28｜The History of Glass: Kimoto Glass's Challenges and Glass Manufacturing, Part 11

Hello everyone 🎵

I've been writing about Kimoto Glass's challenges and survival, and how we succeeded, but these actions were not part of a management plan, strategy, or anticipated moves!

They were simply the cumulative result of decisions made and actions taken while desperately struggling to avoid causing trouble for our employees, their families, our partners, and others if the company went under. For that, we received support and guidance from many people, and I am grateful.

The 2000s were a time when major retailers like Sogo (in 2000), Seibu Department Store, Nagasakya, Mycal, and Daiei successively faced bankruptcy.

Wholesalers who supplied goods were greatly affected by the bankruptcies of department stores and supermarkets. At the time, I was still in my late 40s and relatively young, with dreams for the future of the glass industry. I formed a liaison organization with 8 glass wholesalers in Tokyo to share information, jointly develop products, increase transparency in transaction rules, and hold study sessions to solve problems. Through these activities, I had many opportunities to interact with and build trust with the top management of each company, discussing their clients, financial situations, and challenges.

I learned a lot about the history of the glass industry, the conditions of various factories and craftsmen, and details specific to department stores, such as consignment sales and the transaction decision-making process, which I wouldn't have known at Kimoto Glass.

At that time, I was traveling around Europe buying from glass factories, directly importing, and selling large quantities at reasonable prices to AEON and my fellow glass wholesalers. The company's sales and profits were growing, and many people appreciated our product development. I was getting a bit big-headed (laughs), thinking I would create the next era of the glass market.

Amidst all this, a fellow wholesaler, hurt by the bankruptcies of companies like Sogo, consulted me, asking me to take over their clients to protect their business partners, suppliers, and employees...

With no successor and already struggling financially, our company couldn't undertake a corporate M&A. However, the prospect of being able to do business with influential department stores seemed like a great opportunity to me, a 50-year-old in my prime who was a bit overconfident. So, I decided to accept the offer. I had no idea that this would quickly lead to a terrible crisis.

I will write about the subsequent events in the next installment.

Please note that these are merely my personal thoughts and impressions, not statements of fact or opinions regarding any specific individual, company, or organization.