Journal
Who’s Who
in Media and Communications in Japan // 2009
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aradigm’s Directory on “Who’s Who in Media and Communications in Japan” can help globalminded enterprises effectively promote and market their proprietary products and services here. Mobility, for example, can be elusive; but the movers and shakers in Japan’s communications industry remain committed to the world’s leading marketplace and R&D center. The American Chamber of Commerce in Japan’s (ACCJ) Information, Communications and Technology Committee supports and promotes the expansion and diversification of sales of high-tech goods and services by American companies in Japan. Programs include guest speakers from government, leading technology companies and service providers. In addition, there is an active advocacy component addressing issues such as privacy, telecommunications tariffs and international standards. On January 26 of this year, the committee hosted a two-hour noontime event entitled, “Trends in 2009 From a Global Communications and its Solution Provider.” Blair Crump, Group president Worldwide Sales at Verizon Business—a leading global communications solutions provider with one of the world’s most connected global IP networks—aimed to define how the changing marketplace has ushered in an increased focus on productivity as companies everywhere are looking for ways to transform their businesses. Such enterprises are looking for improved agility and speed—enabling them to quickly move in and out of new markets, while simultaneously controlling costs, increasing quality and efficiencies, and maintaining information security and compliance requirements. Verizon Business is one of three operating units of Verizon Communications, a Dow 30 company. A invaluable service to ACCJ members are the workshops provided by, for example, the Telecommunications Subcommittee. A recent one took place on February 19, from 5:00-5:45 p.m. The workshop appealed to those with a keen interest in the telecommunications industry who shared a compassion to help make 2009 another banner year for the committee. Japan remains on center stage when it comes to mobile technology and content. The ACCJ Information, Communications and Technology Committee hosted a two-hour presentation on December 8 of last year, en-
titled “The Japanese Mobile Industry: Galapagos Or Paradise?” Takeshi Natsuno, professor of Keio University and former senior vice president of NTT DoCoMo, developed the business strategy of all of NTT DoCoMo’s multimedia-related services—including i-mode strategic alliances with global application/content providers and key Internet players. A true mobile pioneer in Japan, he was one of the key developers of the i-mode business model and managed the Japan launch of i-mode in 1999. In his presentation Prof. Natsuno aimed to explain how Japan is very unique in its evolution of mobile services, which has led to many advanced services like mobile wallets and mobile TV—in addition to games, music, photo and other convenient contents. However, the introduction of iPhone and the expected Google phone, according to the Keio University professor, may change the playing field; the presentation provided an opportunity to hear the inside story of how services in Japan have evolved and the direction of the mobile industry in the future. The next month, on February 18, the same ACCJ committee provided a focus on “The Emobile Story & Competition Policy History In The Japanese Telecommunications Market.” EMOBILE entered the mobile phone market in March 2007 and launched a “high speed, flat rate and reasonable pricing” mobile data communications service that created a “broadband revolution” in the mobile industry. Eric Gan, representative director, president & COO of EMOBILE Ltd., aimed to talk about the challenges of starting up e-Access in 1999 and starting EMOBILE from scratch—in the highly competitive Japanese market. Getting to the heart of the matter, the past and future policies for promoting competition in the telecommunications market, how competition has been promoted after NTT was privatized in 1985, the mobile market as the next target to promote future competition, and NTT DoCoMo as the key company for the reorganization of NTT Group were part of the presentation. The ACCJ continues to be the source for clarity on issues past and present that drive respective industries, and insight into where relevant sectors are headed. David Umeda Senior Editor at Paradigm
Who’s Who in Media and Communications in Japan 2009 // 3
A New Definition of Creativity
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his is not a recession. It is a reset. A reset of values not only of how people think, but how companies need to behave. No, I’m not talking about CSR. The behavior I’m referring to is how companies go to market and their use of a much misunderstood and sometimes maligned concept—creativity. The reason why this is an economic reset is because, unlike other economic recessions or even depressions, we have a “perfect storm” of three distinct elements converging on a global scale: 1. The touch-points where brands and people communicate have significantly changed, mostly due to technology; 2. What people expect from brands has evolved significantly over the past decade from “that represents me” to “how does that fit into my life?”; and 3. People have limited or have self-imposed limits on what they are willing to spend on brands. The application of creativity in marketing communications must also adapt to the reset. Particularly in Japan, where business has tended to divide advertising activity into “how you reach people” and “with what content you reach
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them with” (traditionally the part where marketers apply the term “creativity”). In difficult economic times of the past, the quality of content (creativity) has been sacrificed for an emphasis on “reach.” But, in an economy where touch-points abound and are now firmly in the control of people, the idea that increasing reach alone to compensate for tough times is as KY (kuuki yomenai/ out of touch) as thinking that building a 360° communications plan will somehow solve all your advertising effectiveness problems. When you consider the sheer number of communication channels available, juxtaposed with people who have an increasingly limited amount of funds to spend, increased reach is clearly not the answer. Kevin Roberts, in his book The Lovemarks Effect, wrote that we are in an “Attraction Economy,” and that “attraction is emotion with a purpose.” Creativity is not about lavish production budgets for TV ads, print campaigns or online films. It’s about finding a compelling way for people to realize the value your brand can add to their lives and
to make them want to seek out communicating with your brand in both passive and interactive ways. Creativity is an economic multiplier. Creativity is multidimensional: It is about the calibrating of the medium of engagement (traditional media, online, in-store, PR, viral, buzz, social, whatever) and the quality of the engagement’s content. If you get the metrics correct, you will have a brand people will fall in love with for the long term. You will have a long-lasting relationship in the Attraction Economy, the new marketing reality that has pre-dated and will transcend this current financial crisis. The Attraction Economy, boosted by this economic reset, demands handcrafted creativity in your advertising efforts. Creativity used to be the secret weapon of an enlightened few that let them spend less but achieve more. But in the Attraction Economy, it will be the benchmark for those brands that will thrive. Phillip Rubel Representative Director Chief Executive Officer Fallon Tokyo
Crisis Communications in Japan
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ommunicating in the right way during a crisis is a challenge everywhere. But in Japan this task is even more difficult. The media works differently here compared to the U.S. or Europe. Foreign firms often struggle when a crisis strikes, which companies like Citibank, Schindler and Daimlerowned Mitsubishi Fuso have learned the hard way. Why are crisis communications so difficult in Japan? It all starts with the press club system, which is something unique to this nation. There are about 800 press clubs countrywide attached to all ministries, national and local government departments, political parties, but also to industrial associations or to entities like the Tokyo Stock Exchange. About 90% of all reported news in Japan comes from the press club system. Members of press clubs are the large national and regional newspapers, the two news wires, NHK and the major TV stations. All other media—including weekly and monthly magazines, Internet and free press, freelancers and most international media—are usually barred access. Let us look at the case of the Swiss elevator company Schindler to illustrate the dangers inherent to such a setup. In June 2006 a fatal accident happened with one of the company’s elevators. The next day Schindler’s media nightmare in Japan started, a nightmare that still continues today, although no authority has found the firm to be guilty so far. What went wrong? Clearly the company had been slow in making an official statement on the accident and in dealing with the affected family and the media. It was even seen trying to shift the blame from itself to the elevator’s maintenance firm. All of this would be wrong in any other country as well. But Schindler committed one additional mistake: the company underestimated the importance of the specific press club “handling” this accident. The elevator industry is overseen by the Ministry of Land, Infrastructure and Transport and Tourism (MLIT). Hence the press club at the MLIT was the one in charge here. All briefings to the media on this accident, its background, inspection results and any other updates were given by the Ministry at this press club, as were Schindler’s own press conferences. Hence this press club basically monopolized the media coverage since day one.
