GK had the pleasure of interviewing Masaaki Nishikawa, the president of Saishunkan Pharmaceutical, a Kumamoto-based manufacturer of cosmetics, quasi-drugs, pharmaceuticals, and health foods. As a leader in the industry, Saishunkan combines the principles of kampo (traditional Chinese medicine) with advanced scientific research to create high-quality products that prioritize long-term customer relationships and holistic well-being. With a strong commitment to sustainability, innovative aging solutions, and a global outlook, the company continues to expand its influence while remaining deeply rooted in its Kumamoto origins.
What do you believe is the main aspect that draws international customers to Made-in-Japan products?
In our case, we don’t simply focus on selling products; we place great importance on maintaining long-term relationships with our customers. To sustain these long-term relationships, it’s crucial to understand why consumers choose to buy our products. Our 93% retention rate for repeat users of our products is a testament to the long relationships we try to create; we always place customer satisfaction as the highest priority for us.
How is Japan’s aging population shaping your business operations?
Both our cosmetics and kampo lines are designed to alleviate the customer’s concerns such as joint pain or skin issues. We focus on the self-repairing power of the human body as a core tenet of our products. When issues such as pain or discomfort arise, rather than using symptomatic treatment, we aim to address the root causes through a holistic approach and work towards creating a body that is less prone to such problems in the first place. As well as products, we hope to be able to offer new services such as retreat programs for customers seeking to improve their mental well-being.
What new products are you looking to introduce in the near future?
2032 will mark our 100th anniversary as a company, and we are currently planning several goals for that time. Four main pillars will drive our company going forward, namely the Domohorn Wrinkle brand, services for improving biological rhythms, addressing frailty in the elderly, and our new retreat program.
In terms of frailty, there are many elderly people who suffer from joint and knee pain, which limits their ability to go out of the home, and thus their overall social interaction, which leads to bad outcomes. Similarly, people who suffer from hearing loss often experience similar issues, with resulting social isolation leading to early-onset dementia and Alzheimer’s.
As part of the strategy for the future, what is your plan for further internationalization?
As a company leader, the top priority is to ensure the company’s continuity and to ensure that our employees can enjoy a long career with us. Currently, approximately 90% of our products come from the domestic market, so from a risk management perspective, we need to increase the ratio of overseas sales and make our business stable and sustainable. Therefore, we are also placing importance on overseas markets.
To ensure the long-term continuation of our business, I am acutely aware that diversifying our network is crucial. Therefore, we are focusing on building a fan base overseas and working to make more people aware of the “Made in Kumamoto” brand. Our end goal for now is to achieve 10 billion yen in sales from our overseas operations. While we are currently focusing on the Taiwanese market, through cross-border e-commerce, we have sold products to customers in a total of 51 countries. In the future, we would also like to expand into other regions that have high affinity with us.
