Kirin’s strengths and the supermarket’s strengths. What can we achieve by combining them?

Design the Very Way Customers Discover Our Products to Increase Sales

As a mass-market sales representative, I am in charge of major supermarket chains.
I often propose product and flyer promotion plans to their headquarters, but I also visit the stores in person as much as possible. This is because observing the sales floor and talking to store staff give me insights that data alone cannot. My job is to share these insights in discussions with my clients and colleagues, and use them to develop the next proposal.

This past April, the Helcia brand launched Kirin Helcia Umami Ryoku-Cha with improved taste to increase repeated purchases.

I wanted customers, even those who associated the traditional Helcia with bitterness, to try this new Helcia at least once. However, it was priced higher than typical teas. Simply placing it on the store shelves was not going to convey its taste or the benefit of the product.

How could I get customers to pick up that first bottle from the shelf?
After consulting with store staff, I came up with the idea to give customers more chances to try it. I first gave samples to store employees, and the week after the launch, I held tasting events for customers right on the sales floor. I believed that if customers tasted our product, they would find the product’s appeal right away.
Another proposal I made was to feature the product in the prepared-foods section of the store.
If our product was only available in the beverage aisle, it would get lost among competitors’ products. So, I thought, offering our product in the prepared-foods section could create an image for customers enjoying it as part of their daily meals.
This idea required cooperation of the store’s sales-floor staff. I discussed with them and the Kirin Beverage store representatives how to showcase the product to attract customers. After trial and error, I successfully deployed this idea, thanks to everyone’s insights.

As a result, I saw encouraging sales figures. More importantly, I realized that for customers to know Kirin’s product, I needed to do more than share product information; I also needed to create a situation where customers discover and consume Kirin’s product.
If I focus solely on Kirin’s products, there’s a limit to what I can achieve. I need to understand what my clients value and the strengths of their stores, and work together to find a solution that works for all parties without causing too much burden. I believe that this iterative process is what truly shapes a retail space.

An Action Intended for the Best Ended Up Being a Burden for the Other Party

If I had to describe my personality in one phrase, it might be “a challenger who hates to give up.”
Even when things don’t go well, rather than giving up right there, I think, “Isn’t there another way?” Even in my hobby of mountain climbing, I love the time spent moving forward one step at a time, progressing toward a view that’s not yet in sight.

However, the desire to move forward doesn’t always lead to good results.
This happened back when I was in charge of a store. On one visit, the sales floor staff member seemed very busy. Hoping to help out even a little, I restocked the merchandise on the sales floor before even saying hello or checking in.
As it turned out, that particular display was scheduled to be taken down, and by restocking it, I actually added more cleanup work for the workers.
Even when you do something with good intentions, it doesn’t necessarily turn out good for the other person. I simply assumed, “They must be busy, so I shall just go ahead and help.”

When I was reprimanded, I felt discouraged by my own incompetence. Still, I felt a need to change how I interacted with people on a daily basis to avoid making the same mistake again.
From then on, before starting any work, I ask about the day’s schedule for the sales floor and what need to be prioritized. I don’t neglect even brief conversations during my visits; I make a note of what we’d discussed last time and any issues they were facing, and follow up on them at my next visit. When making suggestions, I wait to say what I want to say, but to first ask about their situations.

I didn’t do anything extraordinary. As I continued these small interactions, my clients gradually began confiding in me more, and eventually, I was entrusted with managing even larger sales floors.

Thinking about what’s best for the others and understanding them are not the same thing.
That’s why, even now, I prioritize listening and confirming first.

Building Community Ties with the Supermarket as a Hub

One of the initiatives I’m currently working on is a project to expand the ways people enjoy black tea.
I’ve developed blended tea recipes that pair Kirin Gogo-no-Kocha with my client supermarkets’ private-label products. These recipes are showcased in the store. My hope is that not only customers but also store staff will learn about the various ways to enjoy Kirin tea, which will then lead to more conversations and new ideas exchanged between them and Kirin.
There’s another initiative I’d like to pursue.
I want to work with my client supermarket and their local residents to build a community around the supermarket.
It all began when a new store opened near Kirin’s headquarters. That supermarket places great importance on creating a store deeply rooted in the community. Additionally, a nearby university had students engaged in promoting the town’s charm.
Could I connect the supermarket with these university students to showcase the area’s appeal from the store’s sales floor? Can Kirin connect each group, so that they can collaboratively work toward their goals and conduct activities? It’s still in the conceptual stage, but I’m exploring the possibilities while discussing it with the client supermarket.
At another store, I’m also setting up Bell Mark collection boxes to benefit a local elementary school.
Each of these may be a small effort. However, because many people visit supermarkets every day, I believe they can become places where people not only buy products but also get local information and connect with people in the community.
Kirin doesn’t need to be at the center of it all.
I listen to the relationships my clients have built with the community and, when necessary, connect people with Kirin’s products and expertise. I’m happy even one positive outcome is made for a store or a community.
It all starts with talking to the person right in front of me. I visit the stores, bring back what I’ve found, and discuss it. By continuing this process step by step, I keep thinking about what I can do next.