Global Bridge Conference 2025 on Friday, December 12, 2026In this paper, Session 1."What is the Global Strategy in the New Era of Knowledge Manufacturing?"We will send you a recap of the session on
With the shrinking domestic market becoming a reality, all companies are faced with the need for a "global strategy. In this panel discussion, large companies such as Kirin and Ricoh, as well as small and medium-sized regional companies, talked about the global strategies they are implementing. The knowledge generated in the process of developing new businesses by combining local knowledge with their own knowledge, not just exports or M&A, should provide suggestions for all those who are responsible for new businesses and overseas expansion as "global strategies in the new era.
speaker
interpoint (interword separation)Kirin Holdings Company, Limited Mr. Takeshi Kawakubo, Senior Manager, Health Science Division, Health Science Business Headquarters
interpoint (interword separation)Ricoh Company, Ltd. Mr. Toshiyuki Ikeo, CoE Strategy Promotion Office, Advanced Technology Research Institute, Technology Management Department
interpoint (interword separation)Yamada Shokai Holding Co. Mr. Toyohisa Yamada, President and Representative Director
interpoint (interword separation)Kanemasa Manufacturing Co. Representative Director Mr. Seiji Sekine
moderator
interpoint (interword separation)LIVERNESS Corporation Representative Director, Group CEO Yukihiro Maru
Search for partners to drive and fit your technology locally
RIVANES Yukihiro MaruHello everyone. My name is Maru from Liberace. I'm sending you today with a cool theme like "Global Strategy.A New Era of Knowledge ManufacturingThe word "the" is actually the title of my latest book.Having had the opportunity to write a series of articles for Mizuho Research Institute's journal "fole," I continued to think about how the manufacturing industry should be transformed in order for Japan to become stronger. After four years of planning, I published this book on June 13, 2023.
First of all, I would like to ask everyone to face reality. Do you know how many people under the age of 15 are in Japan right now? 13.66 million.(*1)Ten years from now, the population under the age of 25 will be approximately 22 million. In another 10 years, the number of people under the age of 35 will be approximately 30 million. When these figures are taken as fact, the way for Japanese companies to survive 20 years from now will no longer be an extension of making money domestically. We are now at the final stage of creating a global strategy to survive, a "must-do" strategy.
*1 (From "Number of Children in Japan" by the Statistics Bureau of the Ministry of Internal Affairs and Communications: values as of April 1, 2025)
That is why we must change from being a "manufacturing company" to a "knowledge manufacturing company. Combining knowledge with knowledge to develop new businesses. This does not matter if you are a large or small company. Today, let's have the members who are at the forefront of this change talk about their three-dimensional strategies. First, Mr. Kawakubo of Kirin, please begin.
Takeshi Kawakubo, Kirin Holdings Company, LimitedI am Kawakubo of Kirin Holdings. It's hard to talk after Maru-san's passionate message (laughs), but I am now in charge of new business in the health science business at Kirin. Kirin has a strong image of alcoholic beverages, but in fact, I am also active in Cowellnex Corporation, a joint venture with Kyowa Kirin, a pharmaceutical company in the Kirin Group, which conducts research and development, new business creation, venture investment, and other activities.
suffix for names of swords, armour, musical instruments, etc.Even a huge global company like Kirin is trying to do something new with a considerable sense of crisis.
tributary of a river running between Tokyo-to and Kanagawa Prefecture That's right. In my career itself, the first half of my career was spent as a brewing engineer making delicious sake, but the second half was dedicated to new businesses, such as plasma lactobacilli, to see how we can implement new health values into society. Kirin's strategy now is to become one of the largest healthcare companies in Asia-Pacific. To that end, last year we added Fancl and Blackmores, Australia's largest supplement company, to our ranks.
suffix for names of swords, armour, musical instruments, etc.This is interesting. Kirin has competed in the US and Brazil in the past, but this time you are clearly focusing on Southeast Asia. What is different from your previous efforts?
tributary of a river running between Tokyo-to and Kanagawa Prefecture It is difficult to put it in one word, but in the past, it has often been in the form of "beer companies buying beer companies". But this time, as a strategic partner to drive our technologies such as plasma lactobacillus, we have teamed up with companies such as Fancl and Blackmore's, which are trusted in Japan, Southeast Asia, Australia, and other regions and have assets that we do not have. The strategy is not to simply buy sales, but to combine the strengths and knowledge of each company to fit the local market.
suffix for names of swords, armour, musical instruments, etc.That's good. Mr. Kawakubo, next I would like you to buy a company that also has a science of local traditional knowledge like "Jamu (Indonesian traditional medicine)" (laugh). Next, Mr. Ikeio of Ricoh, please.
