"When people think of store interior design, I want them to think of Harima Shoji" — Ryuki Harima of Harima Shoji Co., Ltd., an interior design firm that runs alongside FC headquarters
"If it doesn't work out, you can just try again as many times as you need." Harima Shoji Co., Ltd. is a company that specializes in store interior design for franchise (FC) headquarters.
The company is led by Ryuki Harima.
He founded the company at a young age and has now established a unique position supporting the continuous store openings of FC headquarters. Shortly after he was born, he moved to Thailand with his family and spent about four years of his childhood abroad. After returning to Japan, he devoted himself to soccer while experiencing a student life troubled by interpersonal relationships.
After entering university, he became obsessed with a business introduced by an acquaintance and ended up in debt. He paid it off while working various jobs, such as a host in Kitashinchi and insurance sales, and later touched the inside of the glamorous world as a manager for a YouTuber. However, what he felt there was a desire to "become a person who can earn money through my own strength, not through the power of others." After a long detour, he arrived in the world of interior design. We asked Mr. Harima, who now supports multi-store expansion together with FC headquarters, about his journey so far, his company's strengths, and the future he aims for. Below is Mr. Harima. ――――――――――
【Profile】
Company Name: Harima Shoji Co., Ltd.
Position: Representative Director
Name: Ryuki Harima
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"Running alongside" FC headquarters — The interior design firm called Harima Shoji
――First, please tell us about your current business.
Mr. Harima: At Harima Shoji Co., Ltd., we conduct store interior design business specializing in FC headquarters. We are an interior design company, but we don't just take on construction work. What we value is running alongside the FC headquarters to reduce the operational burden involved in opening stores. For FC headquarters that open stores continuously, many tasks arise, such as finding construction companies for each property, adjusting estimates and construction periods, and checking construction quality. By supporting these tasks in a lump sum, we create a system where the headquarters' staff can concentrate on their core duties.
――A "running alongside interior design company" is a slightly different form from a general interior design company, isn't it?
Mr. Harima: That's right. Rather than just taking on a single store's construction and finishing, the image is to build a long-term relationship with companies expanding their FC and run together as long as store openings continue. We started working with one FC headquarters when they had about 30 stores, and now we are supporting their expansion to about 140 stores. I believe our role is to ensure that there are no discrepancies in construction quality, price, or construction periods even as the number of stores increases.
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"Business cards on the site" and an app that changes management in the interior industry
――It seems you are also working on businesses other than store interior design.
Mr. Harima: We also conduct a website production business. In the construction industry, there are still many companies that do not have their own websites, even if they have a track record and technical capabilities. It might not be a problem as long as work is coming in through referrals, but if no information appears when a new business partner searches for the company name, you might miss opportunities in terms of credibility. Therefore, we provide websites for construction companies in the form of "Why don't you create a business card on the site?" Also, we are currently working on the development of a project management app for interior design companies. I am good at sales and building relationships with people, but I am not good at numbers or detailed administrative management. I think many companies in the interior industry are troubled by the management of sales, costs, profits, processes, and billing status for each project. I want to solve those issues with a system that even people working on-site can easily handle. ――――――――――
To Thailand right after birth — The origin of the "just try it" personality
――What kind of environment did you grow up in during your childhood?
Mr. Harima: I went to Thailand shortly after I was born and lived there for about four years. There was a friend I had been close with like family since then, and he is still supporting the company with me today. Locally, I attended an international school while barely speaking the language, so there were times when I couldn't fit in well or had unpleasant experiences. After that, I returned to Japan. My family was relatively free, and it was an environment that positively supported whatever I did. Because of that influence, I think I became a person who acts first rather than thinking deeply. I didn't have a clear dream for the future since I was young. I just challenged myself to things that I thought looked interesting or things I wanted to try. ――――――――――
A weak soccer club and a lost friend — A student life spent worrying about what others thought
――Did you have any painful experiences during your student days?
