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00:00This time, let's start with a cafe chain that is gaining momentum.
00:08That is...
00:10Coffee-kan.
00:14It was founded in 1970, and is a cafe chain that has been in business for more than 50 years.
00:27Such a coffee shop has recently changed.
00:34Looking around this shop in the residential area...
00:41It's already full at 11 a.m. before lunch.
00:47Then...
00:52What is this dish?
00:56This is what we eat here.
00:58Is that so?
01:00This gratin bread is made with a white sauce filled with chicken.
01:11It's said that it's irresistible when you taste it with bread.
01:16There are many kinds of food and it's delicious.
01:20It's delicious.
01:21I think there are more kinds of food than before.
01:24That's right. Coffee-kan has become a cafe that sells food.
01:30I love katsu curry.
01:33It's delicious.
01:36In many cafe chains, the food menu is made in the central kitchen and is provided warmly in each shop.
01:44However, most of the coffee-kan is handmade in the shop.
01:48It has been tested many times and launched a menu with confidence.
01:55This bolognese is not minced meat.
01:59It uses beef that has been grilled over charcoal to give it a good texture.
02:07In addition...
02:09It's a hot cake.
02:11I like simple hot cakes.
02:15In order to make the hot cake more delicious, a dedicated copper plate was installed in almost all shops.
02:26The heat conduction rate has increased dramatically and the moisture of the dough has not been blown away.
02:36The hot cake has evolved even more flavorfully.
02:41The outside is crispy and the inside is moist.
02:45In addition, a limited menu with a lot of rich chocolate sauce is also on sale in winter.
02:56The souffle-type fluffy texture is the mainstream.
03:00Hot cakes have become very popular in the old days.
03:07Not only the evolved food menu, but also the coffee on the sign is popular.
03:12There are five or six kinds of coffee beans in other chain stores.
03:17However, in the coffee-kan, you can choose from 11 kinds and it is popular.
03:25In addition...
03:27I'd like a bourbon, please.
03:31In most cafe chains, beans are drawn in advance.
03:36In the coffee-kan, the order of customers is made before the beans are drawn.
03:44The coffee is carefully extracted one by one.
03:53The leading cafe industry is Starbucks, Dottore, and Komeda Coffee.
03:59Among them, the coffee-kan is now attracting new customers, mainly middle and high school students.
04:11This is the problem.
04:13I like this kind of place.
04:15There are no places where adults can hang out.
04:18That's why this is probably a valuable place.
04:22That's right.
04:23That's right.
04:25Last year, it was the first time to open a cafe in Ginza, Tokyo.
04:33It is a popular cafe for adults.
04:39The sales of coffee-kan have increased in the past four years.
04:43The sales of coffee-kan have increased by 140% compared to before the pandemic.
04:48The company that runs the coffee-kan is...
04:53C-United.
04:58The company is based in Shibadai, Tokyo.
05:01There are about 1,000 employees.
05:05In the first place, the history of the coffee-kan has been difficult.
05:10The coffee-kan has expanded from an individual store to a chain store.
05:17The management of the coffee-kan was acquired by the UCC Group in 2008.
05:28The company is still struggling.
05:30Six years ago, the company was established in 2018.
05:34C-United has taken over the management.
05:40The employees have changed many times.
05:45To be honest, I didn't expect this.
05:48I didn't know what to do.
05:53I couldn't think of anything at that moment.
05:59A man will revive the cafe chain that has fallen into disrepair.
06:06The writer Ryu Murakami.
06:12The actor Eiko Koike.
06:17They have thoroughly investigated the case of the cafe chain that has been reborn.
06:24The coffee industry is strong in the top three.
06:27I think it's a competition.
06:29Was the increase in sales during the pandemic a major turning point?
06:34TV statistics, economic weak.
06:37It's a cafe chain that goes beyond common sense.
06:51I met the boss of C-United.
06:56This is today's lunch.
06:59I had a meeting today.
07:01I can't help it.
07:05Corn potage in a can on the conveyor belt of a convenience store.
07:11This man is...
07:14Yuki Tomonari, 61 years old, president of C-United.
07:23Tomonari is from McDonald's in Japan.
07:26He led the candidates from all over the world at the headquarters in the United States.
