Anchor Japan, a consumer electronics manufacturer that has achieved rapid growth with sales of 30 billion yen in its 9th year since its founding. Standing at the top is Mr. Ayumu Saruwatari, who himself has continued to change at a breakneck speed, joining the company at the age of 27, becoming the youngest executive of the Anchor Group at the age of 33, and becoming the CEO of Anchor Japan at the age of 34. is. In today’s world, when the common sense that “if you join a large company, you will be safe for the rest of your life” has crumbled, in order to increase the market value of an individual, “Thinking method to challenge the first placesays Saruwatari. The incandescent maiden work “Anchor Japan”, which is filled with the secrets of the rapid growth of Anchor Japan, which he has led.1st place thinking ─ Simple habits that can grow at overwhelming speed even if you are a latecomer]has become a hot topic.
Thereforethis bookIn commemoration of the release of , a special project has started to hit Mr. Saruwatari with all 20 troubles of business people “Aru Aru”. The 12th time, “Startup company growth strategyI heard about. (Composed by Sao Kawashiro)
even in a shrinking market
Reasons for entering the projector business
──Anchor Japan offers a variety of other products such as earphones and smart projectors, in addition to its representative products such as batteries and chargers.
This time, I would like to ask you about the specific steps to identify the market and develop it.
Saruwatari-san, how would you analyze it if someone in the company wanted to take on the challenge of a new business, such as “How about developing a digital camera?”？
Saruwatari walk (hereinafter referred to as Saruwatari):In the current example, the digital camera market is shrinking, so I think we will examine whether we should enter the market in the first place.
Of course, there are people who want full-fledged professional equipment, but smartphone cameras have become highly functional, so many people who want to take pictures casually think that smartphones are enough.
In that situation, I think that we will carefully consider whether we can create new value by entering the market.
That said, it doesn’t mean that if the market is shrinking, we’ll never enter.
For example smart projectors. Although the market for conventional projectors used in conference rooms has been shrinking, we thought there was a high possibility that demand for home projectors equipped with an OS would grow.
As a result, a projector brand called “Nebula” was born.Developing a new category of “smart projector”succeeded in doing
──It is necessary to assess the situation depending on the market.
Saruwatari:How to analyze1 thought]but it is a difficult part because there is no absolute correct answer.
For this reason, the Anchor Group has adopted a strategy of securing cash in core businesses such as chargers and batteries while taking on the challenge of new businesses such as robot vacuum cleaners and smart projectors.
Launching new businesses one after another and continuing the game of home runs or strikeouts is risky.
On the other hand, even if you hit only hits steadily, growth will be slow.
Aim for a home run while increasing sales and profits by accumulating hits.
In order for companies to continue their business into the future, such “unbeatable gameI think that should be done.
The Blind Spots of the “Blue Ocean Strategy”
──Anchor Japan started its business in January 2013, and sales were about 900 million yen in the first year, but sales have exceeded 30 billion yen in 2021, eight years later.
It is a tremendous growth speed as a start-up company, but why did you dare to challenge the red ocean market?？
Saruwatari:It is often said that startups need a “blue ocean strategy”, but if you think it is a blue ocean and enter theno oceanThere are many cases where it was
It would be a great loss if, as a result of setting sail into an empty sea because there were too many competitors, no fish could be caught.
In that case, it is actually better to start fishing where there are fish.hard to loseI think.
In other words, in order to become No. 1 as a latecomer, even Red OceanDifferentiating strengthwhether there is aWhether it can be done from the customer’s point of viewI have to think about
To do so, it is necessary to test hypotheses from various angles.
『1 thought]is the habit I’ve been doing to get the top share even if I’m a latecomer.generouslyI’ve written it, so I’d be happy if someone with the same problem could use it as a reference.
(This paper is1 thought]the know-how that could not be published in the book was reconstructed based on the author’s interview)
『1 thought]Anchor Japan CEO, who made sales of 30 billion yen in the 9th year of establishment,A thinking technique that enables “a big reversal even if you are a latecomer”is explained.Theme of this article“Method of becoming the number one latecomer in a fiercely competitive market”We also explain in more detail, so please check it out.
Ayumu Saruwatari (Ayumu Endo)
CEO of Anchor Japan Co., Ltd. He is CEO of Anchor Store Co., Ltd., CEO of EA Consulting LLC, and also serves as an outside director and advisor to several other companies. After engaging in consulting and IPO support at Deloitte, he was involved in private equity investment at PE fund Japan Industrial Partners. He participated in the establishment of Anchor’s Japan business division and supervised the division. Achieved top online market share in almost all product categories it entered, and achieved sales of 30 billion yen in the ninth year since its founding. This book is the first author.
【twitter】https://twitter.com/endoayumu
[PublishedintheNikkeinewspaper＆weekly diamondWaitBook reviews one after another]Topics boiling 3rd edition!
★☆★ serialization1.25 millionPV breakthrough!Popular ranking best3 ★☆★
【No. 1】 Habits common to “top level and fast people”
【2nd place】 90% of interviews are decided in the first 5 minutes! What are the characteristics of a person you would never want to hire?
【3rd place】 Common points in workplaces where “people who hide mistakes” occur frequently
[Message from the author]
This time,
「A simple habit that can grow at an overwhelming speed even if you are a latecomer」
was made into a book for the first time.
The secret of how I, an ordinary person, joined the company at the age of 27, became the youngest director of the Anchor Group at the age of 33, and became the CEO of Anchor Japan at the age of 34.
that is
Thinking method that enables reversal even for latecomers = “first place thinking”
Thanks to
this time,Anyone can do it at any age“First place thinking”
Break it down into 6 simple habits
Published for the first time.
Chapter 1──overall optimizationhabit of
Chapter 2──valuehabit of issuing
Chapter 3──learnHabit
Chapter 4──factorizationhabit of
Chapter 5──1％habit of sticking to
Chapter 6──SkipHabit
★ Premium at the end of the book ── pass the interview10Tips for
Some of you may have noticed “Slacking” in Chapter 6,
「Slacking moderately increases productivity」
This is true.
In this harsh world, we hope to bring out even a little value for our readers.
At the end of the book, “10 tips to pass an interview” was recorded.
In this book “1 thought”,
overwhelming resultsplease raise
[Index]
Written by Ayumu Saruwatari
『No. 1 Thinking – A Simple Habit That Allows Latecomers to Grow at Incredible Speed』
Chapter 1──overall optimizationhabit of
Chapter 2──valuehabit of issuing
Chapter 3──learnHabit
Chapter 4──factorizationhabit of
Chapter 5──1％habit of sticking to
Chapter 6──SkipHabit
★ Premium at the end of the book ── pass the interview10Tips for
[Notice from the book editorial department of Diamond Co.]
Ayumu Saruwatari: write
List price: 1650 yen
Date of issue: November 30, 2022
Type/Cost: Type 46/Normal, 264 pages
ISBN：978-4-478-11608-1
Purchase from here! →［Amazon.co.jp］[Kinokuniya bookstore BookWeb][Rakuten Books]