Shinji Yamaguchi, President and CEO, Morozoff Co., Ltd.

The essence of brand value: building the future through thought and challenge

Shinji Yamaguchi, President and Representative Director, Morozoff Co., Ltd.

■ Profile
He joined the company in 1981. He served as General Manager of Marketing and General Manager of Sales, and was appointed President and Representative Director in 2011.
He advocated a branding strategy, led the multi-branding of Valentine's Day products, and developed Morozoff's product brands such as "Galette au Beurre," "CUSTA," and "Taiyo no Galette," thus leading Morozoff's evolution.
Chairman of the Japan Chocolate Industry Cooperative Association, Vice Chairman of the All Japan Confectionery Association, Vice Chairman of the Japan Chocolate Cocoa Association, and others.

Morozoff is a familiar sight in department stores and shopping malls. It has played a leading role in the development of Western-style confectionery culture in Japan, including being the first to popularize Valentine's Day. Through its various sweets such as chocolates and baked goods, Morozoff has delivered moments that "shine with smiles" to many people, and continues to evolve every day in line with changing times. We interviewed President Yamaguchi of Morozoff about the company's appeal and future prospects.

Looking back on my journey so far, I feel that each event wasn't a straight line, but rather a series of coincidences. However, I realize that the serious attention and continuous reflection I had at each stage have led to my current management style.

■Basic skills and connections cultivated during student years

During my student years, I dedicated myself to volleyball in junior and senior high school, and in university, I belonged to the tea ceremony club. In the university tea ceremony club, in addition to practicing twice a week, I had the opportunity to immerse myself in an environment different from my daily life, such as staying at a Zen temple for a week for training. Having time to confront myself through Zen meditation and living a simple life of one soup and one dish was a valuable experience.
However, at the time, I think it wasn't so much that I particularly loved the tea ceremony itself, but rather that I enjoyed the relationships with my friends and the atmosphere of the place. Many of the members were from athletic backgrounds, and it was a rather lively group, but the exposure to etiquette and manners in that environment has definitely been useful in my later professional life.
I also worked part-time delivering mid-year and year-end gifts. During peak seasons, it was physically demanding, with over a hundred deliveries a day, but it helped me develop a sense of responsibility and perseverance. I believe I learned the importance of completing assigned tasks and understanding that these small efforts contribute to results during this time.
Among the lessons I learned through the tea ceremony, what left the strongest impression on me was the importance of "consideration for others." While there may be some form or convention involved, there is always meaning behind it, and at its core lies consideration for others. This way of thinking is also applicable to how we interact with people in business, and it remains one of the values ​​I cherish to this day. Furthermore, some of the connections I made back then have unexpectedly led to work opportunities, reaffirming the importance of human connections.

■A career that began by chance and a turbulent era

My joining my current company was also quite by chance. I learned about Morozoff through an acquaintance, and I was drawn to the delicious cheesecake I was given during the interview, as well as the atmosphere of the people I met there, which led me to decide to join the company. I had originally been interested in other industries, but ultimately, it was the appeal of the "people" and the "products" that sealed the deal for me.
Since joining the company in 1981, I have experienced turbulent times, including the growth and collapse of the bubble economy, as well as the Great Hanshin-Awaji Earthquake. In particular, after the collapse of the bubble economy, the entire department store industry entered a period of contraction, and our company also experienced a period in which we strongly felt the decline in sales and brand value.
In that situation, I constantly asked myself, "How can I make this company better?" Regardless of my position, I thought about management from my own perspective and formulated hypotheses. Since my 30s, I have continuously thought concretely about what strategies I would adopt and what I would need to do to achieve them. I feel that this accumulation of thought forms the foundation of my later decision-making.

■ Bottom-up management and brand strategy

To achieve something new within an organization, simply having an idea isn't enough. The crucial aspect is how to put that idea into action. I've always identified key people within organizations and involved them in shaping projects. The trick to motivating key people is to attribute the success, even if it's your own idea, to them. As a result, you can achieve what you want. If you always consider the other person's benefit when you act, people will cooperate.
Currently, I prioritize a system where I share my own ideas with the organization and the team further refines them, while also being mindful of creating an environment where employees can pursue the projects they want to work on.
I believe that a stronger organization is formed when bottom-up proposals and top-down decision-making work in harmony.
In terms of business operations, we operate approximately 200 stores nationwide, primarily in department stores, train station buildings, directly managed stores, and cafes, giving us a wide range of sales channels. In addition, we have responded to diverse customer needs through the development of multiple brands and collaborative products.
In our management, we focus on enhancing three key aspects: brand value, corporate value, and social value. We don't simply pursue sales and profits; we constantly consider whether we are a necessary presence in society. New brand launches and product development have also been driven by this philosophy.
Even more importantly, we strive to enhance these three values ​​in a balanced way. Rather than focusing on just one, we believe it is our responsibility as a company to achieve sustainable growth from a long-term perspective. To that end, we value continuous and flexible change while incorporating feedback from our employees.

■Message to university students

In today's rapidly changing world, the ability to think for oneself and take action is becoming more important than ever.
What I look for in employees is the ability to think and act independently. Individuals who don't wait for instructions but can form their own hypotheses and present multiple options are extremely valuable to an organization. I often tell employees to "think of three approaches," and this is partly to cultivate the ability to view things from multiple perspectives.
The difference between a student and a working adult lies in whether you are an amateur or a professional. Once you enter the workforce, you offer your abilities as value and receive compensation in return. Therefore, I encourage you to develop the habit of thinking and acting proactively from now on.
It doesn't matter how small it is. Always keep asking yourself, "What would I do?" This accumulation of questions will eventually become a great strength. I sincerely look forward to your future endeavors.

Student Newspaper Online, March 18, 2026, Reina Inomoto, 3st year student, Kyoto University of the Arts

Reina Inomoto (1st year, Kyoto University of the Arts) / Sakura Yamashita (3rd year, Tsuda University) / Hinano Shinoda (2nd year, Tokyo Kasei University) / Risa Ukita (2nd year, Tokyo Women's University)