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In a world buzzing with discussions on sustainability, Tommy Sekiguchi stands out with his mission to transform Japan's coffee scene into a beacon of sustainability, challenging consumers to rethink their purchasing habits.Key Learnings:<ul><li>Starting With a Spark</li><li>Diving Deep With Learning Labs</li><li>Innovating Through the Think Coffee Experiment</li></ul><figure class="image"><img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/image4_1d4862472d.jpg" alt="image4.jpg"><figcaption>Picture of Tommy graduating from Spark</figcaption></figure><h3>Starting With a Spark</h3>Leveraging his background of over 20 years in the Food &amp; Beverage industry, Tommy Sekiguchi embarked on his sustainable journey in Fall 2023 during Spark, Moon’s intensive educational program that guides entrepreneurs through the process of human-centered innovative business design. His current research at the Center for Global Commons (CGC) of the University of Tokyo fueled his quest to tackle the problem of Japanese consumers’ lack of motivation to buy sustainable food products. He thoroughly examined this issue and developed various solutions and an accompanying business model to see it through. His efforts culminated in a landing page that vividly presented his innovative approach to enhancing the customer experience and boosting interest in sustainable purchases, using coffee shops as a model case.<figure class="image"><img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/image1_dba085542b.jpg" alt="image1.jpg"><figcaption>Picture of Tommy in the Learning Lab</figcaption></figure><h3>Diving Deep With Moon Learning Labs</h3>Post-Spark, Tommy delved into the consumer psyche with Moon’s Learning Labs, hands-on, interactive workshops dedicated to the generation and refinement of business, product, or service concepts. He crafted personas such as Sustainers, who are focused on environmental impact; Tasters, who are in pursuit of quality; Trenders, those that are driven by social trends; and Neighbors, the local community members around coffee shops. Using these personas, Tommy and his team, along with Moon Mates, dissected the current customer journey and brainstormed ways to run experiments with it, hoping to change the journey and highlight pathways for sustainable awareness and purchasing.<figure class="image"><img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/image2_606f83d552.jpg" alt="image2.jpg"><figcaption>Moon’s People Transformation Team visiting think coffee Japan</figcaption></figure><figure class="image"><img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/image3_1174952f1f.jpg" alt="image3.jpg"><figcaption>Picture of the experiment at think coffee Japan</figcaption></figure><h3>Innovating Through the “Think Coffee” Experiment</h3>Tommy selected "Think Coffee Japan" in Kanda, Tokyo as the initial site for his experiment. This location is a mere 5-minute walk from Mitsui &amp; Co.’s headquarters, his career stomping grounds. Based on his learnings from the Learning Lab, he and his team designed an engaging sustainable journey for customers, who were presented with two choices upon entering: embark on a sustainable path to learn about coffee and its sustainable practices, or proceed directly to the register.&nbsp;The sustainable path that Tommy implemented comprised four distinct steps:&nbsp;1. Feel: Customers were presented with visual stories of the farms on a large display, offering an immersive experience.2. Meet: This step provided a hands-on experience with the coffee beans, alongside digital displays showing detailed information about the farms and images of the farmers.3. Think: During this phase, customers received one of five sustainability-related messages, labeled as “Simple,” “Negative,” “Positive,” “Fun,” and “Quiz.” These messages aimed to engage customers in considering various sustainability challenges.4. Decide: Finally, participants took a survey and decided whether to make a donation or receive 100 yen as a reward for joining the experiment.&nbsp;During the experiment, held from March 8 to 20, Tommy collected 155 responses. Of these, 22 participants chose to receive 100 yen, while 133 opted to donate to farmers in Nicaragua, Colombia, and Ethiopia. He is currently analyzing this data to refine his future experiments and further develop his business model idea. This work is part of his research at the CGC and aims to explore how businesses can encourage more ethical consumption among consumers.Tommy's ongoing journey is more than an experiment; it's a movement towards embedding sustainability in Japanese food culture and beyond. His work underscores the power of thoughtful innovation in transforming everyday habits into impactful, sustainable actions - one sip at a time!<hr>If you’re interested in our educational Spark program or Learning Lab workshops for your or your organization, check out our&nbsp;<a href="https://www.mooncreativelab.com/">website</a> or reach us at&nbsp;<a href="mailto:hello@mooncreativelab.com">hello@mooncreativelab.com</a>.&nbsp;

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Hear from a Moon Design Lead on how language plays a key role in managing projects, and the importance of creating spaces that take diverse languages into consideration.<hr><h3>Key Learnings</h3><ul><li>Be considerate of multiple languages used across a team.&nbsp;</li><li>Diversity produces more powerful conversations and outcomes.</li><li>Connecting through language creates empathy amongst team members.</li></ul><hr><img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/PXL_20230426_092649278_2_1578932014.jpg" alt="PXL_20230426_092649278~2.jpg">I have never joined a project that departed from a specific business unit but had the aim to aggregate not only different departments but also a very complex system of stakeholders and project partners. But that changed with my recent experience with Agritech, a project that was born inside the Mobility Business team at Mitsui &amp; Co.’s headquarters. When the project arrived at Moon through a workshop, it was already formed by professionals from Logistics, DX, Machinery, and Food Business Units. Not only that, but the team had members from Mitsui &amp; Co. Japan and Mitsui &amp; Co. São Paulo, Brazil. The project was born from a unique business opportunity to collaborate with a development team from a partner (a large Japanese electronics manufacturer) that had been developing solutions in global connectivity and smart sensing on a planetary scale.&nbsp;&nbsp;As Moon, our initial challenge was to facilitate conversations among such a diverse team, and also support possible paths where the technologies developed by the partner could be applied to generate business in Brazil – while also improving the quality of processes in areas where Mitsui &amp; Co. is active in South America.&nbsp;&nbsp;Because Moon has its headquarters in Palo Alto, and a big part of our team and structure work on an English-speaking basis, English tends to become the main language used when we host workshops or work on projects with teams coming from different backgrounds. This is also common for Mitsui &amp; Co. since the company is present in more than 60 countries globally.&nbsp;&nbsp;For me, this project was especially exciting, not only because I was familiar with the Brazilian context and would work with a product targeting the place where I lived for a big part of my life, but also because I was in the middle of a large group of professionals who could speak three languages I am fluent in Portuguese, English, and Japanese. In the beginning, I was excited thinking about how that would be advantageous to me since I was leading the project. However, what came after was the realization of how language plays a key role in efficiently managing projects, as well as generating successful business. But this realization also came with learning about how to create spaces, frameworks, and processes that consider that.<img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/IMG_0050_9fd9d55fb5.jpg" alt="IMG_0050.jpg">It is important to remember that English is a useful, global&nbsp;lingua franca, but it also presents as a hegemonic power that can affect a professional’s confidence and work quality when we get lost in translation. The key learning I had was that the language barrier might cover up creativity. Many professionals who might have brilliant insights might step back, afraid of attempting to speak up in English which they might feel is insufficient. This was a common comment we received from professionals in Japan while running user interviews for&nbsp;<a href="https://goril.jp/">GORIL</a>, a language-learning app and former Moon venture that I also worked on. When people have to communicate in a language in which they aren’t fluent, defending their point of view or presenting a proposal might be negatively affected. In other words, the rhetoric might lack its full potential. Lastly, miscommunication also happens when people are listening. When information is being passed verbally in a language that one is not 100% fluent in, interpretation might be difficult, hence, reacting or responding to it might also be compromised.<img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/GORIL_285e5dfa13.jpeg" alt="GORIL.jpeg">I could list a dozen more aspects of miscommunication issues. Still, instead, I want to bring up some key learning tactics to improve communication and efficiency when two or more languages are being used in a project work environment.&nbsp;1. The Ones Who Get It All Make sure your team has an individual who can fluently deal with the languages involved in the project. This person can step in to clarify lost in translation moments and additionally might have cultural insights into each language, which can be helpful for conflict handling.2. Plain Language No matter if the language is English or another, if the other team members speak the language that is being used but is not 100% fluent, make sure to speak slowly and with seamless breaks between words – this is a classic podcast technique, by the way. Do not bring many expressions, figurative language, or highly complex vocabulary.3. Read People's Reactions and Add ComplementsNot just the facilitator, but also other team members should have the role of checking on everyone’s reactions and complementing conversations, statements, or questions that might sound too complex to be interpreted. They could even rephrase sentences for someone who could not fully communicate in the language being used, helping to close any gaps. Rephrasing is a great tool, and to be honest, sometimes it happens even if you do speak the same language. It is not always that we can be 100% clear using words.&nbsp;4. Allow Plurality Create teams who can speak multiple languages. The more bilingual or trilingual members you have, the more powerful the conversations and outcomes will be. And if some of the members do not speak a certain language, support them in learning it, even if they don’t become fluent or use it in daily life. Connecting with the language of their colleagues or business partners is an important tool for increasing empathy.&nbsp;<img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/PXL_20230320_163413890_41462b4011.jpg" alt="PXL_20230320_163413890.jpg">In our project with Mitsui &amp; Co., our partner, and many Brazilian stakeholders, we live within three languages. Of course, sometimes things become more complex, but what we try to avoid by all means is criticism and team members behaving with an air of superiority due to their language capabilities. But more important than anything, we make sure that all the information, coming from whichever of the three languages, is easily translated as context to all members so everyone can always be on the same page, at all times.&nbsp;Machi Rezende, Design Lead<img class="image_resized" style="width:25%;" src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/Moon_Creative_Lab_Machi_1_da27c89ed0.jpg" alt="Moon Creative Lab_Machi_1.jpg">

