Process of Cultivating Successor Entrepreneurs

This chapter presents a business case describing the process of succession leading to the current generation at YAMAMOTO-NORITEN from the perspective of cultivating successor entrepreneurs. The sixth-generation president rigorously implemented quality-focused management, establishing a quality control system through the implementation of Hazard Analysis and Critical Control Point (HACCP)-compliant practices, strengthening domestic and international foundations and enhancing brand value through initiatives like establishing the Saga factory, restructuring logistics, and founding a local subsidiary in Shanghai. The seventh-generation successor gained external experienceExperience working at a city bank. After joining the company, he served in procurement, overseas operations, and sales, receiving practical training under the mentorship of his cousin, Managing Director Toshiharu Yamamoto. His assignment in Shanghai provided hands-on experienceExperience in overall management, fostering autonomy and a keen sense of the field. Upon returning to Japan, he promoted the company’s overseas expansion, formulated a corporate philosophyPhilosophy, and advanced the “Moving Away from Mid-Year and Year-End Gifting” strategy, aiming to diversify sales channels and penetrate younger demographics. Upon becoming president in 2022, he expanded into e-commerce and implemented a multi-tiered pricing strategy. Through management integration with Takaokaya, he achieved global expansion and established international quality standardsQuality standards, successfully balancing tradition and innovation. This chapter details these cases and presents an analysis that is further developed in Chap. 4 .