07:31He later became the president of a group company.
07:38There is a belief in Tomonari's roots.
07:44I don't want to be successful.
07:49I want to do something for those who are not successful.
07:53I want to do something for those who are not successful.
07:56I think I can do something.
07:59What is the management technique that is not found in the cafe chain so far?
08:04Management technique that goes beyond common sense, part one.
08:07Purchasing a cafe chain under the name of the company.
08:13Tomonari, who succeeded in rebuilding the coffee industry,
08:16will move to the purchase of a new cafe chain in 2020.
08:21Cafe Veloce.
08:24Until then, it was a shop full of smoking seats.
08:34The seats were in trouble,
08:36and there was a law that prohibited smoking indoors.
08:40It was believed that the number of customers was greatly reduced.
08:46Even so, Tomonari...
08:48I thought that the products I had and the ease of use
08:52would be enough for those who don't smoke.
08:56Tomonari has stepped up to double the potential.
09:00However...
09:05Right after that, the novel coronavirus spread.
09:09There was no sign of sales.
09:14Will the business continue as it is?
09:17Or should the scale be reduced?
09:21I can't decide to quit at the last minute.
09:25However, I have praise for the business of Cafe Veloce.
09:31What did Tomonari discover?
09:36I work remotely, so I usually work here in the morning.
09:41I adjust the time with the customers.
09:44I usually work remotely.
09:49Many of the customers at Cafe Veloce are businesspersons.
09:53There was a need for people who wanted to stop by during work
09:56or do desk work.
10:00So they installed more outlets in the shop.
10:05By changing the tables and chairs to low ones,
10:08they improved the working environment.
10:12They also launched a food menu for business customers.
10:18It's easy to decide the size.
10:21You can enjoy it while you're eating.
10:26They have hot dogs that you can eat with one hand while working.
10:32Original sandwiches with a lot of ingredients.
10:36They also added nine types of sandwiches.
10:39They cook them all in the shop.
10:43They made the menu for busy businesspersons more fulfilling.
10:49By understanding the needs of the customers,
10:51they succeeded in increasing the number of customers.
10:57In addition, in 2022, when COVID-19 is still spreading,
11:02Tomonari will launch a new cafe chain.
11:11They have about 180 cafes in Japan.
11:17It used to be run by Sapporo Group.
11:21But after a while, C-United came up with the name.
11:27When you visit the current store...
11:31Wow, there are a lot of customers.
11:34And most of them are...
11:37women.
11:41Tomonari noticed that there were a lot of female customers.
11:45So they came up with a strategy to increase the number of female customers.
11:50When you look inside the kitchen...
11:52When you look inside the kitchen...
11:56Blueberries.
12:00This is a banana.
12:04Smoothies made with fresh fruits are very popular for breakfast and dinner.
12:10And...
12:13This program is brought to you by these sponsors.
12:22This program is brought to you by these sponsors.
12:28I think it's healthy.
12:30I'm full of healthiness.
12:33Yes.
12:34They renewed the menu with a focus on health.
12:38By strengthening the feature that there are a lot of female customers,
12:42the number of female customers increased day by day.
12:45Cafe de Curie took a deep breath.
12:49The number of customers increased day by day.
12:52They rebuilt the three cafe chains that they struggled with.
12:58The second management technique that goes beyond common sense.
13:01Personal talent training at a university in the company.
13:08Tomonari values personal talent training.
13:13I mainly teach how to do business communication
13:17when running a store between employees.
13:21That's important.
13:22Most problems arise from communication.
13:27For that reason, Tomonari introduced a system in the company two years ago.
13:33That is...
13:35Coffee University.
13:38It's an educational institution in the company
13:41where employees and supervisors train in their own programs.
13:49For example, the manager's training program
13:54is a strategy to build trust from employees.
13:59To solve problems, but not to interfere.
14:03In addition,
14:04they are trained by stepping into subtle human relationships
14:08such as whether friendship with boss and subordinates is good.
14:15In addition, not only communication,
14:17but also knowledge and technology of coffee are taught.
14:23If you look at the name tag of the students who participated,
14:28HR department.
14:29HR department.
14:33In fact,
14:34not only staff at the site,
14:36but all employees take this class.
14:42But does HR department need knowledge of coffee?