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At Moon Creative Lab, we’re lucky to work with an amazing group of women that lead and support everyone in our US and Japan offices.&nbsp;To commemorate this year’s International Women’s Day and Women’s History Month, we did a few things to celebrate the wonderful women of Moon and educate ourselves to create a better, more aware, and more equal future:&nbsp;At both of Moon’s offices in Tokyo and Palo Alto, you can meet women of diverse backgrounds and talents. Celebrating International Women's Day is an opportunity to highlight the diverse perspectives of women, and in doing so, we hope to unite all of our employees and continue to move toward a common vision, one in which each of us, regardless of gender, has a sense of belonging. We want to unleash people's creative potential, create new value, and enrich the world. We created a one-minute video highlighting the women who work here and why all of us at Moon believe it is important to celebrate International Women's Day.<figure class="media"><oembed url="https://vimeo.com/927801263?share=copy"></oembed></figure>&nbsp;We understand the disparity between men and women in the startup space and love supporting women entrepreneurs. We hosted a workshop with the young women of Mitsui &amp; Co. where we shared our learnings and empowered and inspired them to dream big.&nbsp;<figure class="image image_resized" style="width:75%;"><img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/image3_df1baf5976.jpg" alt="image3.jpg"></figure>&nbsp;This year, we also wanted to highlight the amazing women from all walks of life that currently work at Moon. We hosted an online panel discussion with Mary Ann Gallo (CMO), Miki Yamada (Operations Lead), and Yukari Tago (Founder/CEO of Lullaby). In this discussion, we were able to explore the wins and challenges that each of these women have faced, and continue to face, to get to where they are today.One of the panelists shared a powerful comment that resonated with many of us here at Moon:<blockquote>“I say to myself, ‘You're here for a reason!'"&nbsp;</blockquote>"By adopting such a mindset that I'm here for a reason, that I'm expected and called to this discussion, I can't afford not to speak up and disappoint them. Whenever I feel timid that I might say the wrong thing, these words give me a push. I also learned that even people who seem confident now have underestimated themselves at times in the past, which encourages me to think that I might be able to change.”&nbsp;Last but not least, we wanted to do something fun, creative, and in-person with our fellow Moon Mates. We wanted to highlight the future of young people in the world and how we can make incremental changes in our daily lives towards making the world a more equitable place for the next generation. The team held an in-person workshop focused on the environment that we grow up in and how our biases as adults can affect and appear in their lives through the decisions we make for them as adults that can dictate their future.&nbsp;We first did an activity which forced us to think about not how we perceive careers, but how we think our culture would perceive a career. Through this activity, we had productive discussions about how the media and the world has changed so much since 10, 20, or 30 years ago when we were all much younger. For example, previously in Japan, you may have thought of skateboarding as a sport for males and not females, but because of Japan’s recent achievements at the 2020 Tokyo Skateboarding Olympics, skateboarding has become much more popular and accessible for young women.Afterwards, we took a <a href="https://implicit.harvard.edu/implicit/takeatest.html">Gender and Career Implicit Association Test</a> provided by Harvard University. The goal of the Implicit Association Test is to educate the public about bias and to provide a “virtual laboratory” for collecting data on the internet. The test itself was quite standard and is on the older side, but the discussion that it brought up was very relevant to our everyday lives. Some participants that assumed they did not have a strong implicit bias were particularly surprised to have gotten the “Strong Association for Male with Career and Female with Family” result. This led to interesting and productive conversations around the accuracy of the tests, but also about how our perception of ourselves can actually be very different from what is seen by others.In the end, we wanted people to leave the workshop with the intention to create a more positive world for future generations, and we hope that we all can become more and more aware of our influence in the world.<figure class="image"><img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/image1_7e33891baa.jpg" alt="image1.jpg"></figure>While we love hosting events and celebrating IWD and Women’s History Month, we recognize that women should be respected and empowered everyday, not just during these times. We hope that by hosting these types of events every year, we are able to encourage other people to support the women in their communities in their own ways, inspired by our stories.