Reporters at press clubs usually come from the social departments and often lack industry-specific know-how. They monitor accidents and scandals with painstaking attention to detail and focus on punishing the wrongdoers. They are neither interested nor able to move on to a thorough analysis of underlying industrial problems and suggestions to their eventual solution. A company first of all has to express remorse that one of its products led to an accident, regardless of whether it bears any responsibility or not. This kind of apology is a must in Japan. Put in a nutshell, any firm involved in a scandal has to convince its relevant press club reporters that it takes the case seriously, including all necessary measures to prevent reoccurrence. During this process the firm deals exclusively with the social press club reporters, who have a monopoly on coverage. Even colleagues from the business section of the same newspaper, say Asahi or Yomiuri, will not touch this topic until the firm has been “cleared” by the social reporters. This also explains why technical explanations—often given by Western firms in such situations—regularly fail to impress reporters and thus do not get reported. Two months ago Schindler gathered more than 20 Japanese journalists at a major press event in Hong Kong to explain their newest elevator models, as well as their safety features. Unsurprisingly the Japanese reporters’ questions focused exclusively on the accident of 2006. Until today only two Japanese media reported on the Hong Kong event, while there have been numerous ones dealing with the accident and the bereaved family. The lesson is clear. No company can overcome critical media reporting in Japan without clearing the biggest hurdle first: the media in charge at the relevant press club, be it at the MLIT or any other public institution. Unless companies understand the ins and outs of dealing with the press club system, a crisis can reach the point where a company’s reputation becomes virtually unrestorable. Dr. Jochen Legewie President CNC Japan, the Japan chapter of European communications consultancy CNC
Who’s Who in Media and Communications in Japan 2009 // 5
The Business of Responsibility
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he business of business is business.” The position of late economist Milton Friedman on Corporate Social Responsibility (CSR) was that the social responsibility of business is to increase its profits, and benefits from job and value creation would flow through the community. It is a view which has represented the position of most companies in Asia—focus on the core business and leave CSR for the West to fuss about. However, with globalization sweeping the shores of Asia and lifting economies as well as individual incomes from China across to India in recent years combined with rising liberalization in a growing number of markets, the stakeholder and regulatory environment has become much more complex. Companies operating in Asia have quickly begun to embrace best practice not only in crisis and issues management but also in a more proactive manner such as with stakeholder engagement and enhanced reporting. They realize these techniques are crucial for building and defending corporate reputations as well as enhancing risk management. This new form of engagement is not a choice, it as an imperative driven by the greater attention being paid to corporate behavior, and the transparency obliged by a tightly networked world. Companies must be perceived as behaving in accordance with the highest standards of ethics. CSR in Asia has in a relatively quick period of time moved to requiring a growing number of companies to be engaged with broad stakeholder constituencies while demonstrating a willingness to recognise problems and provide solutions. Those Asian companies which have been able to align corporate philanthropy, and more broadly CSR, with their operations have been able to deliver the most value to stakeholders as well as their own businesses, shareholders included.