14:47They know well about coffee.
14:51In the world,
14:53in various communication,
14:56I think it's a very good thing.
15:02C.United is a coffee industry
15:04with a strong coffee chain.
15:10With three brands,
15:11C.United is now in 5th place in the industry.
15:17What Tomonari aims for is...
15:19I want to continue the brand for 50 years
15:21and I want to continue the brand for 50 years.
15:25I want to keep the old things,
15:27but I want to keep the modern things.
15:30I have to keep growing.
15:35Ryu, do you know any of the three shops you just went to?
15:39I knew the coffee shop.
15:41I like coffee shops, too.
15:43It's comfortable.
15:45I'll go there.
15:46I've never been there.
15:47Please.
15:48The hot cakes are delicious.
15:49You started as a coffee shop.
15:52What was the situation like at that time?
15:56When I first joined the coffee shop,
16:00each shop had a different menu.
16:04There was a shogayaki set meal.
16:06As a head office,
16:08I felt sorry for the customers
16:10when I saw the sign saying coffee shop.
16:14The direction was a little different.
16:16Yes.
16:17Next, Café Veloce was bought by Café de Curie et Aïtz.
16:21Was it a big turning point in the COVID-19 pandemic?
16:25Yes.
16:26I noticed it was the end of February 2020.
16:30Since then, the COVID-19 pandemic has become more and more severe.
16:33About three months later,
16:35I thought I wouldn't be able to pay my debt.
16:38For a while, I checked the balance of the bank
16:42with the finance director every day.
16:46As a coffee industry,
16:48you are one of the top three.
16:51Do you think you can compete with them?
16:53I don't think so.
16:56I think the food industry is still in a weak position.
17:01I have the image of a Japanese food company.
17:05I don't want to compete with the top three companies.
17:10On the contrary, I hope I can do business in a position
17:14where the top three companies won't compete.
17:17There was a coffee university as an education system in the company.
17:21Was it run by McDonald's?
17:24I was in charge of McDonald's for a while.
17:27I was in charge of the head office of McDonald's in the United States for about four years.
17:31At that time, I was in charge of education.
17:34We established a coffee university last year.
17:38We developed a program based on the same idea.
17:43It says that part-time jobs are things that you can do,
17:47but you can't do.
17:50It's important, isn't it?
17:52That's right.
17:53It's like psychology,
17:55how to be the best fit for a part-time job.
17:58If you don't take this into account,
18:00you won't be able to do business
18:03just by relying on a manager.
18:06Isn't it difficult?
18:07You can do it, but you can't stand up.
18:10There are a lot of problems because you make a mistake.
18:14In our company, the goal of business communication
18:17is to build a trust relationship.
18:20To build a trust relationship, there is a trust formula.
18:23Respect, trust, credibility, trustworthiness.
18:31In other words, you can't just respect the other person and listen to their opinion,
18:34but you have to have a lot of experience to build a trust relationship.
18:38This is also a very important element.
18:44Tomonari has rebuilt three coffee chains one after another.
18:49His origin is...
18:53McDonald's.
18:56Is he your rival?
18:57No, not at all.
18:59He's a giant.
19:04Tomonari's life has always been deeply involved in catering.
19:11In 1963, he was born to his parents,
19:14who run a restaurant in Ginza and Toranomon.
19:20The restaurant was visited by stars from all walks of life.
19:25Mr. Nagashima was there.
19:28Mr. Kiyoshi Atsumi was there.
19:30When I was six or seven years old,
19:32I asked him,
19:34if he was there.
19:36But after that,
19:38his family business went bankrupt,
19:40and his parents divorced.
19:43His mother and son's life
19:45was not only about food,
19:47but also about sharing with their relatives.
19:52It was the high school years.
19:55Mr. Nagashima got a book from the owner of a barbecue restaurant.
20:00It's called Restaurant Management.
20:04This book is about how to run a restaurant.
20:08It's about how to decide your life.
20:11From setting the table,
20:13to how to calculate the revenue,
20:15to how to deal with the freezer in the restaurant,
20:19and how to manage the restaurant,
20:22there are a lot of things written in the book.
20:27But back then, in Japan,
20:29the most important thing was
20:31how to manage the restaurant business.
