Comments by the company representative and Management philosophy

I'm Kiyofumi Kawashima, the Representative Director & President of Exhibition booth design. We handle design, layout, and installation of booths for companies exhibiting in exhibitions held at Tokyo Big Sight and other exhibition sites around Japan. We have also extended our service coverage beyond Japan to Thailand and ASEAN countries.

We decided to extend coverage to Thailand and ASEAN countries for two reasons. One is our desire to support Japanese companies by widening the access of Japanese products and services to Thailand and ASEAN countries. The other is our desire to improve the customer attraction capabilities of Japanese companies in this region that currently face limitation because of the absence of Japanese booth design specialist companies in Thailand and ASEAN countries.

I'd like to explain the first reason.
While it has been said that the status of Japan in Thailand and ASEAN countries has slipped in recent years, I personally believe that many Japanese products and services excel globally. However, the problem is that they are not being effectively promoted.

Exhibitions are an ideal opportunity to spread awareness of the excellent products and services of Japanese companies around the world, but they are not being sufficiently leveraged due to shortfalls in the appeal of Japanese company booths at exhibition sites. Many Japanese companies have the following view - "Attendees will understand if good products are displayed," Attendees will come to the booth if the company name is presented," and "It's not necessary to put effort into the appeal."

Hundreds of companies exhibit at exhibitions. Many potential rivals are probably exhibiting too. In this type of situation, the view that "Attendees will understand if good products are displayed" is misguided. Attendees make time in their busy schedules to visit exhibition sites. They do not randomly go into booths that lack appeal and clarity about what is being exhibited. That's why the booth needs to have appeal.

What is being exhibited? What are the characteristics of the exhibited products and services? Booths that communicate this immediately to attendees receive lots of visitors. Our core skill is booth design with top-notch appeal.

While you'll understand if you actually walk around exhibition sites in Thailand and ASEAN countries, there are almost no booths with appeal from either local companies or overseas companies. That's why our booths that offer appeal are effective. By utilizing booths decorated by us, it is possible to effectively communicate the content of Japanese products and services to attendees and thereby broaden awareness of the products and services of exhibitors locally and worldwide.

Next, I'll explain the second reason.
Thailand and ASEAN countries currently do not have Japanese exhibition booth design experts such as us, and this means that the person in charge of the exhibition at Japanese companies must place requests with local booth design companies. Many hurdles exist in decoration of booths. In addition to booth layout and design, it is necessary to have knowhow regarding interaction the exhibition's Secretariat, such as the electricity application, transportation of exhibit products, and other matters. While local decoration companies obviously have this knowhow, it is not easy for the Japanese person to communicate fully about these matters in Thai or other local languages while also handling normal work. As a result, the person neglects "visitor attraction," the primary purpose of exhibiting at the exhibition.

We are entering the market in Thailand and ASEAN countries with the goal of resolving these two issues.

If you place a request with us, the issue of communication is immediately resolved because of the detailed support from our staff members who have extensive experience in Japan, Thailand, and ASEAN countries. This enables you to focus on the most important theme of "how do we attract visitors."

There are multiple hospitals where Japanese doctors work in Bangkok, and these locations support the health of Japanese people. In a similar manner, we intend to support the success of Japanese companies at overseas exhibitions.

In a world of even more advanced globalization than now, we expect many companies to exhibit at exhibitions in Tokyo, Bangkok, and Kuala Lumpur. In the current situation, there are not any Japanese booth design capable of supporting such requests. We will put our utmost efforts into helping Japanese companies increase their overseas activities and lead the global industrial world again.

Our management philosophy isputting employees first.

Japan has a longstanding culture that "the customer is king." This view is that what the customer says is most important and you cannot go against what the customer says. While some companies have succeeded with this view, this is not our approach.

For a small company such as us, putting the customer first causes various difficulties. If employees are dictated by customers, it is hard to control time. This leads to overtime and decline in employee motivation. It also becomes difficult to control money and generate profits. Less attractive treatment weakens motivation. Employees with reduced motivation have a higher probability of leaving jobs. With the difficulty of hiring in today's society, loss of an employee can disrupt management. In this way, putting top priority on customers can lead to problems.

Conversely, what happens when we put employees first? Employee motivation rises because of improvement in the work environment and treatment. These employees autonomously act to satisfy customers. It goes beyond customers too. They are increasingly considerate of colleagues and value suppliers as partners. This resembles the concept of "being able to treat others kindly when you are personally satisfied."

People are the drivers of companies. Putting top priority on employee satisfaction naturally provides satisfaction to customers similar to water flowing downstream. The outcome is creating lots of profit and then returning the profit to employee. I believe fostering this type of cycle is ideal.