Masahiro Tomizawa, President and CEO of Megane Top Co., Ltd.

2025.11.27

Don't rely on charisma: Building an organization that is needed by the second generation

■ Profile
Born in Shizuoka Prefecture in 1981. After graduating from university, he worked at an advertising agency before joining Megane Top Co., Ltd. in 2005. In 2009, at the age of 28, he became Representative Director and President. Since taking office, he has undertaken various reforms, including revising the company's management philosophy, revamping the logo, setting a combined lens and frame price, and developing in-house products. In 2012, the company achieved the top sales ranking in the industry, and has maintained that position until 2025.

Megane Top is the top-selling company in Japan, with over 1000 Megane Ichiba stores. President Masahiro Tomizawa of Megane Top has an unusual career history, succeeding his father, the company's founder, and becoming president at just 28 years old. We spoke to President Tomizawa about the role expected of the second generation, the process of the company's transformation, and his outlook for the future.

Looking back at my elementary school yearbook, I wrote "President of Megane Top" as one of my future dreams, so I knew from a young age that I would follow in my parents' footsteps. However, after graduating from university, I ended up working at an advertising agency, not Megane Top. Rather than joining Megane Top as the second generation president, unfamiliar with the world, I had planned to study at a company in a different industry. However, around that time, Megane Top was undergoing a business transformation to turn things around, and I ended up returning to Shizuoka after about two years. After joining Megane Top, I first worked in the Corporate Planning Department, where I learned about company-wide numerical analysis and how to turn around underperforming stores. Next, as Deputy General Manager of Sales, I learned about product planning and decision-making processes, and then as a Managing Director, I was in charge of investor relations. Three years later, at the age of 28, I was appointed president, and my father, the founder, became chairman. Since my father was still alive, I never expected to become president so soon. However, my father wanted me to gain a variety of experiences while he was still healthy, so that he could correct any problems that arose and give me the opportunity to relearn even if I lacked the qualities to be a manager.

■ As the second generation to succeed a charismatic leader

Through the three years of study I underwent before becoming president, I realized that my father and I had different personalities and ways of doing things. I realized that what was expected of me was what the company would be like in five to ten years. I gradually solidified the image of the president I wanted to be, thinking about what I needed to do to shape the company's future, and how I needed to be perceived by those around me. Furthermore, as the company's founder, my father was a charismatic owner who built everything from scratch, creating an environment where those around him found it difficult to voice their opposing opinions. While leveraging his charisma with a sense of speed was what enabled the company to become number one in the industry in just 30 to 40 years, it becomes difficult to continue doing the same things as an organization grows. So, contrary to my father's example, I focused on creating a culture and organizational structure where employees could express their opinions. As an organization grows, the charismatic power of the founder becomes less pervasive. I felt the need to be conscious of how to create systems and organizations to replace him. To that end, I increased the amount of time I spent talking with employees. Another of my roles is to act as a bridge between the chairman and employees, ensuring that the gears of the organization mesh well.

■ The business model known as "Megane Ichiba" and its commitment

Originally, Megane Top was a discount store, but business had deteriorated and many stores were becoming unprofitable. So they turned their attention to a rival store that had gained popularity with its simple concept of a "flat rate of 20,000 yen with no additional fees," and opened a flat-rate store under the new name "Megane Ichiba." One by one, they converted struggling stores to Megane Ichiba, and some stores saw their sales double or triple. Since 2006, they have rapidly renovated existing stores and opened new ones, which has allowed them to quickly rise in the rankings of the industry.
However, as competitors began to adopt similar pricing strategies, it became difficult to differentiate through price alone. As a result, the company began to put more effort into developing its own products. Originally, the company had its own factory in Sabae City, Fukui Prefecture, that manufactured eyeglass frames, but after switching to Megane Ichiba, it focused even more on developing its own products. From around 2010, the company began releasing a series of in-house products, including "FREE FiT," "i-ATHLETE," and "ZEROGRA." These products were designed with a focus on lightness, comfort, and durability, and were functional products that eliminated customer concerns, becoming a point of differentiation from competitors.

■ Realizing our corporate philosophy without being bound by borders or nationalities

Guided by our corporate philosophy of "bringing happiness to everyone involved and creating smiles," we aim to capture a 30% share of the domestic eyewear sales market. We're focusing on digital technology, offering online eyeglass purchases and maintenance guidance by managing customer eyeglass data through an app. We currently have 35 Megane Ichiba stores in Taiwan (as of November 2025), and just as in Japan, we aim to be number one. Because our corporate philosophy can be shared regardless of borders or nationalities, we hope to increase our number of colleagues and fans by improving the growth and behavior of our employees overseas. To achieve this, we focus on improving our internal systems, employee training, and product appeal. Above all, we value not just selling high-quality glasses, but also selling glasses that delight our customers. We want to work with people who find joy in helping others with their problems and who find fulfillment in that.

■Message to university students

I hope you will have a clear vision, dreams, and goals for the future. Some people have clear goals when they enter university, while others will find them during their time at university. However, when it comes to finding a job or moving on to the next stage, I hope you will act with your own dreams and goals, no matter how small. If you spend your time aimlessly, you will tend to blame others when you fail, but if you have a goal, even if you don't achieve it, you will be able to reflect on what you lacked and use that experience to improve next time. And if you do achieve it, you can move on to the next big goal. There are many challenges you can take on when you are young, so I hope you will move forward with dreams, goals, and the desire to take on challenges.

Interviewed by Student Newspaper Online on September 16, 2025 by Shimada Takakazu, a third-year student at Hosei University

Ayuki Erikawa, first-year student at the University of Information, Management and Innovation / Takakazu Shimada, third-year student at Hosei University