Kato Spring will continue devoting itself to creating a group that has shifted from a centralized model to a decentralized model. The ability to broadcast information will only increase in importance within this process.
  In order to rid the company of the passive business attitude, it is also essential for Kato Spring to actively raise its hands and develop interesting product features. We must change to a proposal-type-marketing scenario in a more aggressive manner. Unless information is sent, it will not be returned.
  For example, we conduct what we call the "Honeybee Tour," in which we travel to the workplaces of customers and borrow their facilities to introduce our products and technologies. We learn something through communicating with our customers, and that is the aim of "made in network."
"Made in network" is a system that depends on the quality of information, whether it be from Japan, overseas or both. It appears that we will be able to build an unprecedented network to create new fields of business.

  As mentioned earlier, the "first class" being sought by Kato Spring is not size but quality and content. It is not something that can simply be bought with money. We must create a "first-class" value that only we can provide and refine it so that everyone recognizes it as first class.
  The target doesn't have to be high. We will build first-class items one at a time within our lifetimes. There is no order of first or second. The targets can be services or clothing that fully represent the individual. The repeated challenging of oneself is the process of making a first-class person, and the overall total is what makes a first-class person and business.
  In the case of Kato Spring, we have a policy known as "high wage and low labor cost ratio," and we contemplate what is needed to become a first-class company. Consequently, we prepared the unprecedented "365241" project.
  Our aim is to become an "excellent company." However, of the 43 American companies introduced in the 1982 best seller "Excellent Companies," which was also a hit in Japan, two-thirds of the companies fell out of the rankings within five years. Many reasons such as the inability to adapt to market changes, pride, and being attacked by the winds of mergers and acquisitions were pointed out. However, this is a good lesson for showing that major damage to a company administration will result if it becomes unstable and loses its balance even a little bit.
  What kind of "first-class" shine will Kato Spring have? I will maintain my commitment of making it a new model for corporate administration.