20:37Mr. Tomonari, who was a high school student,
20:40decided to live in the restaurant business
20:42by reading all the books.
20:47When he was 20 years old,
20:49he went to Yakan University,
20:51and got a doctorate in his own name,
20:53and opened a restaurant in Shinjuku.
20:57The underground hamburger restaurant was very popular,
21:00and the lunch time was also very popular.
21:04But at night, the number of customers didn't meet the needs of the customers.
21:08When he realized this,
21:09the loan from the bank
21:11increased to 20 million yen.
21:15And then,
21:16he had a turning point in his life.
21:20After I graduated from university,
21:22I thought about whether I should continue or not.
21:25But I thought that if I continued,
21:27my debt would increase.
21:28I had to pay for my house,
21:30and live in a restaurant.
21:32That was my life.
21:34So, what should I do?
21:38Your family business went bankrupt,
21:40and your life changed a lot.
21:43How did you deal with this situation when you were young?
21:48Compared to the time when I was young,
21:50I was in a situation where I couldn't get a job.
21:53But I didn't think too pessimistically.
21:55If I didn't have a job,
21:57I thought I should go to my relatives.
21:59I think this was the main reason
22:01why I was able to survive.
22:06There is a book called
22:08Restaurant Management,
22:10which you published in high school.
22:12Do you still read it?
22:13Yes.
22:14It's a very thick book.
22:15I still read it.
22:16I finished it in a day and a half.
22:19I read it all the time on the news.
22:21I was so passionate about it.
22:24After that, you started a restaurant,
22:26but a college student owed you 20 million yen.
22:30How did you manage to borrow 20 million yen?
22:33By chance, my mother's classmate
22:36was the branch manager of a credit bank.
22:39Even though she was a college student,
22:41she lent me 20 million yen.
22:43Thanks to her, I failed a lot.
22:45If she hadn't lent me money, I wouldn't have failed.
22:48Tomonari, who gave up his restaurant business in Shinjuku,
22:52decided to get a job.
22:55The company he chose was
22:57McDonald's in Japan.
23:01He was determined to get rich here
23:03and repay the debt of 20 million yen.
23:07At first, I only got 135,000 yen by myself.
23:10I was forced to do a lot of things.
23:12The monthly debt was 128,000 yen.
23:15I didn't have 10,000 yen left.
23:17I couldn't make a living,
23:19so I had no choice but to work as a salaryman.
23:21I did that for the first year.
23:26Even so, he worked so hard.
23:31He was told it would take about 10 years.
23:34He was promoted to the branch manager in 3 years.
23:37He became a supervisor
23:39who supervised the area when he was 30.
23:44At the age of 34,
23:46Tomonari got another chance.
23:51Japan was the second largest country
23:53in terms of the number of stores in the world.
23:55There were no Japanese people
23:57in the central part of the headquarters
23:59in that large country.
24:01I was told to go to the U.S. side.
24:04I was able to go to the U.S.
24:06because I could speak English.
24:08I was told to go to the U.S.
24:11When he went to the U.S. headquarters,
24:13he was told to work at Hamburger University.
24:18It was the headquarters
24:20where McDonald's established its branch education.
24:25At the time, candidates from McDonald's
24:27from all over the world came to study there.
24:31Tomonari was appointed as the supervisor.
24:37But he received an unexpected invitation.
24:42It was a welcome party for new students.
24:48I'm Tomonari, in charge of your class.
24:51Nice to meet you.
24:54Then the students...
24:57Hey, hey!
24:59Are you going to be attacked by a young man like this?
25:02Why is the head of the school Japanese
25:04in the middle of class?
25:08There was a big boom at the school.
25:13I'm not going to be attacked by you.
25:17Then Tomonari
25:19took a sudden step.
25:21And he left.
25:27President, my son has returned from training.
25:30That's a great move.
25:32The company is in a good position,
25:34but I don't have a successor.
25:36President, a letter for you.
25:38Reimu Kabuka, a free job at Toshio Prime.
25:41She passed the M&A exam.
25:45There is a reason to be chosen.
25:48M&A!
25:50Capital Partners
25:53There is a reason to be strong.
25:57Information.
25:59Analysis.
26:02Strategy.
26:05Decision-making.