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Carbon Mileage is a venture from Houston, Texas that incentivizes air travelers to make carbon-conscious choices to enable a sustainable aviation ecosystem. Currently incubating at Moon Creative Lab, the Carbon Mileage team underwent a quick sprint to better understand decarbonization within the airline industry and plan their next course of action.&nbsp;<hr><h3>Key Learnings:</h3><ul><li>Defining a problem statement.</li><li>Identifying key users and stakeholders.</li><li>Understanding users through research.</li></ul><hr><figure class="image image_resized" style="width:75%;"><img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/Carbon_mileage_pledge_9f7a3bbd54.png" alt="Carbon mileage pledge.png"></figure>The Moon team recently met with Carbon Mileage, one of the ventures selected to be part of our Boost incubation program. Over the course of two days at our Palo Alto studio, we dug into the problem the team is seeking to solve: incentivizing decarbonization in the airline industry. Two days might seem like a lofty goal, but for us, we thrive in a short-time bound environment. Rather than spending unreasonable amounts of time reworking the same problem over and over again, two days allowed the team to make quicker decisions and confidently map out all necessary steps.&nbsp;&nbsp;&nbsp;Before the workshop began, the team outlined three main goals they were wanting to achieve during the two days:&nbsp;<ol><li>Define the problem statement.&nbsp;</li><li>Name the biggest assumptions and build a user research plan to de-risk them.</li><li>Commit to a product hypothesis.</li><li>Work on team building to sustain momentum remotely.&nbsp;</li></ol>&nbsp;<h3>Defining a Clear Problem Statement</h3>Before any project starts, it’s important for the team to align on a clear problem statement before identifying a possible solution. By defining a problem statement, this prepares the team to further investigate different solutions through proper research and confidently act on the best proposed solution.&nbsp;&nbsp;&nbsp;Carbon Mileage defined their clear problem statement as, “How might we engage air travelers in decarbonization efforts?” which evolved from the original statement that fixated on the idea of an incentivisation program. The original problem statement felt narrow and closed-minded to how much broader the team could explore decarbonization efforts. By switching the problem of only having an incentivization program to thinking more broadly towards engaging customers, this allowed the team to think much deeper into possible solutions.&nbsp;&nbsp;&nbsp;&nbsp;<h3>Analyzing Target Customers and Stakeholders&nbsp;</h3>After defining the problem statement, it’s important to analyze who the true stakeholders are, also known as the target audience of the Carbon Mileage program and all those who would be involved in Carbon Milage’s solution. The team outlined four main stakeholders: airlines, air travelers, travel organizers, and sustainable fuel suppliers. Beyond identifying stakeholders, it’s important to get to know them even more by determining what motivates them to act a certain way or make specific purchasing decisions. By specifying key motivations, Carbon Mileage can leverage this information as a way to build engagement amongst target users and explore solutions to their problem statement.&nbsp;&nbsp;<h3>Mapping Out the User Journey To Better Understand the User Experience</h3><figure class="image"><img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/carbon_mileage_2_d30c966b9b.png" alt="carbon mileage 2.png"></figure>Aligning the user journey with the product hypothesis allowed the team to visually see where in the target audience’s journey it would make the most sense to implement Carbon Mileage.&nbsp;The team first explored, “How might Carbon Mileage reward travelers?” Some ideas included priority boarding, travel status, points redeemable for sustainable merch, and additional airline miles. Then the team explored how this might align with reduced carbon emissions. Ideas included buying carbon credits to compensate for annual travel and traveling with lighter bags to reduce fuel usage.&nbsp;While listing all of these ideas out is important, what makes the ideas even more tangible is creating concept cards to help paint a clearer picture of what direction the team feels is the ideal solution. By creating prototypes of the ideas, the team is able to confidently visualize the possibility of an idea before acting on it.&nbsp;&nbsp;&nbsp;<img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/Carbon_Mileage_bd0574516a.png" alt="Carbon Mileage.png">&nbsp;<h3>Name Assumptions and Build a Research Plan to De-Risk Them&nbsp;</h3>With these concept cards, the team then built out a user research guide to de-risk any of their previous assumptions. By gathering early feedback from Moon team members, the Carbon Mileage team was able to commit to a product direction during the workshop.&nbsp;What was unique about this user testing experience was that it was the first time Carbon Mileage team members asked open-ended questions and avoided leading questions about their product. A leading question might look like, “Would you pack lighter if it meant to be rewarded by product credits?” rather than open-ended questions like, “What is the first thing that comes to mind about air travel?” The reason for asking open-ended questions versus leading questions was to widen the knowledge base for the team, unleashing new insights into what potential customers might bring. Many times teams lean on assumptions to answer the root of their problem rather than exploring the truest needs of their users.&nbsp;Taking the exploration even further, the team created a landing page to test the value proposition with users. Why a landing page? It’s quick, it’s tangible, and it’s the first exploration of the product that might speak to potential customers.&nbsp;<h3>What’s Next for Carbon Mileage &nbsp;</h3>The team agreed that there needs to be even more exploration of de-risking the most critical assumptions by engaging further user research with key stakeholders, focusing on travelers and airlines. Additionally, there needs to be a design experiment to test the theory that IF consumers were rewarded for choosing carbon reduction efforts, they would do so.Since this workshop was only two days, the team agreed that this would need to happen at a later time. We look forward to learning more about Carbon Mileage in the coming months as they begin to explore further together with Moon.If a workshop similar to this sounds interesting to you and your team, Moon would love to hear from you. Contact us at <a href="mailto:hello@mooncreativelab.com">hello@mooncreativelab.com</a> to start the conversation of how we can help your organization, team, or startup begin digging deeper into the root of the problem you’re seeking to solve.&nbsp; &nbsp;

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<h3>Key Learnings</h3><ul><li>Rapid testing is necessary when beginning a venture.</li><li>When something isn’t working, reiterate and pivot.</li><li>User testing is crucial to finding your venture’s direction.</li></ul><figure class="image"><img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/Dell_bae8f30afe.jpg" alt="Dell.jpg"><figcaption>Dell dela Torre, co-founder of Inna Circle</figcaption></figure>Moon Venture Inna Circle is an online child care matching service created by Grace Aldas and Dell dela Torre, two women who faced struggles as new mothers in the Philippines. Looking for a community to help address common struggles that come up when raising a child, Grace and Dell created Inna Circle to help themselves and others throughout new parenthood in the Philippines and across South East Asia.Being a modern mother today can truly be challenging. Balancing a full-time job and managing a household is no easy feat. New mothers Grace and Dell did not want to have to choose between their careers and ensuring their children received proper care. As full-time employees of Mitsui, they found themselves in this predicament during the COVID-19 pandemic. Attending regular work meetings, juggling daily tasks, and having to homeschool kids – all while trying to find time to work on Inna Circle – was an overwhelming daily routine for both of them. To help Grace and Dell achieve their vision for Inna Circle during this challenging time, I joined their team when they started incubation at Moon.&nbsp; Their original idea was to develop a product or service that could support working mothers, providing them with some peace of mind while reducing the stress of juggling child care and work. Our initial focus was to address the most pressing issues many mothers face: finding a peaceful balance between focusing on work and the duty of taking care of their kids.<figure class="image"><img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/Inna_Circle_group_c6bf31d65d.jpg" alt="Inna Circle group.jpg"><figcaption>The Inna Circle team</figcaption></figure><h3>Adapting to Challenges</h3>Both joining Moon Creative Lab and building a product from the ground up were unique and challenging experiences for Grace and Dell. They had to quickly adapt to changes in mindset, working style, and business environment that were quite different from their regular day jobs. We also felt the challenge of managing our time wisely as we stretched across different time zones, putting pressure on when we could meet on Zoom calls and work together as a team.Another challenge the team faced was during the product-definition phase. We initially had a concept to provide child care sessions to help mothers gain more personal free-time. We tested this by running a three-day child care pop-up in Manila and followed these sessions with user interviews to help us better understand expectations. We soon learned that this concept would be difficult to scale because building a space takes a lot of time and resources, especially when compared to building something digitallyThis led the team to reevaluate our approach and focus on the core problem mothers faced: the desire to work on their personal endeavors while ensuring their children were well taken care of. &nbsp;<h3>Becoming Our Own Customers</h3>With these results, the team regrouped and came up with a new product idea: a digital platform for booking caretakers, or “childminders,” whenever needed. However, this idea presented its own challenge of differentiating itself from existing child care services in the Philippines. Through interviews, we discovered that many interviewees had already hired caregivers at home but were dissatisfied with their quality, leading to trust issues. Mothers felt that many caregivers lacked proper education and qualifications, and were given the position out of necessity.This revelation provided valuable insight on how to position Inna Circle services and win the market: by offering high-quality childminders who could benefit both mothers and children.Before committing fully to this new product direction, Grace and Dell tested the service by becoming their own customers and also acting as childminders for other mothers. The results were highly positive, with mothers expressing satisfaction and the ability to focus on other important tasks. &nbsp;<h3>International Growth Challenges</h3>Another significant challenge, perhaps the most substantial one, was that Inna Circle marked Moon's first venture outside of Japan with real customers ready to pay for the service. However, the team ran into some complex legal barriers regarding international payment business models when they officially launched.After extensive effort and communication, Grace and Dell managed to navigate these financial barriers and were finally ready to launch Inna Circle in Manila. The entire process was arduous, but it provided valuable lessons in dealing with business licenses internationally and how to support global ventures in the future.<figure class="image"><img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/Dell_and_Grace_ffee39ac55.jpg" alt="Dell and Grace.jpg"><figcaption>Grace Aldas and Dell dela Torre, founders of Inna Circle</figcaption></figure><h3>Lessons Learned</h3>The experience of rapid testing, quick decision-making, and agile pivoting became valuable lessons for Grace, Dell, and the entire team. As a designer, I learned the significance of user testing and encouraged the team to change direction when necessary.Grace and Dell also learned the importance of directly engaging with users, adopting a human-centered approach, and embracing the concept of rapid iteration and pivoting when something isn’t working. They pushed themselves outside of their comfort zones to connect with the startup industry in the Philippines and engage with potential business partners – experiences that were entirely new to them.On a personal level, building a business alongside Grace and Dell has been an incredibly valuable learning experience. From directly interacting with customers (mothers and childminders) and experimenting scrappily with limited resources, we truly ran like a startup. And it all resulted in us achieving our goals and learning the most from our users. Our process involved continuous learning, testing, pivoting, building quickly, and validating our market. It was crucial to remain honest about what is working, what isn't, identifying obstacles, and not being afraid to ask for help.Inna Circle serves as an ideal role venture model that others can learn from. The service already boasts at least 120 bookings per month, a number that is still increasing to this day. The team launched a new landing page at the end of August with improved access to the booking platform, resulting in an increase in the number of users and childminders in the service pool. &nbsp;What’s NextInna Circle is still in the process of growing its business in the Philippines. The next big step is pursuing B2B collaborations with large companies (over 2,000 employees) in the Philippines.Learn more about Inna Circle at <a href="https://www.theinnacircle.com/">theinnacircle.com</a> and stay connected through their <a href="https://www.facebook.com/InnaCircle.ph">Facebook</a> and <a href="https://www.instagram.com/innacircle.ph/">Instagram</a>.&nbsp;&nbsp;Yo Yeh, Senior Designer<img class="image_resized" style="width:25%;" src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/Moon_Creative_Lab_Yo_2_1_1_e61332b6a9.jpg" alt="Moon Creative Lab_Yo_2 (1) 1.jpg">