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In our work with clients, NGOs, media and other stakeholders, H&K has identified the following as rising CSR trends in Asia: ● Competitive Advantage Strategic business responses to CSR provide companies with competitive advantages while giving back to society and the environment. Toyota’s success with the hybrid Prius has set the pace for CSR as a competitive differentiator in the tough automotive market ● Green Business Companies are turning green, becoming carbon neutral or reducing their carbon emissions in response to growing concerns about climate change ● Eco-Friendly and Safe Products Consumers are demanding environmentally-friendly or safer products ● Fair Trade Focusing on the export of goods from developing nations, fair trade promotes standards for labor and the environment. Its popularity is rising as the use of fair trade labels for products such as coffee, rice and fresh produce ● NGO Partnerships Companies are forming partnerships with NGOs and environmental groups to promote brands and sell products ● Web 2.0 The interactive Internet poses new sources of threats for companies as well as providing opportunities for corporations to open new channels for dialogue with customers and stakeholders. From consumers upset over product performance or safety to NGOs focusing on the environment or supply chain, the risks are magnified while providing a new outlet for sales and promotion Glenn Schloss Regional Director for Corporate Communications Asia Pacific Hill & Knowlton
The Mother of Invention
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e are all inundated these days with articles about how to manage through the economic downturn. And many of us are either in, or aware of, companies that are cutting costs through some combination of staff reductions, cuts in work hours, and cutbacks in investments that management feels are less than necessary at this time. Not only are marketing departments not immune to these directives, they are often the first and biggest targets of them. But most experienced marketers know, and try, to take a longer-term view. Though neither economists nor marketers can accurately predict when the economy will come back, we do know it will—someday. And smart marketers know that the companies that act wisely now will reap bigger benefits when it does. At the same time, they know some change is necessary. So one of the key questions, for marketers, becomes “how can I act responsibly so that I am doing my part to bear some of the cost-cutting burden, but in a way that serves my company or business best now and sets it on course to emerge even stronger when the economy recovers?” Of course, there are no easy or standard answers to this question. However, at TBWA\HAKUHODO, and at all TBWA agencies around the world, we have a process, or framework, to help marketers drive innovation and creativity in their organizations. This process helps marketers figure out what they should change and what they should not change. We call this process DISRUPTION because, at its core, it is getting to change that drives future growth more quickly. DISRUPTION starts with a cross-functional, collaborative examination of the underlying conventions that operate within the company and often across competitive companies operating in the same product or service category. We bring in people from all parts of the organization—not just from marketing and advertising, but also from R&D, finance, sales, and HR. We use a variety of exercises to help the group discover the assumptions,
prejudices, or ingrained ways of doing things that often prevent real innovation and faster growth. Once these conventions are understood, we use other exercises with the group, now better informed by their understanding of how they and their competitors act in similar ways, to craft a new vision or ambition for their business. With the aid of an experienced moderator and input from all parts of the organization, marketers usually end up with a new view, shared within all parts of the company, which can generate meaningful competitive differentiation and, if executed properly, lead to accelerated growth, even during these difficult economic times. Then it is the agency’s responsibility to find a disruptive, media-neutral creative idea that is based on overturning one or more of the limiting conventions. This idea helps define how the brand should behave across all of the various media channels. Together with smart use of available media options to engage the audience for the brand, the disruptive idea will lead the brave marketer to “a greater share of the future.” So let necessity be the mother of invention for your brand. Take advantage of the need to make changes to find the disruptive one that will drive faster growth now, and put your brand on course to emerge much stronger when the economy recovers. Gary Wenzel COO TBWA\HAKUHODO
Who’s Who in Media and Communications in Japan 2009 // 7
Media and Communications Industry – Winning in a Recession
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ome companies do succeed in a recession. They see it as an opportunity for growth. While the competition panics, they stick to a plan. But as marketing budgets shrink and the need to influence and sell increases, what are the ways to win in a recessionary environment? What are the trends and what rules do they follow? We look at two areas—digital and marketing overall—in addressing these questions. First, the major trends we are seeing in this recession are: 1. Marketing budgets are under pressure. Marketing and Communications professionals are being asked to do more with less. 2. Digital is everywhere—you either harness it for influence or be left out of the conversation. 3. Advertising dollars need to go further—how do you pick an effective 360° approach that includes elements of PR, digital, retail to gain influence? To sell more? 4. In Japan especially, it seems shoppers are everywhere!—winning companies know how to turn them into buyers. 5. With many companies experiencing a shrinking sales force, “smart marketing” improves sales force performance.
Going beyond the passive monitoring or even reactive responses to reputational issues, companies have a wealth of new, very cost-effective, and often measurable ways to engage consumers in digital PR marketing efforts especially when budgets are tight. So as online community denizens begin to retreat into their villages ahead of the economic storm, intelligent marketing and communications strategists will be right there with them. We are seeing the following keys to success for companies in overcoming the present recessionary times. 10 Tips for the Marketing Professional in a Recession 1. Companies that do well in recession see it as an opportunity. 2. Investment in marketing grows share more than in “normal” times. 3. You may be able to deliver a knockout blow to weaker competitors through higher (not lower!) marketing spend and investment in products. 4. You need your marketing department to estimate, even roughly, its contribution to profit. How will cutting, maintaining or increasing the marketing budget impact the bottom line? 5. Include shareholder value in estimates of marketing payback. Shareholders use short-term performance as an indication of future earnings. 6. Research can help you predict the impact of recession on your customer base and hence on your cash flow. 7. Creativity will give you more of an edge than in “normal” times. Many successful brands and companies have been launched in recessions. 8. Spend 360°. Explore new channel and media opportunities, particularly in digital. 9. Get the right balance between tactical activities that may grow volume at the expense of margins, and strategic activities that stimulate primary demand. 10. If cutting the marketing budget is necessary for the company’s survival, cut support for small or stagnant brands and at off-peak sales periods.
So what are the main issues in terms of influence and the increasing focus on Digital in a recession? Given how new much of the realm of social media is, there is no history to study that might reveal consumer behavior in a downturn. But intuition and extrapolation from past recessions indicate, just as John Quelch said, that people tend to draw nearer to their family and personal network. If they see these new online social networks as family, then social media will not only weather the storm, they will serve as the shelter and gathering point. Economic downturns frighten and unnerve employees. They are turning to social media for information, solace, and to vent anger. Therefore it stands to reason that monitoring social media will put the corporations in closer touch with how their own employees are feeling, to Orlando Camargo say nothing of the external view of the corporate brand. President & Representative Director Beyond monitoring blog postings, companies should Ogilvy Public Relations Worldwide (Japan) K.K. consider working with search engine marketing—not just for sales leads, but for corporate reputation. Search has become a form of PR as well; and when a company is under attack, the top results on a search engine query may bury the brand in negative results.
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Who’s Who
in Media and Communications in Japan // 2009
Listings Who’s Who in Media and Communications in Japan 2009 // 9
BILCOM, Inc. Daini Kuyo Bldg., 2F, 5-10-2 Minami Aoyama, Minato-ku, Tokyo Tel: Fax: E-mail: Web: Contacts: Established: Staff:
03-5766-8411 03-5766-8419 bil-info@bil.jp www.bil.jp/e Ryota Sugawara, Managing Director, Division of Global Marketing, Division of Marketing Public Relations 2005 32
Notable Clients Four Seasons Hotels and Resorts, Danone Waters of Japan, SONY, TOSHIBA, UNIQLO
Company Activities Area of specialty is total online communications. Moreover, we offer integrated marketing communications, PR consulting, media relations, online communications, word-of-mouth program, blogger communications, influencer communications, product & service introduction—launching PR and branding PR. Our service is on changing the value. Brand perception is influenced by knowledge. “Knowing” changes value. BILCOM influences “knowing changing value.”