Mr. Harima: From elementary school to high school, I played soccer the whole time. The junior high school soccer club was a small team with only 11 people in the same grade. On the other hand, the high school was a national-level powerhouse, and I was always on the C team. More than soccer itself, I think what was painful at the time was the interpersonal relationships. At school, I was often teased, and I had a strong desire not to be disliked by those around me. I cared more about how I was seen by others than what I wanted to do.
――Is there any event that left a particularly strong impression on you?
Mr. Harima: I'm the type who forgets unpleasant things once I sleep, so I don't have many painful memories left. However, a few days after the final tournament of junior high school ended, one of my close friends who I always went home with died in an accident. I still cannot forget that event.
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Debt, sales, and a glamorous world — A detour in my early twenties
――How did you spend your university days?
Harima: I spent all my time playing soccer, so I didn't have a clear purpose for my studies or higher education. I just followed the flow and went to university. During my freshman year, I got obsessed with a business introduced to me by an acquaintance, which ultimately led to me falling into debt. I couldn't easily tell my family, so I paid it off while working as a black-suited staff member in Kitashinchi and selling insurance. Looking back now, it was because I made easy decisions without any knowledge or experience. However, from that experience, I learned the difficulty of earning money and the importance of taking responsibility for my own choices.
— How did that lead to your current work?
Harima: During the time I was paying off my debt, I was asked if I wanted to be a manager for a YouTuber. From there, I started working with various YouTubers and influencers as a manager. From a general perspective, I think it was a very glamorous world.
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Sleeping rough in Spain and the words, 'I'll follow you'
— While you were in that glamorous world, what were you feeling?
Harima: There were amazing people around me with both fame and track records. However, rather than being valued for myself, I had a strong feeling that I was being seen as 'Harima, who is connected to that person.' Sometimes people didn't want to meet me, but rather asked me to introduce them to the people I knew. It wasn't that I hated that, but I started to wonder, 'What do I have to offer myself?' I wanted to be someone who could create value with my own strength and stand on my own two feet, rather than just relying on connections with others. While I was thinking about 'wanting to create an opportunity to become someone,' I took on a project to sleep rough in Spain for a month. During that trip, I met a senior who was playing soccer in Barcelona. When I told him I wanted to take on a challenge, he introduced me to someone working in real estate in Ehime. That person is still an important mentor to me today.
Immediately after returning to Japan, I went to see him. He owned a lot of real estate, and I told him, 'I'll do anything, so please let me follow you.' He then said to me, 'In that case, why don't you start by cleaning the properties I own?' I quit the SNS-related work I had been doing and started my training by cleaning properties. This was the first step that led to my current business.
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An entrepreneur who 'let things happen' — bringing people who are the complete opposite of me into the team
— Was there a clear moment when you decided to become an entrepreneur?
Harima: Honestly, I didn't clearly decide from the beginning that I would become an entrepreneur. As I worked hard on the tasks in front of me, received requests from customers, and continued to respond to that work, it gradually took the shape of a company. If asked how I became an entrepreneur, 'it just happened' is the closest answer. I am the type who acts immediately when I think of something and keeps my foot on the accelerator. On the other hand, I am not good at checking things in detail or thinking about risks calmly. That is precisely why there are people around me who are different from me—cautious and calm—who support me and the company. I am truly grateful.
— What is the scale of your organization now?
Harima: Including outsourced staff, construction managers, and on-site craftsmen, we have a structure of over 25 people. Most of our hiring starts from introductions and personal connections. The person who has been working with me since the company was founded is a childhood friend I met in Thailand. When he contacted me, we started working together. At the time, the company had almost no sales, and I told him honestly, 'I can't pay you enough.' Even so, he said, 'Let's do it together.' Since then, we have built the company together. I don't think the company would have grown this big without him. ――――――――――
I want to make it a company where people can focus on what they are good at
— Is there anything you value in organizational development?
