Kosuke Ishii: Passing the Brewer's Baton

2023/10/17

After graduating from university, I joined Meidi-Ya Co., Ltd. I was assigned to the International Business Division, where I was in charge of customs clearance and the import and domestic sales of beer and wine. In the late 1980s, when I first started my career, Japan was still in a "vibrant" era. Wine imports and sales were also on an upward trend. I became a certified "Wine Advisor" by the Japan Sommelier Association. I learned a great deal through interactions with representatives from overseas wineries (suppliers), various sales branches, and business partners, as well as through understanding "how to get things done within an organization."

In April 1991, I left Meidi-Ya, to whom I owe much. I joined my family business, Ishii Miso Brewery (a limited partnership), as Senior Managing Director. Located in Shinshu, a tourist destination, our brewery is just a 10-minute drive from the national treasure Matsumoto Castle, and we welcome many tourists. In the Shinshu miso industry, crowded with powerful large and medium-sized competitors, I asked myself, "Can a small, long-established brewery like ours survive?" My answer was, "The hurdles are high, but it is not impossible." This was a judgment I made based on my experience observing the Western wine industry and the management of "châteaus."

I became the sixth-generation president in 2010. When I was appointed Senior Managing Director, our products consisted of only one type of miso and a few types of pickles. However, I focused on the fact that miso itself is a versatile seasoning that complements Japanese, Western, and Chinese cuisine. Now that we have added a restaurant business, we offer over 100 varieties. With the recent increase in inbound tourism, we established a format of lectures, tastings, and meal service to help overseas visitors understand the culture of fermented miso food. This led to receiving the "Eat! Meet! Japan Award" (Shoku-kakeru Prize) from the Ministry of Agriculture, Forestry and Fisheries. To meet the expectations of domestic and international customers who seek food safety, security, and health, strengthening our team's capabilities is our current challenge.

As a brewery that produces "Three-Year Miso" aged in cedar vats using natural brewing methods, and as someone involved in the tourism and restaurant industries, I must never forget that these sectors are heavily influenced by location, weather, disasters, and pandemics. It is essential to diversify risks and build a "strong financial structure." To supplement our finances, which were precarious relying solely on our core business, I was able to contribute to local "urban development" by converting idle land into commercial facilities or apartment complexes, depending on the location. It has been 39 years since I entered the workforce. I realized I have already passed the age of 60. The minimum framework I envisioned when I became Senior Managing Director has finally taken shape. I intend to work hard for another 15 years until I pass the baton to the young "seventh generation."