Mr. Takeshi Kawakubo (Senior Manager, Health Science Division, Health Science Business Headquarters, Kirin Holdings Company, Limited)
■ Local issues are captured by local sales people. Research base to develop near the issue.
Toshiyuki Ikeo, Ricoh Company, Ltd. My name is Ikeio from Ricoh. I was transferred to Düsseldorf, Germany in 2019 and established a research base there. Originally, I was engaged in laser development, etc. In Germany, I have been working with local sales to develop new business and prototypes in the logistics area. I returned to Japan last year and am now supporting projects in Germany and Singapore from Japan.
suffix for names of swords, armour, musical instruments, etc. Why did a company as big as Ricoh build a research institute in Germany? You went to the trouble of building "Dejima" when you have a large research institute in Japan.
Ioe (hereditary title; orig. one of the two highest such titles, later demoted to sixth highest of eight)This is precisely what the shift to "knowledge manufacturing" is all about. Until now, the model has been to "develop technologies in Japan and bring them overseas," but this model is no longer sufficient. Now, we are capturing customer issues locally, developing elemental technologies there, and running the business. We are now adopting a locally-led strategy in which technologies developed locally are deployed horizontally, and the common parts are returned to the Japanese platform.
suffix for names of swords, armour, musical instruments, etc. This is a very important point. If we don't do R&D close to the market, we will never be able to compete with the speed of other countries. If you just get information and develop it in Japan and then go to ......, the cost and time will not match up. Ricoh started to do what they knew but could not do. What was the trigger?
Ioe (hereditary title; orig. one of the two highest such titles, later demoted to sixth highest of eight)The expansion of remote work at Corona Disaster and the decrease in volume in the mainstay printing business were also major catalysts. We cannot survive only by manufacturing. But Ricoh has a network of salesmen all over the world. So we decided to use them as "sensors to catch issues" and create a new business. As a small organization in Germany, we realized the importance of a sense of speed in capturing and turning around projects on our own.
suffix for names of swords, armour, musical instruments, etc. So they turned frontline salespeople into "issue sensors. Speaking of sensors, we have a venture here today that has sensor technology. It is a company from Thailand called Cleantech. By simply putting a sticker on it, you can use your smartphone to manage temperature changes of cargo in transit all at once.Don't you think something interesting will happen if we combine this with Ricoh's network?
Ioe (hereditary title; orig. one of the two highest such titles, later demoted to sixth highest of eight)That is very interesting! We are also developing a business using the THETA 360-degree camera to digitize space and put it into 3D, but technology only has value as "knowledge" when it is connected to real issues on the ground. I would love to hear more about this later.
Mr. Toshiyuki Ikeo (CoE Strategy Promotion Office, Advanced Technology Research Center, Technology Management Division, Ricoh Company, Ltd.)
Connecting with the world through collaboration with venture companies by leveraging our strength of "installation and maintenance capabilities.
suffix for names of swords, armour, musical instruments, etc.Now that we have talked about large companies, let's move on to the medium-sized companies. First, Mr. Yamada, please begin.
Mr. Toyohisa Yamada, Yamada Shokai Holding Co. I am Yamada of Yamada Shokai, from Nagoya, Japan. I am the fifth generation and the company has a history of more than 120 years. I work mainly in the field of energy and construction, including gas piping.
suffix for names of swords, armour, musical instruments, etc. Yamada-san is one of the people I took to Malaysia and "fooled" (laughs).
mountain field Yes, three years ago, Mr. Maru told me to go to Malaysia and I decided on the spot. As it turned out, it was a great decision. Companies like ours that have been subcontracting for a long time are good at doing what they are told to do perfectly, but we had the problem of lacking our own originality and intellectual property. That is when we met with LIVERNESS and redefined our strengths. Our strength is that we can actually go to the site, install things, and do maintenance.
suffix for names of swords, armour, musical instruments, etc. The ability to "install" is actually an asset that global venture firms want down their throats.