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Creating an environment and work culture that is inclusive and welcoming to all backgrounds has always been a priority here at Moon. Diversity is our superpower; we have a vast array of talented people who bring their unique experiences, knowledge, passions, and mastery to their work to help entrepreneurs and innovators bring new business ideas to life. But, as with all great feats, it takes hard, endless work. And likely, with those great feats, getting recognized for that work is an incredible feeling.&nbsp;<figure class="image"><img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/machianna_d2e758795d.jpeg" alt="machianna.jpeg"><figcaption>Anna Hiraoka and Machi Rezende representing Moon at the&nbsp; work with Pride PRIDE Index Award ceremony.</figcaption></figure>We are thrilled to have been a recipient of Japan’s <a href="https://workwithpride.jp/pride-i/">work with Pride PRIDE Index 2023</a> Gold Award. The PRIDE Index recognizes companies in Japan that support the promotion and establishment of diversity management in their organization. To evaluate these companies, a jury of external professionals belonging to academia and NGOs measures a company’s efforts based on five aspects:<ul><li>Policy&nbsp;</li><li>Representation&nbsp;</li><li>Inspiration</li><li>Development</li><li>Engagement/empowerment&nbsp;</li></ul>Inside each category, points are awarded for tangible actions that a company needs to commit to receive the certification.<figure class="image image_resized" style="width:75%;"><img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/gold_2023_aa4e17ac8b.png" alt="gold_2023.png"></figure>Aside from having clearly stated policies that support and protect those who identify as LGBTQIA, Moon takes great effort and care to ensure representation by creating safe spaces and taking actions to increase allyship. By having events like a <a href="https://www.mooncreativelab.com/stories/pride-art-show-2023">Pride art show and gallery</a>, <a href="https://www.mooncreativelab.com/stories/creative-night">open mic sessions</a>, and discussions where we can share thoughts and perspectives, we are not only growing our community and allies, but we are increasing understanding amongst our community and making sure that everyone’s voices are heard. We support and accept one another wholeheartedly, including using gender-neutral language, using self-identified pronouns, and providing continuous support during gender reassignment procedures. We know that diversity, equity, and inclusion all require intentional action to create change, and to that, our work can never be done. And that work transcends beyond Moon, which was apparent at the work with Pride PRIDE Index Awards ceremony.&nbsp;Machi Rezende, Design Lead at Moon, attended the ceremony in Tokyo where he witnessed not just the great strides Japanese businesses are making towards creating safe and supportive work communities for LGBTQIA people, but also acknowledged that much work is yet to be done:&nbsp;“In 2023’s work with Pride Report, 326 companies were awarded a gold prize, 56 received the silver prize, and 15 achieved a bronze status. To see many companies engaged in such initiatives is inspiring. However, by crossing the number of corporations who were dedicated to applying for the certification with the number of established companies in the country it becomes clear that there is still much to be done.&nbsp;Even at Moon, where we are proud of being a place where Diversity is celebrated and Inclusion is among our practices, it was clear that our HR department, together with volunteers from our team, had to work hard to further improve our policies and actions related to the creation of safe spaces and equality toward LGBTQIA individuals. It was our first time applying for the work with Pride recognition, and although the achievement of the Gold status fills our hearts with the feeling of accomplishment, we know that we still have space to improve even further.&nbsp;<blockquote>"Although the achievement of the Gold status fills our hearts with the feeling of accomplishment, we know that we still have space to improve even further."&nbsp;</blockquote>The acknowledgment that there is still work to be done was clearly conveyed by the organizers of the certification during the conference. The urge for the normalization of the queer existence within corporate spaces – and society – and the role of allies, was echoed among the guest speakers. The call for action to change from within and normalize the lives of LGBTQIA people was also expressed by singer Shinjiro Atae, who was interviewed at the award ceremony. He emphasized the message that although any queer person should be able to safely come out if they feel like it, the ideal scenario has to be the normalization of the plurality of sexual orientations and gender expressions in society.&nbsp;Another eye-opening presentation was made by Takai Yutosato, a professor at Gunma University. In her speech, she tried to bring attention to the struggles of transgender individuals. As Professor Takai highlighted, although the inequalities toward Lesbians and Gays, for instance, are deeply problematic, transgender people are the ones suffering in an endless cycle of poverty and mental health issues. She further invoked the audience, which included many representatives from corporate HR departments, to take action and think about means to remediate the struggles of the trans community and include them in their set of actions. Her presentation was deeply moving, engraving in everyone’s mind the recognition that there is still lots to be done.”&nbsp;For Moon, and we hope for many other companies as well, the work with Pride Certification is not a company goal or a way to performatively display a diverse culture with a certificate on the wall or a logo stamped on the homepage. Rather, it’s an opportunity to learn more about LGBTQIA issues and to improve workplaces for people of that community. The work with Pride organization and the work they do are prime examples of how the corporate sector can engage in meaningful dialogue with society, academia, and government. At Moon, we already knew we were working with pride, but now we see how much we could improve and what we still have to work on. Have ideas on how workplaces can improve diversity, equity, and inclusion? Let us know at <a href="mailto:hello@mooncreativelab.com">hello@mooncreativelab.com</a>.&nbsp;

