[Topic 292] A mechanism to reproduce 'omotenashi' without a manual. The framework of philosophy-driven management learned from Soup Stock

Recently, I have been hearing this from many business owners:
"The more we chase sales, the more exhausted our frontline staff becomes."
"Even when we create manuals, it feels like the employees' hearts aren't in it."

The loneliness and impatience of being chased by daily numbers and having the time to envision the future stolen away. I understand this well. However, running away to superficial marketing or efficiency measures will not make that pain disappear.

When you finish reading this article, the 'pain of chasing numbers' should have transformed into the 'excitement' of sharpening your company's reason for being.

Article Summary

Soup Stock Tokyo has achieved record-high sales even amidst rising prices. President Moe Kudo defines marketing as 'understanding humans' and prioritizes the stability of the NPS (Net Promoter Score), which indicates 'whether customers would recommend the brand to others,' over efficiency. The company does not have a marketing department, considers 'human flourishing' the foundation of the brand, and asks all staff, including part-timers, to empathize with its philosophy. Even during the social media uproar over the free baby food provision in 2023, the company maintained a sincere stance based on its philosophy. By positioning its stores as 'places for sensory experiences (advertising towers),' it creates a sustainable virtuous cycle that spreads the dining experience to retail products and gifts.
(Source: Nikkei MJ, June 8, 2026 issue, 'Asking the Top: Warming Customers, Workers, and Society')

Three points to take away from this article

• Pursue 'stability of quality' rather than 'year-on-year growth': Aim for a solid foundation where customer experience (NPS) does not collapse, rather than explosive booms.

• Place the axis of recruitment and education on the 'intersection of individual uncertainty and philosophy': Building an organization where workers find 'their own meaning' rather than having it imposed from above.

• Define stores as 'places for sensory experiences' rather than 'places for efficiency': A business model that uses the experience as an entry point and circulates it into high-margin retail and e-commerce.

The 'customer pain' behind the news

Many business owners tend to view 'marketing' as 'mechanisms and techniques to sell.' However, from my perspective as someone who worked in a complaint handling department and faced many 'raw, honest customer feelings,' the greatest pain consumers feel today is the 'emptiness of having their existence and emotions processed efficiently as symbols (data).'

Surrounded by efficient fast food and optimal solutions recommended by AI, humans are searching hungrily for 'places that can raise their body temperature.'

The episode where Soup Stock sincerely expressed its philosophy, stating it wanted to 'embrace even those who used aggressive words' when it was subjected to intense criticism on social media, is a perfect symbol of this. It did not resort to superficial crisis management but remained thoroughly committed to 'human understanding.'

The strength of a president who can clearly state, 'We have absolutely no intention of generating profit efficiently,' becomes, in the end, the greatest weapon for achieving record-high profits.

Abandoning your company's 'uniqueness' to chase price competition and efficiency is synonymous with ignoring customer pain.

Practice: Things you can do immediately on the front lines starting tomorrow

You don't need large-scale organizational reform, budget, or meetings. I propose a 'down-to-earth' small step that you, as the president, can start tomorrow just by saying a word to your frontline staff (or your first employee).

Ask in casual conversation, 'What does it mean to you to work at our company?'

Let's stop binding people with manuals for once. As Soup Stock does, the president should personally listen and look for the areas where the company's philosophy overlaps with the 'uncertainties' and 'things they want to do' in the employees' personal lives.

To organize your thoughts, please try using the following Kojima-style framework.

A cheer from the president's advisor

Finally, to you who have read this far, let me ask you just one question.

'If all 'discounts' and 'advertising' were prohibited starting tomorrow, how much 'body temperature' would remain in your company that would make customers want to recommend it to others?'

If you ever feel crushed by the pressure of numbers, come drink coffee at 'Flowers Blooming in the Forest and River' in Ichinomiya anytime. Let's talk together about a gritty future that isn't just armchair theory.

It's okay, the 'story' of your company can be woven even more deeply from here on out.

Let's sweat together.

#SoupStockTokyo #NPS #PhilosophyManagement #BrandExperience #HumanUnderstanding #PresidentAdvisor #OwariIchinomiya #NewBusiness #SMEmanagement #StoryPlace