We want to establish even closer communication with our customers. People today are flooded with products and have values diverge widely, so what is Shachihata's aim in its production? I believe it is important to understand the deep psychology of human beings and to give this consideration in production. It also applies to advertising and marketing. This means paying attention to the honest opinions of consumers and giving form to what they require. Many hit products in the field of consumer electronics have been created through this way of thinking. Enterprises in Japan face many difficulties in today's business climate, but I think that the path to overcoming these hardships lies in making products that people will truly love. We need to stay in close touch with the lives of our customers, and by communicating with them develop products that they will enjoy using. Our work begins by looking objectively at our products. We are trying to produce only items that we believe are truly needed in society. This simple honesty in regard to making products is crucial. I am preparing an environment in this company to promote such thinking. Our top priority is the creation of new value. The recent appearance of large-scale superstores selling stationery and office goods in Japan has made competition among manufacturers tougher than ever by shaking up Japan's distribution system. What is your take on this? The changes taking place in distribution will change the relationship between the manufacturer and the consumer. If anything, I would say it will bring us closer together. Anyone can tell you that when two items are relatively equal in terms of both ease to use and quality, the lower-priced item is the better buy. As long as we offer items of good quality and design that are handy and reasonably priced, I believe that customers will be glad to buy them, and this will lead to greater trust in the brand. People's values are changing, particularly with attention to product prices. Our obligation is reevaluate our current system and establish a production system to make goods at even lower costs. We have to promote streamlining and manufacture in the most appropriate region and locality--closer to the user. The first thing we must change, however, is our way of thinking. I want the company to set specific targets and reevaluate across the board--from basic technology and production technology to the personnel system, sales, and management. We need to redouble our efforts so that we can offer products at the most appropriate prices. Youthful energy is needed to create a global standard. In this borderless global age, what is Shachihata's corporate strategy? While blocs are being formed in Europe, America, Asia, and Africa, markets are becoming more open, and the world is becoming a single large market. Japanese enterprises cannot be competitive without offering quality that is recognized on an international level. We therefore need to boost our standards from a global perspective. To make this possible, we are restructuring our company to create a flat organization. We are hiring young minds for our budsiness planning division and taking advantage of this youthful energy to bring fresh and flexible ideas into the organization. What are your thoughts on the environment? Global environmental conservation and coexistence in society are two important themes for corporations such as ours. We address environmental issues in the process of making products from the initial planning and development stages, and we continue to set and meet specific corporate goals. We can truly call ourselves a company that creates value in people's lives when we can provide better products to help consumers to improve their lives. This we do by clarifying the directions we shall pursue and by concentrating on investing in our own technologies that set us apart from our competitors. "Corporations would find it difficult to develop without taking measures to protect the environment."