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After a successful launch of Moon Media’s first feature film, "<a href="https://www.mooncreativelab.com/stories/moon-media-launch">Kamiyama: The Little Town With Big Ideas</a>", comes its second story, "<a href="https://www.kinmi.mooncreativelab.com/">KINMI: Brewing the Future of Sake</a>." Different from "Kamiyama," which focused on the revitalization of an aging town, "KINMI" puts the traditional Japanese industry of sake brewing in the limelight and highlights how the brand is bringing new brewing methods to an industry that hasn’t changed much over the years. Stories like these are often tucked within Japan, but Moon Media knows that these stories could both inform and inspire people on a global scale. &nbsp;The Kamiyama and KINMI films both aspire to tell compelling stories of people and places that meet at the intersection of creativity and entrepreneurship within Japan. There’s no better person to tell us more about Moon Media’s second film than the executive producer and Moon’s Chief Creative Officer, Mike Peng.&nbsp;<hr><figure class="image"><img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/kinmi_sake_3_ce607b8ae6.jpg" alt="kinmi_sake_3.jpg"></figure>How did you identify the story of KINMI sake? What made you decide that this story, in particular, should be shared on a global scale?&nbsp;Mike Peng: I met Nao Kohara when I first moved to Tokyo in 2011. He was still working at a venture capital firm then and I remember talking to him about his love for sake. It was only a few years later when I learned that he had left his job to start a new sake brand! In fact, I remember I used to go to the Farmer’s Market over the weekend to visit his booth.I knew that one day, I wanted to tell the story of Nao and KINMI. First of all, for someone like Nao — an incredibly successful Japanese business person who graduated from Tokyo University and Stanford Business School — to quit his job and pursue his passion was incredibly rare, especially in Japan. Not to mention, creating a new sake brand in an industry that’s steeped in traditions must have been really tough.How did he do it? Why did he do it? How was KINMI going to be different? What was he trying to achieve?I felt that trying to uncover the answer to these questions could inspire many people around the world looking to start something new.&nbsp;<figure class="image"><img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/kinmi_sake_1_d597ccdf1c.jpg" alt="kinmi_sake_1.jpg"></figure>What did you learn while making this film?&nbsp;While filming "KINMI," I was really struck by how deep the relationships were between Nao, the sake breweries, the brew masters, the rice farmers, the local fisheries, the restaurants, and everyone else within the ecosystem. There was a sense of shared purpose and camaraderie — we all care so much about what we do and we want to create the best product or experience that we can. That pride in the craft is something that I feel is harder and harder to find these days in business, and it was so palpable while making this film.&nbsp;&nbsp;Is there a particular moment or idea that resonated with you when filming "KINMI"? I’m sure you have great behind-the-scenes stories too!&nbsp;I don’t know if it’s one singular moment, but throughout the filming, I kept thinking to myself, “Wow, everything needs to be so precise!” To make unpasteurized or unfiltered sake is no small task. Everything needs to be done at the right “fill in the blank” — the right temperature, the right humidity, the right timing, etc. And if it’s not, the sake will not live up to its full potential. As with many behind-the-scenes videos, your appreciation and understanding for the craft definitely elevates all aspects of the final product.<figure class="image"><img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/kinmi_sake_copy_05e93730c9.jpg" alt="kinmi_sake_copy.jpg"></figure>If you could have a conversation with someone who watches the film for the very first time, what would you want to discuss with them?Even though Moon Media has only created two films so far, I’m already starting to see some common themes that really excite and interest me. In both the Kamiyama and KINMI films, I feel that there’s another way to do business — it doesn’t have to be just for money and it doesn’t have to just be “do good” charity work. There exists a “third way” where there’s harmony in profit and purpose, leadership and community, business and creativity, humanity and nature. Although I’m sure this exists all around the world, I find that there’s a higher percentage of this happening in Japan. I’m hoping that these stories can not only inspire the rest of the world, but also spark a conversation on how we might do this in our own parts of the world.&nbsp;<figure class="image"><img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/kinmi_sake_f1ad038571.jpg" alt="kinmi_sake.jpg"></figure>What action do you want the audience to take after watching "KINMI"?&nbsp;From an organizational perspective, I hope that people and businesses will really think deeply about what their purpose is in the world (beyond making money) and how they can collaborate more with other parties who share that same purpose.From a personal perspective, I know that entrepreneurship isn’t for everyone, but I hope that everyone spends at least some time in their life thinking about what new value they can create in the world that is purposeful and brings joy to their life.&nbsp;<blockquote>"I hope that everyone spends at least some time in their life thinking about what new value they can create in the world that is purposeful and brings joy to their life."</blockquote>What’s next for Moon Media? Do you have any updates about "Kamiyama"? Is there another film in the works?&nbsp;I’m excited to share that we submitted "<a href="https://www.mooncreativelab.com/stories/moon-media-launch">Kamiyama</a>" to several film festivals and it was the Official Selection to many of them including: <a href="https://hollywoodshortsfest.com/">The Hollywood Shortsfest</a>, the <a href="the San Jose International Film Festival">San Jose International Film Festival</a>, <a href="https://docswithoutbordersfilmfest.com/">Documentary Without Borders</a>, and the <a href="http://sfshorts.com/">San Francisco Short Film Festival</a>!We have several ideas for future films and are beginning the planning process for them. As of now, we’ve focused a lot on the intersection of business x creativity x Japan, but we also want to add “sustainability” to that intersection and have a few stories that we think will be incredibly inspiring!&nbsp;---We hope that our second Moon Media film, "KINMI: Brewing the Future of Sake," inspires you as much as it did the Moon team. Continue to share the gift of storytelling and inspiration within Japan with your friends and family, too. We hope you all enjoy it! <a href="https://www.kinmi.mooncreativelab.com/">Watch "KINMI: Brewing the Future of Sake" here.&nbsp;</a> &nbsp; *Editor’s note:&nbsp; One of the regions featured in "KINMI" is Noto, a small coastal town located on a peninsula projecting north into the Sea of Japan. At the heart of Noto lies its well-known fisheries and fishing villages, which are so significant that Nao partnered with the region’s oldest fish market to create a box set including KINMI’s Noto sake. The film credits Japan’s unique regions for “creating” its own sake, with food and environment contributing to the sake’s flavor. Noto is a perfect example of that as the community’s livelihood, culture, and most integral product is weaved into its distinctive sake.Sadly, the Noto Peninsula has been heavily impacted by the multiple earthquakes that occurred in early January. It is one of the worst affected areas and much of it has been destroyed. To show your support for the Noto communities, please consider donating to the <a href="https://www.jrc.or.jp/english/donate/">Japanese Red Cross Society</a> or <a href="https://www-pref-ishikawa-lg-jp.translate.goog/suitou/gienkinr0601.html?_x_tr_sl=ja&amp;_x_tr_tl=en&amp;_x_tr_hl=ja">Ishikawa Prefecture’s official website</a> to help with relief efforts. &nbsp; &nbsp; &nbsp;<hr>Moon Media is a division of&nbsp;<a href="https://www.mooncreativelab.com/">Moon Creative Lab Inc</a>., a venture studio that powers the creation of new businesses for Mitsui &amp; Co., Ltd. and beyond. Moon Media was created to help showcase inspiring stories of people and places that fall at the intersection of creativity x entrepreneurship within Japan. We know that many of these inspiring stories exist throughout Japan, but they are often difficult to find and hard to access. Our goal is to uncover these hidden gems so that we all can nourish our creative souls and begin turning inspiration into innovation.

