Page 10 - Kirin Holdings Teaching Note

the CSV philosophy which underpinned the vision of the

company.

Change would not be fast but it would be costly.

Over the period of the 16MTBP more than ¥1trillion was

allocated for investment in creation of intangible value,

growth of existing businesses, and the establishment and

promotion of new businesses bridging Pharmaceuticals and

Food & Beverages.

Isozaki also wanted to move into the craft beer sector which
he saw as a growing area both domestically and

internationally. Consequently, he followed on from the 2014

acquisition of a local Japanese craft beer brewer by opening

craft beer pubs in 2015 firmly focused on the profile of a

younger customer 20-30-year olds.

The next area for Isozaki’s attention was Health Products

and to aid its development he established the Business

Creations Division (BCS) under his direct supervision

producing a line of joint collaboration products with unified

branding.

One objective was to create new businesses especially in the

field of preventative medicine.

The Group’s operations covering both food and

pharmaceuticals positioned it to create value and address

social issues by combining its specialties in fermentation

technology and biotechnology.

The achievement of 16MTBP was dependent upon the
restructuring which resulted in the company achieving all its