Cosmo Public Relations Corporation Azabukaisei Bldg., 1-8-10 Azabudai, Minato-ku, Tokyo, 106-0041 Tel: Fax: E-mail: Web: Contacts: Established: Staff:
03-5561-2915 03-5561-2912 inquiries@cosmopr.co.jp www.cosmopr.co.jp Elissa Campbell, Senior Account Manager 1960 40
Notable Clients United States Meat Export Federation (USMEF), Council of Biotechnology Information Japan (CBIJ), ACCJ Medical Devices and Diagnostics Subcommittee, Novartis Pharma K.K., Wyeth K.K.; and other medical devices, diagnostics and pharmaceutical companies. Company Activities Cosmo is one of Japan’s foremost strategic communications consultancies. For almost 50 years, Cosmo has used its global experience and domestic expertise to deliver communication solutions for multinational and Japanese companies. Cosmo develops and manages integrated campaigns involving media outreach, crisis and issues management, advocacy and public affairs, key opinion leader research, corporate positioning, consumer communications, CSR, cross-border consulting and the development of editorial materials. Cosmo’s network includes long-standing relationships with key media in business and industry sectors, and unparalleled relationships with government and business leaders. Cosmo’s areas of focus are healthcare, food and food science, and services. 10 // Who’s Who in Media and Communications in Japan 2009
CNC Japan KK Sanno Park Tower 26F, 2-11-1 Nagata-cho, Chiyoda-ku, Tokyo 100-6126 Tel: Fax: E-mail: Web: Contacts: Established: Staff:
03-5156-0185 03-5156-0188 tokyo@cnc-communications.com www.cnc-communications.com Jochen Legewie, President; Kozo Iino, Senior Consultant 2004 8 in Tokyo (100+ worldwide)
Notable Clients Lufthansa; Panasonic; TPG; Mitsubishi Fuso; Daimler; Allianz; Komatsu; Siemens; Bayer; Sanyo; Coller Capital; Vnesheconombank; Asahi Kasei; ThyssenKrupp; European Delegation Company Activities Communications consultancy services in the areas of corporate, financial, brand and crisis communications and public affairs. Headquartered in Germany, CNC has 13 offices worldwide and is the only European communications consultancy present in Tokyo. In Japan we have offered crisis communications counsel to clients involved in some of the country’s most high-profile corporate scandals. Here we also advised on several corporate positioning programs and major cross-border transactions. In 2008 CNC was among the Top 10 financial PR global advisory firms according to mergermarket.
Destination West #205 Chateau Polaire Shibuya, 22-20 Sakuragaoka-cho, Shibuya-ku, Tokyo 150-0031 Tel: Facsimile: E-mail: Web: Contacts: Established: Staff:
03-3463-8565 03-3463-7038 naoko@destwest.com www.destwest.com Naoko Suzuki, President 1983 8
Notable Clients Toyota Motor Corp., Tokyo Stock Exchange, Eizo Nanao, Asahi Kasei Medical, New Japan Philharmonic, McGill MBA Japan, Hotel Okura, Simplex Investment Advisors, Sheraton
Company Activities English- & Japanese-language corporate & product advertising research, planning, execution & tracking; media planning & buying; Internet & intranet site development; video and commercial film production, brochure & collateral print production.
Edelman Japan KK Toranomon 45 MT Bldg., 3F, 5-1-5 Toranomon, Minato-ku, Tokyo 105-0001 Tel: Fax: E-mail: Web: Contacts: Established: Staff:
03-6403-5200 03-6403-5201 japan@edelman.com www.edelman.com or www.edelman.jp Thomas R. Zengage, Representative Director and Chairman 1952 3,400 worldwide
Notable Clients Edelman’s clients span leading technology, healthcare, financial, consumer and other corporations, as well as government agencies and other organizations. Company Activities Edelman is the world’s largest independent public relations firm and was named Global PR Firm of the Year for the third consecutive year as well as Global Large PR Firm of the Year by PR Week. With leadership who have decades of in-country experience, Edelman Japan has become the premier global PR consultancy in the market.
Fleishman-Hillard Japan, Inc. Nichirei Higashi-Ginza Bldg., 7F, 6-19-20 Tsukiji, Chuo-ku, Tokyo 104-0045 Tel: Fax: E-mail: Web: Contacts: Established: Staff:
03-3524-4601 03-3524-4602 web-admin@fleishman.co.jp www.fleishman.co.jp/ Shin Tanaka, President; Ko Fujii, Senior Account Manager 1997 80
Notable Clients AT&T, Lockeed Martin, Nissan, Nippon Steel Corporation, Fujitsu
Company Activities Fleishman-Hillard Japan, the Japanese arm of the world’s leading global communications consultation network, offers strategic counsel to address clients’ diverse communications needs in issues management, crisis management, CSR and thought leadership initiatives, media and government relations. Drawing on the strength of its global network and a local base of professional consultants accomplished in strategic communications development and execution, Fleishman-Hillard Japan has built its reputation by delivering what our clients value most in the age of uncertainty.
Fallon Tokyo KK 4-9-3 Jingumae, Shibuya-ku, Tokyo 150-0001 Tel: Fax: E-mail: Web: Contacts: Established: Staff:
03-6438-1255 03-6438-1254 phil.rubel@fallon.com www.fallon.co.jp Phillip Rubel, CEO; Mitsuru Kubota, COO 2003 50
Company Activities Since 1981 Fallon has been creating advertising and marketing communications based on the principle that creativity is an economic multiplier. We’ve pioneered online communications (BMW On-line Films); dominated TV ads (Sony Bravia, Cadbury “Gorilla”); reinvented category expectations (Citi “Identity Theft”; Dyson vacuums); and revived sensuality for cars & bracelets (VW “Love & Hate”, Cartier LOVE “Sokubaku”). Since 2003 we’ve been developing fully-integrated through-the-line communications in Japan helping clients outsmart competitors rather than outspend them.