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<h3>Meet the 16 global startups that joined our incubation program in Fall 2023.</h3><hr><figure class="image"><img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/Boost_group_89f5006e5a.png" alt="Boost group.png"></figure>&nbsp;In July 2023, Moon Creative Lab launched three new programs: <a href="https://www.mooncreativelab.com/spark">Spark</a>, <a href="https://www.mooncreativelab.com/boost">Boost</a>, and <a href="https://www.mooncreativelab.com/orbit">Orbit</a> to help organizations and individuals unlock their creative potential to start new businesses. For the first time, we opened our doors to entrepreneurs around the world, inviting participants to join our in-person 3-6 month intensive early-stage incubation program, Boost.We received applications from a range of industries and spanning more than 10 different countries. After a rigorous review and interview process with Moon leadership, we selected 16 startups to leverage Moon’s talent, and each other, to help build for traction, receive real feedback from customers as quickly as possible, and potentially earn funding at Moon’s Demo Day in April 2024.<h3>&nbsp;</h3><h3>Moon Welcomes Boost’s Fall 2023 Participants&nbsp;&nbsp;</h3>Since October, Boost participants have worked together with Moon Mates to build on their ventures and develop their skills as founders. We’ve seen product pivots, company rebrands, customer discovery, and countless other experiments to find market traction and build products that customers love.&nbsp;As we prepare for the end of this Boost cycle, Moon will be offering select teams the option to extend their incubation period with us for another 3 months as a prerequisite for Demo Day in April.&nbsp;We want to extend a sincere congratulations to all of the entrepreneurs, ideas, and startups that have been a part of the first Boost cohort:&nbsp;<h3>&nbsp;</h3><h3>From Individual Entrepreneurs</h3><a href="https://delight.fit/">Delight</a> is a call center automation and personalization service with a multilingual phone bot. Delight launched in October 2022 by its founder Hiroyuki Anno.DEW is an eco-friendly cleaning supplies subscription service. Founder Yuka Usami launched its first product, aq, in September 2023.&nbsp;<a href="https://dotsfor.com/">Dots for Inc.</a> offers information access to rural Africa. Dots for Inc. was established in October 2021 by its founder Carlos Oba.Fankey/ Xylocopa is a fan activity data management system. Founded in September 2022 by Yamaguchi Kiminori.&nbsp;<a href=" https://www.hyouka-ai.com/en/top">Hyouka</a> is an AI and camera based survey using hand gestures. Founder Aki Kutvonen launched Hyouka in 2021 and moved to working on this project fulltime in 2023.Loyal (formerly known as MCM) is blockchain based music copyright management. MCM is founded by Yusuke Sunakane.&nbsp;<a href="https://matchhat.com/landing">MatchHa</a>t is a platform to help filmmakers find talent and collaborators . The idea for MatchHat began in 2017 and development began a few years later together with teammates in 2020. MatchHat is founded by Soraya Umewaka, CEO, together with co-founder Sheenan Tenepre, Tech Lead.<a href="https://www.menux.jp/">MenuX</a> is a digital platform for sports and entertainment merchandise. Founder Eri Koyano has been working on MenuX together with her cofounder since 2022.&nbsp;Minute Style is a marketplace that curates daily outfits suggested by personal stylists using their existing wardrobes. Founder Eri Kobayashi has been working on Minute Style since December 2019 and launched the beta in 2020.<a href="https://voice-ping.com/">VoicePing</a> is a virtual office with real time translation. VoicePing is founded by CEO Nakajima Akinori, CEO, and Jack Nguyen, COO. VoicePing has been in production over the past 18 months and has gained over 2,000+ daily active users.WhyMe/Insaight is an AI based consulting platform. Founder Takayuki Suzuki has been working on WhyMe/Insaight since early 2022.&nbsp;<h3>&nbsp;</h3><h3>Entrepreneurs From Mitsui</h3>Carbon Mileage is an awards program for energy efficient airline travel. Founder Junya Fukui joins us from the Americas Energy BU.Eureka is an educational program focused on space. Founder Naoya Shiraishi was a previous Spark participant and encouraged to apply to our Boost program. Shiraishi joins us from the Educational Tech BU. &nbsp;<a href="https://yukiobata.wixsite.com/my-site">ISSHO</a> is a software platform for employee engagement. Founder Yuki Obata has been working closely with Moon in the months leading up to the Boost application after successfully pitching the idea during Moon’s Design Challenge for Mitsui x Moon.&nbsp;<h3>&nbsp;</h3><h3>Ideas and Startups From Mitsui Business Units (BUs)</h3>Agritech is a sensor tech to help sustainable farming. Agritech’s team includes Alberto Takayama and Yoshihiro Katsuyama deriving from the Mobility I &amp; II &amp; Food BU.UpWaste is a digitized waste management platform. Founder Aris Munandar was a previous Spark participant and encouraged to apply to our Boost program. Munandar joins us from the Mitsui Indonesia BU. &nbsp;<h3>&nbsp;</h3><h3>From Boost to our Orbit</h3>No matter how far founders travel with Moon, they will always be a part of our Orbit! We believe that building a thriving startup takes ongoing support from a network of supportive individuals, and that’s why we built our entrepreneur community, Orbit. All Boost alumni will be invited to develop their skills at our networking events and encouraged to participate in Orbit, even if they are not selected to continue their incubation period at Moon.Be sure to check out <a href="https://www.mooncreativelab.com/en/orbit">www.mooncreativelab.com/orbit</a> for the most up to date events! &nbsp;&nbsp;*These were the idea/business descriptions at the time of writing this article. Entrepreneurship and new ventures, by nature, are constantly evolving, so these descriptions may change along the journey.* &nbsp;

