feel that our sales force is weaker than the salespeople of other companies, and I feel that we need to improve the essential aspects of sales.

I see. What exactly do we need to do?

Tanaka: We need to think more about what our customers want and how we can solve their problems. We also need to have the ability to implement these ideas.

What do you think about the development and production departments?

Tanaka: I think there is also some naivete in the fact that although modification-level products can be made, drastically new products are not released. The development department should go to the customer’s plant and see the customer’s plant more, and the sales department should encourage the development department more.

Q: What are some of the good points?

Tanaka: I guess I would say that they show up at the customer’s place properly. I think there is a spirit of service in terms of repairs. I also think it is an advantage that even sales representatives can perform maintenance activities. I think a certain level of technical skill is essential for communicating with customers.

Q: So you have gained the trust of your customers through your deep involvement with them.

 Tanaka: Yes, that’s right. I think the best part is that we are united with our customers in rebar processing. I think this can be said from the history of our company. We have made many improvements since we developed the first rebar processing machine in Japan. Of course, as rebar processing machines change, our customers’ processing methods and business conditions also change. The history of our company is integrated with the history of our customers who are involved in rebar processing.

–We have a history of working closely with our customers.

Tanaka: After all, in order to continue to make history with our customers, we must grow even more. We need to do more research and development on the rebar processing machines themselves, and we need to provide total solutions for rebar processing plants, regardless of the machines alone. Also, I think we can get involved in the construction part, which we are not involved in at the moment.

Q: What do you like to hear customers say about your company?

Tanaka: I would be happy if our company could be considered a “division” of our customer’s company. It would be nice if we could enter into the customer’s company and do business as one.

ーーI see. What are the key points for our company to increase our score in the future?

Tanaka: I think it is people. A company can only produce nothing from its people, and it is very important to continuously nurture them. I believe that nurturing people in our company will lead to raising the status of the industry as a whole, and we must nurture people with that in mind.

That’s all for this issue! Continue to Part 3…