Frontage Inc. 1-18-17 Nishi-Shimbashi, Minato-ku, Tokyo 105-0003 Tel: Fax: E-mail: Web: Contacts: Established: Staff:
03-3596-0332 03-3596-0361 ykiura@frontage.jp http://frontage.jp/en/ Yoshihisa Kiura, Senior Account Director 2002 300
Notable Clients Sony Corporation, BMW Japan, HSBC Premier, Electronic Arts, World Family, Sony Ericsson, Tokyo Mode Gakuen Company Activities Frontage constantly seeks out unconventional means of communication with the aim of efficiently and effectively promoting our Clients’ brand value in the rapidly changing media/consumer environment. Frontage is also a gateway to the contents of the Sony Group (such as Film, Music, Games and FIFA), and is also uniquely positioned in order to be able to fully couple utilization of Dentsu’s vast resources together with our own talented people.
Who’s Who in Media and Communications in Japan 2009 // 11
Hill & Knowlton Japan Roppongi-Yamada Bldg., 8F, 3-5-27 Roppongi, Minato-ku, Tokyo 106-0032 Tel: Fax: E-mail: Web: Contacts: Established: Staff:
03-4520-5800 03-4520-5801 HKJINFO@hillandknowlton.co.jp www.hillandknowlton.com/ Kuniko Okuwaki, President; Jesse Green, Executive Director 1958 in Japan 30+
Company Activities Hill & Knowlton, Inc. is a leading international communications consultancy, providing services to domestic and multinational clients. We offer a fully integrated approach to corporate and consumer communications, from media relations, reputation management, thought leadership, crisis and issues management, digital and stakeholder communications, to sponsorship, event management, and crisis and media training. This mix and experience provide clients with the resources and expertise they need to develop and implement an effective communications program while building, managing and protecting brand reputation.
Inoue Public Relations, Inc. Shinjuku Gyoenmae Annex, 6F, 4-34 Yotsuya, Shinjuku-ku, Tokyo 160-0004 Tel: Fax: E-mail: Web: Contacts: Established: Staff:
03-5269-2301 03-5269-2305 info@inoue-pr.com www.inoue-pr.com Takashi Inoue, Ph.D., President & CEO; Goh Minamiru, EVP; Yuhachi Nishigaki, SVP; Stuart Baker, SVP - Client Services 1970 35
Notable Clients Bluetooth SIG, Broadcom, CES, Dow Chemical, Magna International, McAfee, Mitsubishi FUSO, Novartis, NTT Communications, Pomegranate Council, Schott AG, Shizuoka Prefecture, Universal Studios Japan, Xilinx, others Company Activities Inoue Public Relations, a pioneer in Japan’s public relations industry since its founding 40 years ago by Takashi Inoue, Ph.D., president & CEO, provides a full spectrum of services including strategic public relations, corporate communications, M&A consultancy, media relations, and marketing communications. We have expertise in IT, consumer and healthcare PR. We also have extensive experience in crisis communications and issues management, along with top-level connections in the government sector and an award-winning public affairs subsidiary, Japan Public Relations Institute.
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I&S BBDO Inc. Harumi Triton Square X, 1-8-10 Harumi, Chuo-ku, Tokyo 104-6038 Tel: Fax: E-mail: Web: Contacts: Established: Staff Size:
03-6221-8523 03-6221-8641 prdiv@isbbdo.co.jp www.isbbdo.co.jp Hal Ito, Executive Director of New Business Aya Miyashita, Director of Corporate Communication 1947 543
Company Activities: I&S BBDO is the Japanese arm of the BBDO Worldwide network. With over 500 employees in 10 key Japanese cities, we are the largest multinational agency in Japan. We focus on providing truly holistic communication solutions to our client—solutions we call “TotalWork”. Using our TotalWork methodology, we create world-class content that has one simple goal—to influence Japanese consumer behavior. In an independent survey of leading advertisers in Japan, I&S BBDO ranked number one across all measured categories, and in overall agency satisfaction. In 2008, BBDO Worldwide was the most awarded creative agency in the world according to the Gunn Report.
Japan Advertising Agencies Association (JAAA) Dentsu Ginza Bldg., 7-4-17 Ginza, Chuo-ku, Tokyo 104-0061
Tel: 03-5568-0876 Facsimile: 03-5568-0889 E-mail: info@jaaa.ne.jp Web: www.jaaa.ne.jp Key Contacts: Toshifumi Kimura, Manager Established: 1950 Staff: 9 Notable Clients Membership: 162 Members (as of April 2009) Company Activities JAAA was created to bring advertising companies together, to stimulate the creation of new ads, and to foster quality advertising. JAAA has grown considerably as the representative organization of the Japanese advertising industry. Our member companies account for approximately 70% of Japan’s 2008 total advertising expenditure of ¥6,692.6 billion (Dentsu survey), a figure which gives us a tremendous social responsibility. Advertising plays a major role in society, and we at the JAAA will do our utmost to uphold its quality.
LBS Co.,Ltd. da Vinci Tamachi Bldg. 10-5 Shiba 4-chome, Minato-ku, Tokyo 108-0014
J-Spin Inc. Shinjuku Suzuki Bldg. B, 4F, 1-6-8 Shinjuku, Shinjuku-ku, Tokyo 160-0022 Tel: Fax: E-mail: Web: Contacts: Established: Staff:
03-5269-1038 03-5269-1039 david@jspin.co.jp www.jspin.co.jp David Huerta, General Partner 2002 8
Notable Clients VMware, Akamai Technologies, Cambridge Silicon Radio, 3PAR, Bosch, Bridgestone Company Activities J-Spin is an independent public relations firm based in Japan, specializing in marketing communications for technology-oriented businesses and automotive industry-related companies in Japan. We are a one-stop total PR and marketing services provider for companies who want to build a stronger presence in the Japanese market.