26:08Information systems.
26:10Strengthen corporate management.
26:16Achievements speak for themselves.
26:18Tougougyoumu Software
26:24Isn't the truck cool?
26:27It looked like a free ride.
26:30I want a car.
26:32You can buy a truck with your smartphone.
26:34Yeah.
26:35Can you drive it with a normal license?
26:37Don't look at me.
26:38Dad said he wanted one.
26:40That person is cool.
26:42No.
26:45What?
26:47You can drive it with a normal license.
26:49Anyone can drive a truck.
26:51El Fumio
26:53The Cambria Palace is available on T-Bar.
26:58Tomonari was the head of the McDonald's hamburger company,
27:03but he was booed by candidates from all over the world.
27:09How did he overcome such a situation?
27:12Ichikawa
27:14Ichikawa was working with Tomonari.
27:21I heard from my students that
27:23when I was asked a question,
27:25I couldn't answer it.
27:28When I couldn't answer it,
27:30I would go home at night
27:32and look up the questions from my students.
27:36I would make a report in English the next day
27:39and give it to my students.
27:43Tomonari moved the hearts of his students
27:46with his sincere guidance
27:48and gained their trust.
27:53You were given a job in the U.S.
27:55as a candidate for the head of McDonald's.
27:58How did you feel when you were given the job?
28:01I told Tomonari that
28:03I would be in charge of his class next week.
28:05He was very disappointed.
28:07He didn't listen to me
28:09even when I started from the beginning.
28:12I told him that I had a question.
28:14I didn't look back at my students.
28:16I told him that I would make a report
28:18and give it to my students.
28:20I told him that I would work on it
28:22every Monday and Tuesday.
28:24Then he started to respect me.
28:26I was able to enjoy the change
28:28about half a year later.
28:30At first, I was a little nervous.
28:32You had to study while paying back the debt.
28:35That's right.
28:38It was a long time.
28:40I became a manager and supervisor.
28:42I was a professor in the U.S.
28:44and came back in 1937.
28:46I finally paid off the debt
28:48in the month I came back.
28:5015 years?
28:52It was a painful memory.
28:54After returning from the U.S.,
28:56Tomonari started to work
28:58at McDonald's in Japan again.
29:00Another change of weather came.
29:03He was the founder of McDonald's in Japan.
29:06Under the leadership of Mr. Fujita,
29:08the president at the time,
29:10he signed a contract with the
29:12British sandwich chain,
29:14Pret-A-Manger,
29:16and opened it in Japan.
29:18Tomonari, who was 38 years old at the time,
29:20was appointed as the president.
29:24Pret-A-Manger's high-class sandwiches
29:26with organic vegetables
29:28became a hot topic in Japan
29:30and expanded to 13 stores.
29:35President Shiseki,
29:37a colleague at McDonald's in Japan,
29:39told us about the situation at the time.
29:44I don't think the sandwich market
29:46was that big.
29:51McDonald's is a very efficient
29:53operation, isn't it?
29:56It's not a competition,
29:58but it's handmade,
30:00and the price is
30:02one or two levels higher.
30:04You have to make this market,
30:06so I think it was difficult.
30:12Even so,
30:14Tomonari had a strong comment
30:16on the video at the time.
30:18The Japanese sandwiches
30:20that have existed so far
30:22were not real sandwiches
30:24according to the British.
30:27But it was unexpected.
30:31At that time,
30:33McDonald's in the United States
30:35was in a very bad situation,
30:37so I decided to withdraw
30:39everything except for the hamburger business.
30:41I told them to withdraw Japan as well.
30:43I told them that I would withdraw
30:45in the first year and a half.
30:47I don't think it was a joke.
30:49I was angry and told them to transfer.
30:51I told them to transfer,
30:53but they still quit the business.
30:56After leaving McDonald's
30:58and becoming the president
31:00of a group company
31:02of MOSFOOD SERVICE,
31:04Tomonari started to
31:06re-establish the coffee shop
31:08with an offer from an investment company.
31:12Since then, Tomonari has visited
31:14more than 180 franchise shops
31:16nationwide and listened
31:18to the opinions of the owners.
31:21Thank you very much.
31:23I'd like you to ask the president
31:25about the menu.