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In recent years, with the strengthening of international efforts to address global warming and achieve carbon neutrality, green transformation (GX) startups have emerged to the point where there are an estimated 3,000 climate-focused companies today.In a recent episode of Moon Creative Lab's regular online event, "Moon Talk!,” we asked Toma Yamasaki of <a href="https://e-dash.io/">e-dash Corporation</a> and Yusuke Toyoda of <a href="https://www.digitalgrid.com/">Digital Grid Corporation</a> about the secrets to building successful GX-focused products and organizations.<h3>Key Learnings</h3><ul><li>Focusing on the decarbonization domain</li><li>Overcoming challenges in product development</li><li>How to realize a big vision and involve stakeholders</li><li>Funding and hiring</li></ul><hr><figure class="image"><img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/image6_8c7e31356f.jpg" alt="image6.jpg"><figcaption>President of e-dash Corporation, Toma Yamasaki (left) and president of Digital Grid Corporation, Yusuke Toyoda (right).</figcaption></figure>Yusuke Toyoda joined Digital Grid in 2018 as a founding member and has served as president since 2019. He previously worked at a securities company after graduating from university, where he was involved in financial product structuring and mega solar development and investment.Toma Yamasaki was stationed in Silicon Valley after working for Mitsui &amp; Co., on the development and mergers &amp; acquisitions of electric power and other infrastructure businesses. After spending about five years in Silicon Valley, Yamasaki was in charge of venture investment and business development in the clean tech field there.Facilitated by Masahiro Kunieda, Business Lead for sustainability at Moon, this Moon Talk! provides unique perspectives from both Toyoda and Yamasaki as entrepreneurs and in-house entrepreneurs, or “intrapreneurs.”&nbsp;&nbsp;<h3>Focusing on decarbonization as an entrepreneur and intrapreneur</h3>Kunieda: You both are working in the decarbonization area as an entrepreneur and an internal entrepreneur. Why did you decide to focus on this field?Toyoda: I had been focusing on the field of renewable energy since I was in a university research lab, and I had been conducting research with the idea that it would be interesting if, in the future, electricity could be colored (for the purpose of identifying the electricity to be used) and exchanged freely.I wondered if the same kind of rapid evolution that occurred in the field of telecommunications would also occur in the energy field. I was focused on the enormous potential of renewable energy, which is said to be 200,000 times the amount of electricity generated on Earth, and was conducting research with the goal of creating a world where people do not have to worry about energy.My mentor Dr. Abe started the company with me. When he was a student, he enthusiastically promoted research on digital grids as a specially-appointed professor in the Social Cooperation Course. Currently, he is engaged in hardware development, etc. while serving as Representative Director and CEO at DG Capital Group Inc. I deeply sympathized with the vision of "supporting renewable energy to create the future 30 years from now," which President Toyoda had been talking about for years with a twinkle in his eye. So, it was a natural progression for me to get involved in GX.<blockquote>"I want to enjoy new things and work towards winning because it is an immature industry.” -Yusuke Toyoda&nbsp;</blockquote>Yamasaki: Since joining Mitsui, I have been involved in power-related business development within the Project Division, where I have the opportunity to notice major trend changes.I was stationed in Silicon Valley for five years starting in 2015, where I invested in and developed joint ventures with startups in the green tech and climate-related fields. This was a major catalyst for starting a business within the GX field. &nbsp;<h3>Overcoming challenges in product development</h3>Kunieda: Although we are in the same field, our starting points for product development are slightly different, one from the deep-tech side and the other from the software side. Can you tell us about the challenges you faced in product development and how you overcame them?Toyoda: Currently, we are developing software that will deliver weather-sensitive renewable energy to various companies, but at the beginning of product development, we were making hardware to control electricity in order to freely exchange power. We have developed hardware that can use electricity from storage batteries, and have also worked on demonstration projects for the Ministry of the Environment.Around 2016, blockchain became a hot topic, and we expanded our efforts, believing that if we could combine blockchain technology with hardware to track and control it, we could realize our ideal vision.Later on, we experienced a situation where our resources were dispersed among products that included all the functions of hardware, blockchain, and AI, but we did not have enough resources to push through each of these areas. Based on this process, we are now focusing on AI and software development.Yamasaki: Since the initial conception of the product, we have developed the product without changing much from the theme of "energy consumption data management" as the main framework.President Toyoda might say that we are following the textbook (laughs), but we are proceeding with development by receiving <a href="https://www.mooncreativelab.com/ja/boost">support from Moon</a>, creating prototypes, listening to user feedback, and continuously developing the product while facing the pain points of customers. <img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/image4_567d28b84a.jpg" alt="image4.jpg"> &nbsp;Kunieda: In one word, what is the secret to overcoming barriers in product development? We asked you to write it down on the flipboard. President Toyoda, please begin.&nbsp;<img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/image5_ca94fc9900.jpg" alt="image5.jpg"> Toyoda: I wrote “calmness and passion.” We are proceeding with our business with a strong passion to realize a world in which people can freely exchange electricity. To create innovation, we certainly need to push the accelerator to the limit with such passion.On the other hand, it is also necessary to judge logically whether or not it is feasible as a business, separating it from our passion, and we feel that the level of difficulty is extremely high. In fact, there was a time several years ago when I could not find the right balance. Even now, I am trying to figure out how to create innovations that become businesses while maintaining the conflicting attitudes of passion and practicality.One thing I try to do to keep my composure is to listen to the opinions of trusted colleagues. I try to listen to objective opinions while keeping my own vision unwavering.Kunieda: Thank you very much. President Yamasaki, your turn.<img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/image2_c9dca46cf5.jpg" alt="image2.jpg"> Yamasaki: I wrote “confirmation bias,” a perfect match for President Toyoda (laughs)!When starting a new business from scratch, I think there is a lot that can be driven by the strong belief that there must be a need.On the other hand, once I start running vigorously, I try to calmly look at the situation and verify it, even though I have my own conflicts. It is challenging, but it is something I still cherish.&nbsp;Whatever it is, I want to do it! I feel that it is difficult because it starts with "I want to do it!” &nbsp;<h3>How to realize a big vision… and involve stakeholders</h3>Kunieda: President Yamasaki, as an operating company under Mitsui, and President Toyoda, as a corporate organization receiving numerous investments, how do you involve stakeholders in order to realize your big vision?Yamasaki: We operate as a subsidiary wholly owned by Mitsui &amp; Co and are working with various partners through internal connections to develop our clientele.We have the support of an established company as Mitsui &amp; Co., and are receiving back-office support in the areas of personnel systems, accounting, and settlement of accounts.On the other hand, as a trading company, we did not have personnel specializing in product development, so we are hiring people who can write code. Also, due to the nature of SaaS, we are managing our organization by gathering people who can handle customer success, field sales, and other tasks.<blockquote>"This is the most interesting industry and I want to make it exciting together.” -Toma Yamasaki</blockquote>Toyoda: In the case of Digital Grit, we have a total of 60 shareholders, of which only one is a venture capital company and the majority are large corporations. We have a very large number of stakeholders, and sometimes nearly 100 people gather at shareholder meetings!With regard to the diversity of our stakeholders, to become the one and only platform of its kind in Japan, we have a policy of having multiple companies participate rather than just one company within one industry.In addition, we gave those who invested in the project access to our code, logic, and other information at the time, and adopted an open innovation approach in which we received opinions as we proceeded.Kunieda: Now, what do you feel are the advantages of both startups and in-house startups from each other's point of view? We asked you to write on the same flipboard. President Yamasaki, please begin. <img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/image3_92e0f87458.jpg" alt="image3.jpg"> Yamasaki: "Partners.” Seeing the way President Toyoda is proceeding, I feel that it is a great advantage that large corporations, as shareholders, can be both customers and partners in building businesses.As written in Practical Theory of New Business by Yoichi Aso, the founder of Alpha Drive, the difficulty in spinning out from a large corporation to create a business is fundraising. From this point of view, I feel that having the support of many partners is a very big advantage for us.Kunieda: Thank you very much. Now, President Toyoda, please begin. <img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/image1_83d4330a7c.jpg" alt="image1.jpg">Toyoda: "Strong and new game.” In talking with President Yamasaki, I think that starting a new business from a company with a long history is like a game where you can start the battle with a high-level weapon from the beginning.For example, we can develop products with Moon's support and deploy back-office know-how. I feel that the ability to utilize and customize such assets is a great strength.For people who create something from zero to one in a startup, there are some inefficiencies, and even a single HR system needs to be built over time. If we can take the know-how we have developed over our long history and turn it into something optimal, it would be a great weapon.<h3>&nbsp;</h3><h3>On fundraising and hiring</h3>Below are questions from the audience that the panel answered.What is the best way to hire reliable engineers? Yamasaki: It is important to hire the first excellent product manager. From there, it will be easier to hire all the way through.Do you have any advice on fundraising for each stage? Toyoda: It is important to fulfill the promises and milestones at each stage, one by one, and even if stage advancement is not always possible, it is important to explain the causes and next steps to be taken and proceed. &nbsp;&nbsp;Moon Talk! will continue to deliver information on innovation in companies, stories of startup founders, and deep-dives into design and technology, all of which will be useful for future business strategies and new business creation. Check out upcoming events from Moon at <a href="https://www.mooncreativelab.com/orbit">https://www.mooncreativelab.com/orbit</a>.&nbsp;