LEWIS Communications KK 1-12-1 Dogenzaka, Shibuya Mark City, 22F, Shibuya-ku, Tokyo 150-0043 Tel: Fax: E-mail: Web: Contacts: Established: Staff:
03-5738-1670 03-5738-1671 fredt@lewispr.com www.lewispr.jp Fred Tanaka, General Manager; Tomoyuki Takasugi 1985 350 worldwide
Notable Clients Second Life; Equinix; Proofpoint; Contiki Company Activities LEWIS is a full-service global PR agency with specialized services in media relations, creative services, social and new media, analyst relations, public affairs, media training, influencer management, marketing communications and event management. With 35 offices across the Asia-Pacific, North America and Europe, LEWIS offers organizations a global-boutique service that is fast, clever and flexible. We deliver strong ROI for our clients with a strategic and aggressive approach that has afforded us one of the fastest growth rates in our sector.
Tel: Fax: E-mail: Web: Contacts: Established: Staff:
03-3769-1355 03-3769-5181 Takenaka@lbs.co.jp, Tishii@lbs.co.jp www.lbs.co.jp Homare Takenaka, Chairman & CEO, Masanobu Chiba, President & COO 1993 30
Notable Clients IBM Japan, Samsung Japan, Sumitomo 3M, Stryker Japan, VeriSign Japan, & Others Company Activities The corporate slogan is “To Bring The World To Japan, Japan To The World.” Our major activity is to help foreign-affiliated companies succeed in enhancing its brand image and expanding human network by providing external affairs-related services.
Media Bridge Consulting Co., Ltd. Da Vinci Ginza Bldg., 2F, 6-2-1 Ginza, Chou-ku, Tokyo 104-0061 Tel: Fax: E-mail: Web: Contacts: Established: Staff Size:
03-3572-0481 03-3572-0482 info@mbc-pr.com www.mbc-pr.com/ Masashi Yoshiike, Director, 2002 13
Notable Clients Louvre-DNP Museum Lab; Excite; Enterprise Ireland, Keyence, Widex Company Activities Comprehensive Public Relations Support (Marketing PR, Cooperative PR and IR Support, Public Affairs, PR Research Consulting and Government Relations); Crisis Management, Media Training, Television Only PR, Print Media Only PR Service, Press Release Service, Press Conferences and Events, SEO/SEM Japanese Domestic Search Engine Strategy, Specialized PR/Personal Management
Who’s Who in Media and Communications in Japan 2009 // 13
Mojoprint Head Office – Osaka, Naniwa-ku, Sakuragawa 1-4-29 3F Tel: Fax: E-mail: Web: Contacts: Established: Staff:
Osaka: 06-6568-1353 Tokyo: 03-3366-4218 06-6568-1353 info@mojoprint.jp www.mojoprint.jp Daniel Lee, Creative Director 2006 6 (+ factory staff)
Notable Clients Metropolis, Japan Inc., Weekender, Being-A-Broad, Powderlife, National Australia Bank Company Activities We provide full color offset printing and bilingual design services for the foreign community in Japan, in close partnership with King Printers. Our Osaka production hub is optimized for fast turnaround, competitively priced CMYK color printing across a broad range of products. From flyers and postcards to brochures and magazines, our team is on hand to guide you through the print process every step of the way.
Next Inc. LK Bldg., 6F, 1-10-4 Hiroo, Shibuya-ku, Tokyo 150-0012 Tel: Fax: E-mail: Web: Contacts: Established: Staff:
03-5423-5435 03-5423-5437 info@nextinc.com www.nextinc.com Kjell Fornander, President; Haruko Miyazaki, Account Manager 1988 18
Notable Clients ABB, Arla, Atlas Copco, BJB, Grundfos, IKEA, Iron Mountain, Merck Serono, Nobel Biocare, Nuance, Scandinavian Airlines (SAS), Volvo Company Activities Specialists in business-to-business marketing communications. Next Inc. provides integrated, one-window communication solutions: advertising, corporate communications, custom publishing, interactive, sales collateral, trade show management and public relations. Active in many communication areas, we’re at the same time very focused. Our work is mainly with the Japanese subsidiaries of global companies. We are very proud of the longterm relationships we build with our clients; among our current list of clients are many with whom we have worked for 10 or more years.
Orbitune Inc. 3-17-17A Shimo-ochiai, Shinjuku-ku, Tokyo 161-0033
Ogilvy Japan Group YGP 25F, 4-20-3 Ebisu, Shibuya-ku, Tokyo 150-6025 Tel: Fax: E-mail: Web: Contacts: Established:
03-5791-8888 03-5791-8887 kent.wertime@ogilvy.com www.ogilvy.co.jp Kent Wertime, President, Ogilvy & Mather Japan 1995
Notable Clients IBM, Unilever, BAT, Audi, American Express, Coca Cola (Sokenbicha) Company Activities “Ask Ogilvy,” our new positioning for Ogilvy Japan, invites clients with a fresh perspective of marketing communication as a credible partner. The Group consists of 360-degree companies: Ogilvy & Mather Japan (Advertising), OgilvyOne Japan (CRM), Ogilvy Public Relations Worldwide (Japan), Neo@ Ogilvy (Digital Marketing), OgilvyAction (Sales Promotion/Activation), and Redworks (Creative Production) in Japan.
14 // Who’s Who in Media and Communications in Japan 2009
Tel: Fax: E-mail: Web: Contacts: Established: Staff:
03-6715-5100 03-3952-3796 whoswho@orbitune.com www.orbitune.com Peter Williams, CEO, Kazuhiko Niekawa, COO 1991 20
Notable Clients Lawson Inc., HMV Japan, Yomiuri Shimbun, TaoSquare, Starwood, InterFM, FM Northwave, TokyoFM, Westwood One Company Activities Orbitune attracts audiences to your brand through customized audio and video content in your store, on your Web site, to mobile devices, or through broadcast media. We enable brand managers and retail marketers to exploit emerging Out-Of-Home & mobile media opportunities. Orbitune specializes in digital signage, podcast & FM radio content and systems solutions.
