Akira Sato, President and CEO, Koikeya Co., Ltd.

Think for yourself and forge your own path. Failure is your greatest asset.

Akira Sato, President and Representative Director, Koikeya Co., Ltd.

■ Profile
Born in Tokyo in 1959. After graduating from Waseda University's Faculty of Law in 1982, he joined Kirin Brewery. In 1997, he was seconded to the Product Planning Department of Kirin Beverage, and subsequently held positions such as General Manager of the Marketing Department at Kirin Brewery's Sales Headquarters, General Manager of the Kyushu Regional Headquarters, and President of Kirin Beverage. In 2016, he moved to become an Executive Officer of Frente (now Koikeya) and an Executive Officer of Nissin Foods Holdings, and assumed his current position in September of the same year.

How did Kirin's legendary hitmaker, the creator of "FIRE" and "Nama-cha," revive the struggling Koikeya? We delve into the behind-the-scenes story of his turnaround, where he refused to sell at low prices and redefined the market with a new value proposition: premium. What are the aspirations of this innovator, who has always challenged himself despite setbacks and continues to create something from nothing, as he entrusts the future to the young people who will shape it.

I currently serve as President and CEO of Koikeya, but I previously worked for Kirin Beer and Kirin Beverage for many years, where I was involved in product planning and advertising strategies. I was involved in the renewal of "Ichiban Shibori," which many of you are familiar with, as well as the launch of canned coffee "FIRE" and tea "Nama-cha." Now at Koikeya, I am working to redefine the value of potato chips.
While at Waseda University, I was involved in the founding of a student magazine called "Milestone," drawing the cover myself and even conducting an impromptu interview with Akutagawa Prize-winning author Makoto Mita. I was simply driven by a desire to create "proof that I was alive." At the time, I was studying law, and I considered taking the bar exam, but I realized that I was more strongly drawn to "manufacturing," creating something new from scratch, than to the world of law, which follows precedents and customs. So I chose the path of a manufacturer.

■ Competitive spirit is the driving force behind the challenge

When I first joined Kirin Brewery, I was assigned to a sales position. I performed well and was confident that I was suited to the job. However, that's when "Asahi Super Dry" appeared. Our company's products, which had been selling well until then, suddenly stopped selling. Faced with the emergence of a rival that completely reshaped the market, I strongly felt, "I want to surpass this, I want to create a product like this myself," and I volunteered to transfer to the product planning department.
Of all the products I've been involved with, the one I'm particularly attached to is the canned coffee "FIRE." At the time, the coffee market was a red ocean dominated by established giants like "Georgia" and "BOSS." Believing that "an ordinary new product wouldn't win," I came up with a new concept that wasn't bound by existing frameworks. The president strongly opposed the name, saying, "FIRE sounds like gasoline," but I didn't waver from my convictions and continued to pursue a product that would resonate with young people, different from the conventional canned coffee aimed at middle-aged people. The experience of working tirelessly to make it a hit, including securing an appearance in an advertisement from Stevie Wonder, who had initially refused to compose music for commercials, forms the foundation of who I am today.

■ Renaming the company to "Koikeya" and adding value

At the end of 2016, I joined Koikeya (then known as Frente). At that time, the company was experiencing its first-ever loss since its founding, and sales were sluggish. So, the first thing I tackled was changing the company name back to the universally recognized "Koikeya" and revamping the logo (CI), which is the core of the brand. The logo, which features the character for "lake" (湖) within a hexagon resembling a tortoise shell, symbolizes Japanese identity and pride in quality.
Analyzing the snack market at the time, we concluded that we couldn't differentiate ourselves from existing products in the standard, male-oriented, or female/child-oriented markets. Therefore, we devised a strategy to create a high-value-added "premium zone" that was not yet explored.
That vision culminated in "Koikeya Pride Potato." We aimed to create a product that was more than just a snack, possessing a slightly luxurious and authentic quality and beauty. Koikeya fans are the kind of people who deliberately avoid the mainstream, and tend to be rather obsessive and particular, so we were confident that even if we created an extreme product, our users would follow along. Thanks to everyone's support, it became a massive hit, creating a new category called "premium" in the previously stagnant snack market, and it has now become a leading force in the entire market.

■ Overturning existing concepts and creating new meanings

What is needed in the coming era is not an improvement in functionality, but "innovation in meaning." For example, instead of improving the performance of a vacuum cleaner, such as suction power, it is about creating new value, like the robotic vacuum cleaner that created the concept of "not having to clean yourself."
Currently, lifestyle changes are leading to a diversification of eating habits. Koikeya is also embarking on a challenge to go beyond potato chips and offer products that are more filling, healthy, and closer to "food" itself. My dream is to evolve the category of snacks into something richer and more indispensable to people's lives.
We are looking for people who have a "dream" in their hearts to join us in these challenges. People who can think independently about what worries them and what interests them. If that dream aligns with the direction Koikeya is aiming for, nothing would make us happier. While we have a family-like corporate culture, we empower young people and encourage them to "do what you love without fear of failure." We believe that those who can think and act for themselves are the ones who can forge ahead in this turbulent era.

■The important thing is to keep moving forward even when you're feeling lost.

I encourage all students not to try to take the shortest route to their destination, but to take detours. Efficiency isn't always the right answer. The experiences you gain from detours and failures will become valuable assets that will help you in the future.
Another important aspect is "collaboration with people who are far removed from you." If you only talk to people with similar values, you will only create small innovations. Try to engage in dialogue with people who have different sensibilities than your own and confront a single theme together. The greater the "distance" from your perspective, the more dramatic the breakthrough will be.
There's no need to worry about what others think. Even if you're unsure, just take one step at a time, like a snail. If you keep thinking, opportunities will surely come, and you'll be able to present a "new meaning" to the world that only you can create. I'm truly looking forward to seeing how your youthful sensibilities will change the future.

Student Newspaper Online, April 20, 2026 Interview with Ayami Matsuyama, 2nd year student at Aoyama Gakuin University / Kyohei Nakazawa, 3rd year student at Waseda University

Yurie Watanabe (3rd year, Josai International University) / Kyohei Nakazawa (3rd year, Waseda University) / Ayami Matsuyama (2nd year, Aoyama Gakuin University) / Chiharu Yamada (2nd year, Information Management Innovation Professional University)