31:27I think the people in charge of the menu
31:29will think about the menu.
31:31The owner of the shop
31:33suggested that the part-timers
31:35attend the product development meeting
31:37and give their opinions.
31:41Then, Tomonari...
31:43That's interesting.
31:45Let's do it.
31:47Immediately?
31:49Tomonari became the president
31:51of MOSFOOD SERVICE.
31:53The coffee shop has changed a lot.
31:55They listen to our opinions.
31:57It's easier for us to say
31:59what we want to say.
32:01In the past,
32:03we were close to the environment,
32:05but there was a gap
32:07between the headquarters
32:09and the franchise shop.
32:11It was hard to say.
32:15In the U.S.A.,
32:17about 2 or 3 times a year,
32:19I heard that you liked udon
32:21more than mcdonald's.
32:23I heard that you liked udon
32:25more than mcdonald's.
32:27That's right.
32:29When I came to Chicago,
32:31Mr. Den Fujita
32:33invited the executives
32:35of McDonald's in Chicago
32:37to take me to a restaurant.
32:39I always thought
32:41it was a udon restaurant
32:43in a restaurant.
32:45When I was invited there,
32:47I was surprised.
32:49There were a lot of people
32:51from the stretch team.
32:53The executive from the U.S.A.
32:55took me to a restaurant
32:57wearing a long coat
32:59and a cocktail hat.
33:01It was close to the udon restaurant
33:03in Chicago.
33:05Mr. Den Fujita
33:07didn't care about it at all.
33:09He was a great person.
33:11He was a great person.
33:13He was a great person.
33:15You were able to continue
33:17your business,
33:19but you still had
33:21McDonald's, right?
33:23That's right.
33:25The CEO of the U.S.A.
33:27asked me to leave
33:29my business,
33:31and I told him
33:33that I was a good driver,
33:35but I made a mistake
33:37in giving him the car.
33:39He asked me
33:41if I could switch to
33:43a micro bus.
33:45I told him that I was a driver
33:47of a micro bus,
33:49but there was an employee
33:51in the back seat.
33:53I told him that I couldn't
33:55get off the bus,
33:57but I would quit.
33:59If it was now,
34:01I would have returned.
34:03That's a good thing.
34:05It's a micro bus,
34:07but everyone in the back seat
34:09can't get off the bus.
34:11He started to move
34:13towards a new idea.
34:15This is it.
34:17What is this?
34:21I want to make a coffee cup
34:23that can be used overseas.
34:25What kind of coffee cup is it?
34:29Is your world
34:31expanding?
34:33Or is it shrinking?
34:35What's going on?
34:39People who move from here
34:41are strong.
34:43Nikkei Denshiman
34:45It's comfortable here.
34:47It's comfortable.
34:49But...
34:51That's why...
34:53I want to jump out.
34:55People who move from here
34:57are strong.
34:59Nikkei Denshiman
35:01One day,
35:03Hey, man.
35:05What are you doing?
35:07If you do this, your heart will appear.
35:09Heart?
35:11The richness of the heart is important.
35:15Hey,
35:17what is the richness of the heart?
35:19What is it?
35:21The demon who wanted to know
35:23the heart of a person
35:25went on a journey
35:27with the richness of the heart.
35:29When will your heart be full?
35:31When the next-generation fuel project
35:33becomes one.
35:35It's a business that turns used oil
35:37into fuel for airplanes.
35:39It's a technology that supports
35:41the realization of wind power.
35:43It's when you can contribute to the team.
35:45It's when you're surrounded by a flock of birds
35:47in a well-maintained forest.
35:49Can you hear it?
35:51Each person's heart is full.
35:53What about you?
35:55Cosmo Sekiyu
35:59Tomonari is a new branch store.
36:05This is a popular tourist spot
36:07where many inbound customers
36:09come to the Nishiki market in Kyoto.
36:15Next to it,
36:17there is a building under construction.
36:19This is a large store in Kyoto
36:21that will be opened in March next year.
36:23We want to build a coffee shop
36:25that can be used overseas.
36:27I wonder if they'll like it
36:29and repeat it.
36:31That's what I'm going to challenge.
36:33This is the first time
36:35a large store with 95 stores
36:37has been tried in a coffee shop.