mountain field That's right. Right now, we are working with eight venture companies in Japan and overseas under the theme of "strengthening resilience," focusing on four areas: energy, infrastructure, agriculture, forestry, and fisheries, and housing and environment. I recently visited the U.K. In the U.K., which places great value on history, we were welcomed just because we are a 120-year-old Yamada Shokai (laughs). Local ventures asked us to help them implement their products in Japan. For example, a British venture with technology to visualize the state of lithium-ion battery cells with high precision. We are thinking of installing and demonstrating their technology in Japan.
suffix for names of swords, armour, musical instruments, etc. A local mid-sized company suddenly becomes the Japanese base of a British tech venture. This is the global strategy of the new era. Not just gas, but water, electricity, and the latest devices from the venture. Armed with the asset of being able to "install and maintain" these, Mr. Yamada has connected with the world.
mountain field That's the advantage of having the field. Later today, we are going to have a discussion with a battery venture company in the UK. We will actually use the batteries and give them feedback from a field perspective, saying, "This is what we should do. By doing so, we accumulate new technologies and knowledge within our company. It's a good cycle.
Toyohisa Yamada, President and Representative Director, Yamada Shokai Holding Co.
■ The best way is to follow a network of trusted "individuals".
suffix for names of swords, armour, musical instruments, etc.Last but not least, Mr. Sekine from Hiroshima. He is a true "wandering manager" with tremendous on-site ability. Please do not hesitate to ask him to join us.
Mr. Seiji Sekine, Kanemasa Manufacturing Co.My name is Sekine from Kanemasa Manufacturing Co. I am a sheet metal and machining worker in Hiroshima. I am the type of person who, when I was a student, would roam around India whenever I could save up enough money, and I am the type of person who would rather be in the field than studying. The company has been in business for less than 80 years and makes parts for railroad cars, etc. When I joined the company in 2014, I thought, "I don't want to remain a subcontractor for a major company. I want our own products. That's when I met a professor from Tokyo Institute of Technology and we jointly developed a water treatment and hydrogen generation device using solar energy.
suffix for names of swords, armour, musical instruments, etc.But the market is limited in Japan alone. That is why you went to the Philippines.
vital point Yes, I am a member of the Hiroshima Prefectural Government. With the support of Hiroshima Prefecture, I went to the Philippines with Mr. Libanes. We had heard in online meetings that there was not enough electricity, but when we actually went there, we found an area with a single naked light bulb right next to an area with glaring electricity. Jeepneys (shared-ride cabs) that emit exhaust gas are driving around. When we experienced this "gap" firsthand, we could see where our technology could stick. When I was suddenly asked by a person from RIVANES to give a presentation tomorrow, I frantically prepared materials and made my presentation at the hotel, and that night we decided to decide on a location for the demonstration test tomorrow. The sense of speed is totally different.
suffix for names of swords, armour, musical instruments, etc.You even created a joint venture (JV) in Malaysia, didn't you?
vital point That's right. We met a Malaysian company called Robopreneur, and as we solved their manufacturing problems, we decided to develop a new device together and started a JV. We are now in the second phase of prototyping. Furthermore, from that connection, the conversation has now expanded to India and a national project in Zambia to develop a large-scale power plant.
suffix for names of swords, armour, musical instruments, etc.A town factory in Hiroshima is a national project in Zambia. This is not the result of the power of an "organization," but rather the result of Mr. Sekine's "individual" network connected through trust.
vital point That is exactly what it is. Local people have a strong desire to "do this," even more than they do as part of their duties. I feel that the best shortcut to overseas expansion is to be in touch with this energy and follow a network of "individuals" who trust each other.
Mr. Seiji Sekine (President, Kanemasa Manufacturing Corporation)
■ Engaging Ventures and Moving the State
suffix for names of swords, armour, musical instruments, etc.Now, we have a great story to tell. Mr. Kirin and Mr. Ricoh from large companies are going down to the field, while Mr. Yamada and Mr. Sekine from medium and small companies are directly connected to ventures and national projects around the world. The common thread here is that we are no longer talking about the sale and purchase of goods. It is about how to combine the knowledge each has to solve local problems. Mr. Kawakubo, what do you think?
tributary of a river running between Tokyo-to and Kanagawa Prefecture The speed of Mr. Yamada and Mr. Sekine is really inspiring. We, large companies, too, want to be more aggressive. By partnering with those of you who have installation and maintenance skills and on-site breakthrough capabilities that we do not have, we should be able to do more interesting things.
