Omotenashi is a mindset, not a manual
For those looking to enter the Japanese business market, the high expectations from customers might feel daunting. Let's now heed the advice of Omotenashi Ambassador Kayo, whose unique perspective is informed by her own journey from housewife to entrepreneur.
Advice from Omotenashi Ambassador Kayo Part 3
Kayo Tokumaru, the representative of AND ASSIST, in Tokyo, who also serves as an Omotenashi Ambassador, argues that omotenashi must extend beyond clients and be applied to the team itself. (Continued from Part 2)
Yumiko Horie
Kayo Tokumaru (KT): My early career days were tough, but I have also met many kind people while living overseas who have helped me without expecting anything in return. Wouldn’t being strict with others ultimately lead me to live in a negative world where I am unhappy? I would rather make small sacrifices and live in a positive and bright world, and I feel that AND ASSIST has cultivated that kind of company culture.
Y: That’s fascinating. I am also interested in you, the person behind the Omotenashi Ambassador philosophy. After working as a flight attendant at JAL, you moved to HSBC. Switching from a flight attendant to a financial institution – that’s quite a career change.
Kayo Tokumaru: It’s true. I studied foreign languages at university, but I was also interested in finance – the lifeblood of economic activity – so I studied both. Moving into finance was a complete shift, but even after switching jobs, I studied hard and found it rewarding to handle large amounts of money responsibly.
However, after the birth of my second child, I felt that continuing to work at a financial institution while raising two children would be too difficult. I also wanted to spend more time with them, so I quit my job to become a housewife. During that time, I started AND ASSIST. I wanted to create a place where mothers could work without too much stress while raising children.
I had been considering the idea for the business since my time at HSBC. Foreign colleagues and superiors who had been transferred from overseas often asked me for help with their utility bills because they didn’t understand Japanese. I realised that supporting foreigners in their daily lives could be a viable business model.
I wanted to create a place where housewives could work in their limited time
Today, AND ASSIST has 30 staff members, mostly bilingual or highly skilled. Many of them are housewives working part-time or alongside other jobs. While the business initially focused on supporting foreigners living in Japan, our team's capabilities led to increased requests from clients for additional assistance, prompting us to expand our services to include business support. This aligns well with the needs of staff members who wish to work part-time while raising children.
Y: In Japan, it was common until relatively recently for women to become full-time housewives (shufu) after marriage. Could you explain the background to this for those who may not be familiar with it? For our generation, born in the Showa era, which lasted until the late 1980s, becoming a housewife was one of the options open to women, wasn't it?
KT: That's right. Among my friends, while not everyone actively chose to become a housewife, a certain number did so despite pursuing a career. As for the reasons for becoming a housewife, some, like me, had no choice, while others actively chose it, thinking, “Being a housewife is great!”, but then found the reality starkly different from their expectations.
Due to the deflationary economy, more women have started working even after marriage in recent years. Those who join AND ASSIST as staff may be raising children, caring for family members or have other personal circumstances they prefer not to disclose. However, they are all independent, thinking, “I have been dealt these cards, and I want to make the most of them even if I only have a few hours each day to work professionally”. Our aim is to be a company that supports them in this and allows them to use their circumstances as a strength, not a limitation. We want to create a work environment that fosters collaboration and mutual support.
Y: That sounds like a wonderful environment. AND ASSIST seems to embody omotenashi itself.
KT: Yes, that's precisely our aim. We strive to provide omotenashi that is tailored to each client’s needs and circumstances.
Embrace omotenashi: Expand your business fearlessly
Y: Please tell us about your ambitions for the future.
KT: As an omotenashi ambassador, I hope to share the omotenashi mindset with people who want to do business in Japan or operate globally.
I had the opportunity to learn about the highest level of omotenashi at JAL. Later, even in a foreign financial institution outside the hospitality industry, I discovered that providing omotenashi – service that exceeds customer expectations – impresses customers and leads to better work outcomes. Providing that level of service gave me a real sense of joy as a professional. I want others to experience that too.
I believe practising omotenashi as a business professional enhances skills and demonstrates genuine consideration for others. Ultimately, this contributes to the betterment of society through each individual's business activities. I would like to spread this idea to more business professionals.
Yumiko Horie
Omotenashi is deeply rooted in Japanese culture, resulting in extremely high customer expectations. Many people entering the Japanese market from overseas feel uneasy about this. Adopting the omotenashi mindset would enable them to expand their business in Japan without fear and achieve success. Similarly, for Japanese businesspeople going global, being conscious of and practising the omotenashi they have experienced in their daily lives can become a key strength.
Y: So, omotenashi is a mindset.
KT: Exactly. In my view, omotenashi cannot be reduced to a manual – it’s more of a mindset. As part of my role as an omotenashi ambassador, I aim to spread this concept. I have also launched the ‘Kayo’s Playbook’ podcast to share insights on applying omotenashi in business.
Y: Not only is Japan experiencing an inbound boom, but the number of foreign nationals choosing to live here is also increasing. Many first visit as tourists, fall in love with the country and decide to move here. However, some struggle with the difference between their initial impressions and Japanese business culture. I think this is partly due to overly aggressive marketing during the inbound boom. What are your thoughts on this?
K: I started AND ASSIST because I wanted to help my expat superiors and colleagues facing daily challenges in Japan. Clients often ask for help with issues we hadn’t anticipated. By addressing these concerns, we’ve expanded our services.
The issues we resolve may seem minor to people who struggle with cultural differences. However, we hope that by doing so, we can encourage clients to maintain an open mind and deepen their understanding of the invisible aspects of Japanese culture. That way, we can help them to thrive and succeed here.