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<a href="https://www.voox.me/">VOOX</a> is a platform that offers a curated collection of bite-sized audio content for lifelong learning. Content is narrated by the author in order to accurately convey and express what they intend. This can sometimes be quite difficult to achieve when read by someone other than the author themselves. Founder Hong Guihua shares why she decided to create VOOX and the impact her company is looking to create.<h3>In this blog:</h3><ul><li>“I like books but I’m unable to read them.”</li><li>Right plan, wrong content</li><li>Keeping authors authentic</li><li>Connecting authors, editors, and publishers</li><li>Bringing authors and readers together</li></ul><hr><figure class="image"><img src="https://moon-website-prod-images.s3.us-west-1.amazonaws.com/image1_2b52554b2b.jpg" alt="image1.jpg"><figcaption>Hong Guihua launched VOOX in May 2020 and released the application in 2021. &nbsp;</figcaption></figure><h3>“I like books but I’m unable to read them.”</h3>I have always been interested in audio services for two main reasons:<ol><li>While I like books and think they are important, I found myself unable to read them. Especially difficult books; if it is a classic or a book with complex content, it is very difficult to read, let alone understand.</li><li>When I was stationed in Indonesia back in 2016, I had to drive to work for two years. I had spent a lot of time driving and audio content was a crucial means of consuming information for me. I had always used different forms of audio content, including radio, and I had a strong interest in audio services such as audiobooks, news delivered by voice, audio lectures on economics at Peking University, and so on. &nbsp;</li></ol>However, compared to the U.S. and China, Japan had hardly any audio content other than radio. The only thing that existed were podcasts for learning English. There were so few options!&nbsp; I thought that offering a variety of audio content in a different format would grow in Japan. When I had learned about Moon's open call for new business ideas, I started thinking about my idea and how I might commercialize it. I refined my idea, pitched it to Moon and upon acceptance was transferred to Moon where I had launched the VOOX website in the summer of 2020.&nbsp;<h3>Right plan, wrong content</h3>At first, there were only three people on the VOOX team and we didn't have any background knowledge on how to create content. But the important things we wanted to do back then are the same as what we want to do now: provide content that could be listened to within 10-minutes, organize the information so that it’s easy to navigate, and make learning easier and more accessible to everyone.&nbsp; Initially, we tried to create 100 10-minute segments of content focused on the theme of economics, something we thought everyone would like to learn more about. But it turned out that it wasn't interesting content for listeners. Our planning was right, but the content itself just wasn’t interesting enough. It proved impossible to listen to such long content all the way through. I decided to look for an editor. Then I met Fumio Iwasa, the current editor-in-chief of VOOX, who has 30 years of experience in book editing and is also a former editor-in-chief of the Harvard Business Review. Together, we reviewed the world view and editorial policy at VOOX and arrived at the current format, a series of six 10-minute episodes, which allows us to offer a variety of topics.&nbsp;<h3>Keeping authors authentic</h3>At first, we tried to make 100 episodes, but we soon learned that even if we divided the episodes into 10 series, the content would start to overlap in the middle of the series. For this reason, we decided to limit the number of episodes to six.&nbsp; We prepared a landing page and recruited about 120 users to test it out. On that page, we provided three recorded samples:&nbsp;<ol><li>A narrator reads the trend summary articles published by VC.</li><li>A narrator reads their own summary of the book <a href="https://www.amazon.co.jp/Blitzscaling-Lightning-Fast-Building-Massively-Companies-ebook/dp/B0791239V7/ref=sr_1_2?__mk_ja_JP=%E3%82%AB%E3%82%BF%E3%82%AB%E3%83%8A&amp;crid=3D4QYFT3EFJB2&amp;keywords=blitz+scaling&amp;qid=1695110423&amp;sprefix=blitzscaling%2Caps%2C151&amp;sr=8-2">BLITZSCALING</a>.</li><li>The book <a href="https://www.amazon.co.jp/%E8%B5%B7%E6%A5%AD%E3%81%AE%E7%A7%91%E5%AD%A6-%E3%82%B9%E3%82%BF%E3%83%BC%E3%83%88%E3%82%A2%E3%83%83%E3%83%97%E3%82%B5%E3%82%A4%E3%82%A8%E3%83%B3%E3%82%B9-%E7%94%B0%E6%89%80-%E9%9B%85%E4%B9%8B/dp/4822259757">The Science of Entrepreneurship: Startup Science</a> is explained by the author himself.</li></ol>The recordings with commentary by the authors themselves achieved the best results, much more than the others.&nbsp; Option 3 was originally listed as "commentary by the author," whether the content was read by a third-party narrator or by the author. But after qualitative interviews with users about their impressions and the extent to which they remembered the audio content, we learned that the users who chose “commentary by the author themself" were the ones who reportedly retained the most information. When creating audio content, our goal is to try and preserve the author's authenticity as much as possible. We prepare a simple bulleted list of questions for the author to address at the time of recording instead of providing a script for them to read. We don’t edit the recordings, although we sometimes re-record any mistakes. This method seems to work well for not only the user, but also the author.&nbsp; It really helps the authors to organize their thoughts. As a matter of fact, there is even a newly published book based on the content of a VOOX talk. The author, who had no intention of writing a book, realized that he could turn his audio content into a book after talking about it at VOOX. We connected the author with a publishing company, which eventually led to the publication of his book. With an increase in such cases, we have come to realize that VOOX is beginning to produce new benefits not just for authors and listeners, but also for editors and publishers.&nbsp;<h3>Connecting authors, editors, and publishers</h3>Originally, the main objective of VOOX was to have authors read and comment on their own content in audio form. However, every time we spoke with the authors, they would digress and tell stories that went beyond the books in discussion. Then I tried asking authors to not only talk about the applicable book, but also about the entire topic or subject. By doing so, we developed brand-new audio content, which further developed into new publications. One time, an author was writing a book and got a little stumped, so he decided to try and overcome his writer’s block by talking about it on VOOX. That author happened to be our editor-in-chief, but we used VOOX as a place to reinvigorate his inspiration and perspective.&nbsp; Sometimes an author will use it in that way, and other times, they'll have a topic that they've been trying to write a book on, but have neglected it for a long time. So, they'll talk about it on VOOX as a way to refresh their ideas.&nbsp; When you think about it, there are a number of advantages for editors to work with VOOX – it’s a place to learn about authors who are not yet widely known. It’s a place to relieve authors of stumbling blocks and dead-ends and a place to stimulate planning and ideas. It’s a place to discover new authors. And, of course, a place to promote books. In fact, more and more people are contacting us organically. When we find a good book and contact the publisher, the publisher, in turn, contacts us to ask what we think about the book. We are also hearing more from people who are interested in the books that have been published on VOOX. I am very happy to say that in our third year, we are gradually expanding our relationships not only with authors and editors, but with publishers as well.I was happy to hear one of our editors say, "I wasn't sure where I could transfer my book editing skills, but now I know that I can use them in this kind of situation.” I was excited to hear that he thought VOOX could be a new way to apply his skills.<figure class="media"><oembed url="https://vimeo.com/859211849"></oembed></figure><h3>Bringing authors and readers together</h3>Nowadays, the number of people who read books is decreasing rapidly. I don't want this to continue, so I hope VOOX can become a service that can create synergy with books. We did not set out to replace books, but to introduce them. On top of that, we are trying to create a deeper connection between readers and authors. We are currently reaching more people by making VOOX content available on Amazon’s Audible. On the other hand, we think that for fans and listeners of a particular author, even 60 minutes of content isn’t enough, so we are trying to create more ways to deepen the communication between authors and readers. The "pre-publication book club" was one of the ideas we came up with to address that issue. Learn more in the video below (in Japanese).<figure class="media"><oembed url="https://vimeo.com/859212188"></oembed></figure>Because of the coronavirus pandemic, we had never been able to hold an offline event before. But when we held our first in-person event to meet authors, it was more exciting than we had ever imagined. I remember that the authors were very lively because readers came to the events. We plan to do more of these events in the future. Since audio content is a niche market, we are always thinking about ways to make it more widely known. With a Japanese magazine, if 50,000 people know about your business, you can say that everyone knows about it to some extent. Or if the book is on the shelves of a bookstore, you can feel a sense of response. We are still creating content one by one, thinking about how we can create a similar outcome with VOOX.&nbsp;*This article was originally written in Japanese and has been translated and edited for clarity.<hr>VOOX launched its <a href="https://www.voox.me/">website</a> in 2020, followed by its app (<a href="https://apps.apple.com/jp/app/voox/id1546175303">iOS</a>, <a href="https://play.google.com/store/apps/details?id=me.voox&amp;hl=en&amp;gl=US&amp;pli=1">Android</a>) in 2021. A book’s worth of knowledge is narrated directly from leading experts from various fields, including Taizo Son, Dai Tamesue, Ken Kusunoki, Shu Yamaguchi, and others. New series are available for free for two weeks after its release. In June 2023, VOOX began providing content to Audible, the world's largest audiobook and audio content production and distribution service. On June 27, an event was held to celebrate the publication of Surrender Theory with former professional baseball player and current business coach, Yuhki Takamori. In July, VOOX also held a pre-publication reading of Maturity Theory with Dai Tamesue. Follow VOOX on <a href="https://twitter.com/VOOX_jp">X (formerly Twitter)</a> for the latest news and useful knowledge from each series. &nbsp;

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Brewing Sustainability: Tommy Sekiguchi's Quest for Sustainable Coffee Consumption in Japan

Translating Challenges Through Empathy

International Women's Day at Moon: Lighting the Way to a Brighter Future

How a Two-Day Workshop Helped a Business Focus on a Better Solution

Transforming Struggle Into Success: Empowering Moms in Business

Moon Wins PRIDE Gold Award

Moon Media Launches Second Feature Film: KINMI Sake

Moon Creative Lab Congratulates Our First Boost Cohort

Creating the Future of GX: Tips From an Entrepreneur and an Intrapreneur

Books as an Experience: How Author Narration Drives Listener Engagement

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Moon Opens Doors to Palo Alto Startup Community

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