36:39Since there are many foreign tourists,
36:41this is a testing ground.
36:43They're going to go overseas
36:45to compete.
36:47In order to improve the quality
36:49of their coffee,
36:51they're going to set up a roasting facility
36:53in the store.
36:55In addition,
36:57they're going to use a special material
36:59of Japanese modern
37:01that is processed
37:03on a thin stone plate.
37:07They're very particular
37:09about Japanese-style coffee shops.
37:11Next year,
37:13we're going to open
37:15a coffee shop
37:17that is 55 years old.
37:19We want to develop it
37:21for the next 50 years
37:23by going overseas.
37:29Do you have any concerns
37:31about the coffee industry?
37:33Yes, I do.
37:35After this,
37:37Tamonari is going to
37:39challenge the coffee industry.
37:41I'm not sure
37:43if I can do it.
37:47This program was brought to you
37:49by these sponsors.
38:13Let's start LINE WORKS for free!
38:43HONDA SPORTS
39:13What is this?
39:15Isn't there a free hair salon?
39:17Yes, there is.
39:19This is A-chan's luck.
39:21It's 3,000 yen
39:23if you buy a coupon for a discount.
39:25I don't want to be recognized.
39:27There's a hot pepper beauty cafe.
39:29Recruit!
39:31I feel like I'm living
39:33in the present
39:35when I face the players.
39:37I want to build it up.
39:39The best dry.
39:42Asahi Super Dry
39:46The mission of the strongest duo
39:48is to rescue Santa.
39:50The hottest Christmas action adventure
39:52in this winter.
39:54Broadcasted on Prime Video
39:56Red One
40:01The Cambria Palace is broadcast
40:03on Teletubbies UNEXT.
40:06Do you have any concerns
40:08about the coffee industry?
40:10Yes, I do.
40:12Young people
40:14who are in their late 20s
40:16and 30s
40:18are building
40:20fancy cafes.
40:22It's great,
40:24but you have to make money.
40:26If you only sell coffee,
40:28the sales aren't so good.
40:30I'm a little worried
40:32about my life
40:34if I stay there
40:36for a long time.
40:38The founder of Mos Burger,
40:40Mr. Sakurada,
40:42said that profit
40:44is the customer's satisfaction.
40:46But I don't think
40:48the customers are satisfied.
40:50I want them to be able
40:52to make money
40:54and return it
40:56to the local community.
40:58Red One
41:00The Cambria Palace
41:12After the recording,
41:14Ryu Murakami thought
41:16about this.
41:22He was a rich boy.
41:26But when he was in 5th grade,
41:28he lost his family business
41:30and lost his parents.
41:36He wanted to take revenge
41:38by going out to eat.
41:40When he was in 2nd grade,
41:42he opened a restaurant
41:44in Shinjuku 2-chome.
41:48But he didn't know
41:50how to attract customers.
41:52He went out of business in 2 years
41:54and had to pay
41:56a debt.
42:00He got a job at McDonald's in Japan.
42:04At the age of 25,
42:06he became a manager.
42:08At the age of 30,
42:10he became a supervisor.
42:12At the age of 34,
42:14he went to the U.S.
42:16and got an M.B.A.
42:20He paid off his debt
42:22at the age of 37.
42:24Mr. Tomonari said
42:26he had a bright personality
42:28from the bottom of his heart.
42:30But the debt he paid off
42:32at the age of 32
42:34was heavy.
42:38He paid it off
42:40by eating.
42:42He was trying
42:44to regain
42:46the peace of the area.
42:54Next episode
42:56The next Kamburiya Palace is...
43:00Freshly caught fish
43:02is served in sushi
43:04and barbecues.
43:061.2 million people
43:08visit the theme park
43:10every year.
43:12There are delicious squids.
43:14The second generation
43:16of foreign food
43:18follows his father's footsteps.
43:20It's a strategy.
43:22A premonition of a revolution.
43:26Don't miss the economic program.
43:28Tomorrow...
43:32At 7.30 p.m.,
43:34we have a huge hunter special.
43:36Japan vs. Korea.
43:38A huge prize-winning showdown.
43:42At 10 p.m.,
43:44we have a prize
43:46that we can still win.
43:48It's a battle to the top.