Ioe (hereditary title; orig. one of the two highest such titles, later demoted to sixth highest of eight)Ricoh is no different. We have a maintenance network for printers, but we do not yet have the expertise in the field outside of the office. If we can connect professionals in the field like Yamada Shokai, our technology, and local ventures, we should be able to make a bigger impact.
suffix for names of swords, armour, musical instruments, etc. The last thing I want to share with you is the importance of working with the ventures that follow. Foreign ventures are sometimes pushed by the state. A venture from Chulalongkorn University in Thailand or an energy venture in Singapore, ....... Partnering with them is the same as connecting with the government and university of the country. We take the components of the future that they have and cross them with your onsite capabilities.
In the age of "knowledge manufacturing," global strategy is no longer an option. It is a survival strategy for survival. Today, more than 20 domestic and international venture companies have gathered at this venue. Please, everyone, do not make today just a "study day. Even one. Get the knowledge component here and let's do a project together next year. With that promise, I would like to end this session.
Kirin Holdings Company, Limited Mr. Takeshi Kawakubo, Senior Manager, Health Science Division, Health Science Business Headquarters
Joined Kirin Brewery Company, Limited in 2009. After joining the company, he was engaged in technical development and production management of beer and chuhai products. Later, he was transferred to the New Business Division through an in-house recruitment system. Experienced the launch of the health science business centered on plasma lactic acid bacteria. Currently, in order to take on the challenge of developing the next mainstay business, he is in charge of service development for the intestinal bacteria business, which has the vision of "resolving people's "disadvantages" through intestinal bacteria regulation," as well as the development of new businesses through open innovation.
Ricoh Company, Ltd. Mr. Toshiyuki Ikeo, CoE Strategy Promotion Office, Advanced Technology Research Institute, Technology Management Department
In 2014, after completing the Graduate School of Engineering Science at Osaka University, he joined Ricoh Company, Ltd. He was engaged in research and development of laser systems using surface emitting lasers (VCSEL) at the Applied Electronics Research Laboratory in Miyagi, Japan From 2019, he will be stationed in Düsseldorf, Germany to establish a European R&D base, where he will promote marketing and prototype development of new businesses in the logistics area until September 2024. He will also support the launch of open R&D projects in the field of logistics until September 2024. Currently, he is back in Japan to support R&D bases in Germany and Singapore.
Yamada Shokai Holding Co. Mr. Toyohisa Yamada, President and Representative Director
In March 2004, he graduated from the Department of Chemical Systems Engineering, Graduate School of Engineering, the University of Tokyo, and joined Yamada Shokai Co. After serving as Executive Vice President in September 2004, he was appointed President and Representative Director in May 2008.
Kanemasa Manufacturing Co. Representative Director Mr. Seiji Sekine
Born in Ibaraki Prefecture. During his college years, he traveled overland from Southeast Asia to Europe. Wandered in about 30 countries. After graduating from university, joined THK Co. After working in Japan for about 5 years, he was transferred to the UK branch. After 13 years in Europe, he returned to Japan in 2013 and joined Kanemasa Seisakusho Co. In addition to traditional metal product manufacturing, he embarked on energy-related business as his second start-up. Currently, he is focusing on overseas expansion in Southeast Asia, India, Africa, and other regions.
LIVERNESS Corporation Representative Director, Group CEO Yukihiro Maru
D. in Agriculture, founded LIVERNESS in 2002 while still in graduate school, exclusively for undergraduate and graduate students of science and engineering. He has developed Japan's first "delivery laboratory class of cutting-edge science" into a business. He is engaged in "knowledge manufacturing," a business that creates new businesses by combining technologies and knowledge from different fields, and is the founder of one of Asia's largest deep-tech venture ecosystems, "RIVERNESS.Tech PlanterThe instigator of the "Deep Issue" project. He is involved in the discovery of deep issues from around the world and works to solve global issues. He is the author ofDeepTech DeepTech: "Sleeping Technology" that will open up the future of the world.(Nikkei BP), "A New Era of Knowledge Manufacturing(Liberace Publishing), among others.