Harima: I don't think there is any need to force yourself to conform to the idea often heard in society that 'an entrepreneur must be able to do everything.' I like talking to people, doing sales, and building relationships. On the other hand, I am really bad at detailed administrative work and managing numbers. Conversely, there are people who are not good at sales but are good at administration and management. I want to create an organization where people don't just force themselves to overcome their weaknesses, but where people who have at least one strength gather and complement each other. In school tests, you are judged by the total score of all subjects, but in work, having outstanding ability in one field is also of great value. No one can complete everything alone. That is why I want to make it a company where everyone can focus on what they are good at and support each other in the areas where they are weak. ――――――――――
A 10 million yen deficit on a 40 million yen project — the most painful experience as an entrepreneur
— Please tell us about the most difficult event since becoming an entrepreneur.
Harima: There was a time when a high school friend came to Tokyo from Osaka to work with me. At that time, due to my lack of experience and poor management, I ended up with a deficit of about 10 million yen on a project worth about 40 million yen. The company was in a very difficult situation, and at that timing, I had to ask the friend who was working with me to leave the company. Having to convey that decision to someone who believed in me and came from Osaka was truly painful. Even looking back now, I think it was due to my own lack of ability. However, through that experience, I learned the importance of not just generating sales, but thoroughly managing costs, processes, contracts, and on-site operations.
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'When it comes to store interior design, it's Harima Shoji' — aiming to be a one-of-a-kind presence in the industry
— In what direction do you want to lead the company from here on?
Harima: I want to be a one-of-a-kind company in the store interior design industry. I am aiming for a company whose name naturally comes to mind when people are in trouble with store interior design and think, 'Let's consult Harima Shoji.' I want to be a presence that people say, 'When it comes to store interior design, it's Harima Shoji.' There is a senior in the industry I respect who was the catalyst for me starting store interior design in earnest. About two years ago, I contacted him directly and learned the work from him. I still respect him from the bottom of my heart. While cherishing what I learned from him, I hope to grow into a company that represents the industry in our own way someday.
—What are the current challenges your company is facing?
Harima: There are many challenges. We still have areas that need to be organized, such as recruitment, human resource development, operational rules, project management, and back-office operations. Above all, I myself must grow as a business owner. The company is successful today not because of my own strength alone, but because the members around me support me. Until now, we have grown the company primarily through referrals and personal connections. From here on, I want to put even more effort into strengthening our internal structure and developing our human resources. I would love for people with experience in construction management or interior work to join our team. First, when people wonder, “What kind of person is Harima?”, I want them to know me as “the person who does store interior design.” From there, I aim to become a presence where people say, “For store interior design, it has to be Harima Shoji.” ——————————
The first step is the hardest — To those hesitating to take on a challenge
—Finally, do you have a message for readers who are unable to take that first step?
Harima: I am still inexperienced myself, so I am in no position to sound arrogant. However, I believe that once you actually take that first step, things often work out better than you thought they would. When starting something, the first step is the hardest. You might fail, and there are many things to worry about. Even so, if you try once and it doesn't go well, you can just change your approach and try again. If it doesn't work, I think you can just start over as many times as you need. I have taken many detours myself. Even so, the experiences of failure and the time spent worrying have led to who I am and what my company is today. I want to grow alongside all of you who are taking on challenges.
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While experiencing detours and setbacks, Harima has taken a new step forward each time. He acts directly when he makes up his mind and compensates for his own shortcomings with colleagues who have different strengths. The way Harima Shoji supports the multi-store expansion of FC headquarters by leveraging each individual's area of expertise overlaps with Harima's own way of life. His goal is to become a presence where people say, “When you think of store interior design, think of Harima Shoji.” While valuing human connections, Harima Shoji's challenge to aim for a one-of-a-kind position in the store interior design industry will continue. ——————————
Company Overview
Company Name: Harima Shoji Co., Ltd.
Representative Director: Tatsuki Harima
Business Description: Store interior construction for FC headquarters, website production for construction companies, and development of project management apps for the interior industry
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Interview: Ryushin Kawamoto Text: Daiyo Sato (One Rep Co., Ltd.)
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