43:50The theme of this week
43:52is the branch store.
43:54Please watch it.
43:58An innovative idea
44:00that opens the future of business.
44:04Who is the person
44:06who will open the door?
44:12I'm Naoyuki Hamada
44:14of Mitsubishi UFJ Morgan Stanley.
44:16I'm here
44:18to realize the wishes
44:20of our special customers.
44:22It's our mission
44:24to become partners.
44:26Mitsubishi UFJ Financial Group
44:28is developing
44:30a wealth management business
44:32as a business strategy.
44:34Using a variety of financial solutions,
44:36it is a comprehensive service
44:38that meets the wider needs
44:40such as asset allocation
44:42and business allocation.
44:44This time,
44:46the person who will open the door
44:48is one of the people
44:50who has led
44:52MUFG Wealth Management.
44:54He is Naoyuki Hamada
44:56of Mitsubishi UFJ Morgan Stanley.
45:00Why did he open the door?
45:02As a financial professional,
45:04I wanted to deliver
45:06a world-class service
45:08to Japan.
45:10That's how I started
45:12MUFG Wealth Management.
45:14As a joint venture
45:16of Morgan Stanley,
45:18I was able to use
45:20the comprehensive power
45:22of both parties.
45:24Wealth Management is a service
45:26that appropriately manages
45:28assets owned by the wealthy
45:30for the future and the next generation.
45:32In Japan, where the awareness level
45:34is low,
45:36the important thing
45:38to aim for the progress
45:40of Wealth Management
45:42is the customer.
45:44I wanted to be one of them,
45:46so I opened the door of ideas.
45:48I introduced the concept
45:50of Goal-Based Approach
45:52based on the model
45:54of Morgan Stanley.
45:56Goal-Based Approach
45:58It is an order-based approach
46:00in which customers
46:02thoroughly profile from
46:04each past to the present
46:06and respond to the visible
46:08challenges and needs.
46:10The important thing
46:12is to be client-first.
46:14The challenges we have to solve
46:16are always in the customers.
46:18It is important to have the power
46:20to listen to them.
46:22While repeating this message
46:24over and over again,
46:26we have prepared an environment
46:28for reform by reviewing
46:30the introduction of services,
46:32technology, and evaluation system,
46:34etc.
46:36Beyond the door of ideas,
46:38what is the future
46:40that Hamada envisions?
46:42We will continue to aim
46:44for a partner
46:46who can consult
46:48with us first
46:50in order to shape
46:52our customers' thoughts.
46:54MUFG
46:56Let's quit Nengajo.
46:58But there are people
47:00who only associate with Nengajo.
47:02I'm waiting.
47:04Oh, a teacher who only associates
47:06with Nengajo.
47:08Nengajo is safe.
47:10Nengajo is safe.
47:12I will serve you.
47:14What?
47:16I will serve you.
47:18Why?
47:20I was saved.
47:22You ride?
47:24Run!
47:26This shrimp is all
47:28from Maruhani Chiro.
47:30Maruhani Chiro?
47:32Maruhani Chiro.
47:34What kind of boss is he?
47:36He laughs like that.
47:38Let's make a business app
47:40with no code.
47:42I am Outlander Plug-in Hybrid EV.
47:44Kind to the environment.
47:46Do you know?
47:48The EV has a long range and
47:50the interior is good.
47:52Good car.
47:54Outlander Plug-in Hybrid EV.
47:56Hit the market.
47:58Nengajo once a year.
48:04Nengajo is good.
48:06Nengajo is good.
48:08Nengajo is good.
48:10Nengajo season.
48:12At home, raw beer.
48:14Raw raw.
48:16Raw raw.
48:18Is it a song that makes you happy to drink raw beer at home?
48:20I understand.
48:22The more you live, the more delicious the raw beer is.
48:24At home, raw Suntory raw beer.
48:26I don't have time.
48:28At the end of the year,
48:30what do you want?
48:32I don't have time to buy.
48:34At that time, Amazon.
48:36Before going to bed at night,
48:38you can shop freely.
48:40When you are in trouble,
48:42you can support.
48:44You can choose.
48:46You can deliver at your favorite time.
48:48In busy days,
48:50you can be free.
48:52To make you smile,
48:54Amazon.