PharMa International Inc. Hamacho Center Building 9F, 2-31-1 Nihonbashi Hamacho, Chuo-ku, Tokyo 103-0007 Tel: Fax: E-mail: Web: Contacts: Established: Staff:
03-3663-5770 03-3663-5779 jinji_pi@pharma.co.jp www.pharma.co.jp Masaki Yamagata, Executive Vice President 1987 90
Notable Clients Abbott Japan Co. Ltd., Astellas Pharma Inc., AstraZeneca K.K., Bayer Yakuhin, Ltd., Banyu Pharmaceutical Co. Ltd., Bristol-Myers K.K., Chugai Pharmaceutical Co. Ltd., Eisai Co. Ltd., Eli Lilly Japan K.K., GlaxoSmithKline K.K., Janssen Pharmaceutical K.K., Nippon Boehringer Ingelheim Co. Ltd., Novartis Pharma K.K., Novo Nordisk Pharma K.K., Pfizer Japan Inc., Schering-Plough K.K., Wyeth K.K. Company Activities PharMa International is a healthcare marketing and communications company specializing in the pharmaceutical, medical diagnostics, medical devices, and consumer healthcare fields in Japan. We are a full-service agency dedicated to creating influential advertising and communications delivered to doctors and other healthcare specialists to build successful brands. Our services areas include advertising, brand strategy and communications, design and development of digital and online marketing tools, e-learning programs, promotional materials, medical education, visual aids, patient education materials, and planning and production of seminars and conferences both in Japan and overseas.
Porter Novelli Japan / Focused Communications Co., Ltd. 2-9-1 Nishi-Shimbashi, Minato-ku, Tokyo 105-0003 Tel: Fax: E-mail: Web: Contacts: Established: Staff:
03-5157-0033 03-5157-0031 info@focused.co.jp www.focused. co. jp Akemi Ichise, President and CEO; Yukiko Sato, Senior Consultant 2000 20
Notable Clients Brand partner of Porter Novelli in Japan Company Activities Value-led communications services providing strategic corporate public relations and consulting, risk management, branding, media relations, and other effective communications in such areas as technology, consumer, healthcare, education, environment and M&A. as a brand partner of Porter Novelli in Japan.
TBWA\HAKUHODO Tokyo Port Bowl Bldg., 1-13-10 Shibaura, Minato-ku, Tokyo 106-0032 Tel: Fax: E-mail: Web: Contacts: Established: Staff:
03-5446-7224 03-5446-7406 gary.wenzel@tbwahakuhodo.co.jp www.tbwahakuhodo.co.jp Gary Wenzel, COO; Yuko Kawamura, VP/Group Account Director 2006 290
Notable Clients Nissan, Apple, adidas, American Home Assurance, Frisk mints, Haagen-Dazs, Michelin, Pernod Ricard, Pioneer, Singapore Airlines, United Arrows, Visa (media planning & buying only) Company Activities The product of a JV between two top advertising agency networks, TBWA\ HAKUHODO offers something special in Japan to both international- and local-brand marketers: access to the best tools and practices of both Japanese and western agencies—across a wide spectrum of marketing communications services: from a disciplined, strategic approach to brand strategy, traditional advertising strategy and creative development, to all forms of digital activity, direct marketing, CRM, events, promotions, retail/ shopper marketing, and world-class media planning and buying.
Xpress Print Pte Ltd 1 Kallang Way 2A, Singapore 347495 Tel: Fax: E-mail: Web: Contacts: Established: Staff:
+65-6880-2881 +65-6880-2998 eleanor@xpress.sg www.xpress.sg Eleanor Fong, Sales Director 1986 135
Notable Clients ACCJ, UNU, Paradigm, Macquarie, DBS Vickers, CA, Recognition PR, Rabobank, Elsevier, ING Bank, Credit-Suisse Company Activities We design and print, from Financial Research Reports, Annual Reports to IPO Prospectuses and high-volume general prints, special prints and special handcrafted books. With our rapid expansion into China, where we have production bases in major cities (print HQ in Singapore), we leverage on lower production costs and in turn offer lower pricing to our clients. We are the ideal choice to serve the turn key demands from the various sectors.
Who’s Who in Media and Communications in Japan 2009 // 15
Harnessing Social Media
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he social media landscape is full of chatter about what you shouldn’t do. There is now a divide between the early adopters who are always across the latest technologies and are happy to experiment, and everyone else. Companies need to be open to understanding what social media means for them, even if they aren’t one of the early adopters, and, if appropriate, what they can do to take advantage of it. We have moved from an era of linear communication (create, publish, consume) to a circular one where the roles, timeframes and processes are all different. Now content can be created, shared and consumed by anyone. There’s a constant loop of feedback, which companies need to listen and adapt to. Communication is now about participating in a conversation rather than broadcasting a message. Think of it as an engine, which generates power in a continuous cycle of input and output. Content is like fuel: a critical input. The combustion process is equivalent to the processes used to optimize, communicate and engage others in that content. The cycle is completed by monitoring and analyzing the output, that is, the posts, comments, views, hits and other results of a social media program. The more powerful the engine, the more likely there will be crises, mistakes, pollution. Drivers need rules of engagement, clear vision and fast reactions. Organizations need to understand the rules, maintain the engine, provide the right kind of fuel and measure progress to ensure the campaign stays on track. Social media activities can be seen in four categories. Where applicable, these services closely integrate with more traditional PR services.
