Oisix CFO Nakagawa Tetsuya (中川 徹哉) positions M&A driven by social issues as a routine means of achieving growth and discusses the practice of PMI, using the integration of シダックス into the group as an example.
M&A aimed at addressing social issues in the food sector is increasingly being positioned as a routine business tool amid the industry’s recent consolidation. Drawing on his experience dating back to his time at a securities firm, Nakagawa Tetsuya (中川 徹哉) noted that M&A, including overseas acquisitions, has become a prerequisite for business growth.
The company’s M&A strategy has two pillars: “expanding existing areas” and “entering new areas.” The former means expanding B2C food delivery, while the latter involves entering new fields such as mobile sales and food-service operations. He stressed the company’s commitment to selecting group companies without losing sight of its focus on addressing social issues.
The most difficult aspect of PMI is integrating people and cultures. The company has used mechanisms such as its Kizuki feedback-box system to gather frontline input and make rapid improvements. He spoke about the importance of promoting talent from within the group and maintaining close dialogue between the frontline and management, so that frontline feedback is translated into action rather than remaining mere information.
Going forward, the company aims to grow around B2C and B2B as its two pillars while considering a third pillar that includes overseas expansion. In particular, it recognizes that overseas expansion of Japanese food faces obstacles in differences in market size, financial resources and speed, and indicated that it will proceed with practical preparations.
Amid its long-term growth strategy, including overseas expansion, he stressed that M&A itself is not the objective. Rather, it should be viewed as infrastructure for achieving the company’s objectives.