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CONTENT CREATION – blogs, videos, infographics, audio podcasts, copywriting ● CONTENT OPTIMIZATION – news optimization, video promotion and optimization, blog promotion ● ENGAGEMENT – blogger relations, crisis management, social media ambassador ● MONITORING AND MEASUREMENT – brand audits, monitoring and response, measurement
16 // Who’s Who in Media and Communications in Japan 2009
The thing to remember is that social media is not just about the tools. You can’t just apply the same old strategies, mix in a little Twitter or Facebook and call it a social media program. But, some of the same basic principles still apply: - Social media has to support an organization’s business goals and strategy. - Compelling content is the key to success. - Speed, responsiveness, adaptability are more essential than ever. - Campaigns are much more visual. - Crisis management is for everyone. - Rather than getting caught up in the latest tool, it is important to ensure that the campaign is relevant. A social media campaign needs to be carefully considered and executed to yield results. It requires an approach that is professional, practical, cost-effective and measurable. Organizations of all sizes need to integrate digital PR campaigns closely with the other traditional PR elements. Fred Tanaka General Manager LEWIS Communications KK
What’s Out There By Definition
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ewspaper circulation annual figures indicate the popularity of morning editions and the greater number of households picking up a newspaper. Pressnet (www.pressnet.or.jp/english/) is the online headquarters of Nihon Shinbun Kyokai (The Japan Newspaper Publishers & Editors Association), an entirely independent organization representing some 150 daily newspapers, news agencies and broadcasters. Pressnet offers the latest information on Japanese newspapers and NSK activities. NSK conducts an annual survey each October in regard to Circulation and Newsprint Section. A “set paper” is described as a subscription to both morning and evening editions of the same paper, and are usually counted only once in determining circulation figures. In 1998, subscriptions per household averaged 1.16, in contrast to a lower 0.98 in 2008. Comparing these same years, while total circulation dropped from 53,669,866 to 51,491,409, the number of households as of March 31 with subscriptions actually increased from 46, 156,796 to 52,324,877 in ten years. In terms of type of newspaper, circulation of sports papers plummeted from 6,380, 249 to 4,927,728; the only improvement in circulation was in the morning paper, from 32,952,880 to 34,403,818 in a decade. What may come as a surprise is that there has been no change in the number of dailies in these two bookend years: 121. Home delivery continues to prevail over single copy sales, mail and others, with a 93.2% ratio and 94.6%, respectively.
ncillary services in media and communications are a vital component of doing business in Japan. Ancillary services is not a catch-all term, as demonstrated in a company description provided by Thomson Reuters (www.reuters.com/)—the world’s leading source of intelligent information for businesses and professionals. The Japanese company offers principal services in long distance and international communications business as intra-prefectural communications services, international communications services and related ancillary services. Goliath (http://goliath.ecnext.com/), among its 430,000 premier company profiles, provides a description of a company’s communications as involving mobile telephony services; ancillary telecommunications services, including fixed telephony and Internet service provider. The National Institute of Informatics (www.nii.ac.jp/ index.shtml.en)—Japan’s only general academic research institution seeking to create future value in the new discipline of informatics—talked about how optic fiber was replacing ADSL. Masashi Ueda, assistant professor of the Information and Society Research Division, also explained that corporations stand to benefit from involvement in OSS (open source software) in two ways: from a cost standpoint, through the possibility of reduced expenses through joint development; and from a demand standpoint, by selling a variety of related software and ancillary services to the large OSS-user community. In a report by Nomura Research Institute (www.nri.co.jp/ english/index.html)—a leading think-tank and systems integrator in Japan—NRI refers to its Cyber Life Observations surveys, which through fixed-point observations from various perspectives, aims to identify, among other matters, the actual use of information and telecommunications services equipment and ancillary services (e.g., PCs, mobile phones, online games, digital broadcasting, web browsing, broadband and online shopping). In one of its paper summaries, IEEE (www.ieee.org/ portal/site), the world’s leading professional association for the advancement of technology, describes ancillary services as those services performed by generators, transmission and control equipment, which are necessary to support basic services and to maintain reliable operations and system security. The Institute of Electrical and Electronics Engineers established the IEEE Japan Council in June 1999.
Who’s Who in Media and Communications in Japan 2009 // 17
Speed and Simplicity
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nglish news items from overseas require a policy that ensures expediency and precision for generating related Japanese articles. During a visit to Kyodo News in the late 1980s, I was informed how the various editors of Japanese newspapers get together on a regular basis to determine new terminology in the vernacular coming out of overseas news items. The Japanese-language news service of Kyodo News is distributed to almost all newspapers and broadcast networks in Japan. Kyodo News JBN has a translation, editing and notation policy in place in regard to generating news articles in Japanese from English press releases received from its clients. The editing policy is based on the notation system of The Japan Newspaper Publishers & Editors Association and Kyodo News. These notations are generally and widely employed by the newspaper industry here. Kyodo News JBN notes that this may not be in the style submitted by public relations practitioners and company representatives. The version that Kyodo News JBN prepares is intended to help media editors understand content and be favorably disposed to using as articles without the need for major change. In an August 30, 2005 explanation, the editing policy of Kyodo News JBN includes notation at the end of
sentences where courteous Japanese suffixes like “desu”; “masu”; etc. are not used, and instead are written in a literary style like “dearu”; “shita”; “katatta”; etc. This approach means media do not have to edit themselves, and it becomes much easier to accept and use press releases supplied by Kyodo News JBN. Regarding notation at the end of words of foreign origin, Kyodo News JBN has an established practice in Japanese media to add a dash “–” at the end of a word of foreign origin pronounced long, especially technical and high-technology terms like “computer”; “server”; “semiconductor”; and “security.” As far as notation of katakana characters, the names of companies and products written in the English alphabet, like “ABC Company” and “Product XYZ,” are generally written in Japanese katakana characters (the square phonetic Japanese syllabary) with some exceptions—namely, words that cannot be pronounced, or which do not have meanings. In such cases, original English notations like company and product names are also written in parentheses. When it comes to disclosure notice, a “notice” that begins with “forward looking” ought to be considered as forming part of a press release, but it will not be included in the translation prepared by Kyodo News JBN unless it is recognized as necessary to retain
18 // Who’s Who in Media and Communications in Japan 2009
content and context of the release. When a client makes corrections to a Japanese translation prepared by Kyodo News JBN, they are accepted as long as they follow Kyodo News JBN’s editing policy. But when Japanese phrases, sentences and paragraphs that are not included in the original English version of the text are added by a client to the Japanese release, Kyodo News JBN cannot accept such changes in principle— unless it is agreed beforehand that the revised text is a second release. Should the above editing policy be not acceptable, Kyodo News JBN will distribute an unedited version, but with a disclaimer. In such a case, however, clients should send their release in Japanese, with an English version, before translation begins. The aim overall is to distribute press releases as soon as possible. (D.U.)
Published by Paradigm www.paradigm.co.jp 20 // Who’s Who in Media and Communications in Japan 2009