Blending 235 years of tradition with innovation, Kamada Soy Sauce brings authentic Japanese taste and sustainable dashi-based sauces to the modern kitchen.
For the past eleven years, Japan has experienced record-breaking growth in food exports, reaching JPY 1.45 trillion in 2024. Alongside this, the global popularity of Japanese cuisine continues to rise, with the number of Japanese restaurants overseas now exceeding 200,000. Additionally, Japanese culture—particularly anime—has gained widespread international appeal. What do you think is driving this surge in global interest in Japanese culture and cuisine?
The first factor is likely the unique approach to Japanese cooking. In Western cuisine, cooking often involves heating and mixing ingredients. However, Japanese cuisine places great emphasis on time-intensive processes, such as fermentation, which can take several days or even longer to develop the depth of flavor in a single dish.
The second reason is health consciousness. Japanese cuisine tends to be lower in oil and fat, allowing people to enjoy more food without excessive weight gain. One key reason for this is the role of umami, which is derived from amino acids and nucleic acids that create a rich, satisfying taste. Unlike Western dishes that often rely on fat, salt, or sugar for flavor, umami allows for a lower calorie intake while preserving the pleasure of eating delicious food.
The third factor is cultural experience and setting. Japanese food is often best enjoyed in a traditional Japanese environment, such as a restaurant with a deep-rooted history and an atmosphere that enhances the dining experience.
I believe these three elements—Japanese cooking techniques, health benefits, and cultural experience—are the key drivers behind the growing popularity and increased sales of Japanese cuisine worldwide.
While Japanese cuisine is gaining popularity overseas, domestic consumption is steadily declining. Over the past twenty years, soy sauce consumption in Japan has decreased by 30%. What do you believe are the key factors driving this decline in domestic consumption?
The first and most obvious factor is Japan’s declining population—fewer people naturally lead to lower overall consumption.
The second reason is a dramatic drop in individual consumption. In the past, people engaged in more physically demanding work, requiring higher calorie intake. Today, with more jobs being office-based, daily activities often involve sitting at a desk, emailing, and attending meetings, which reduces overall food consumption compared to previous generations.
Another major shift is that fewer people cook at home. With the abundance of restaurants and readily available prepared meals in supermarkets and convenience stores, home cooking has become less common. Some of our own employees have even mentioned that cooking for themselves feels unnecessary when they can easily buy high-quality ready-made meals anywhere in Japan.
Finally, changing dietary habits have played a role. Japanese food is no longer the sole staple of daily meals. The influence of Western and other international cuisines, such as hamburgers, French fries, Chinese, and Korean food, has diversified eating patterns. Many of these dishes do not use soy sauce, further contributing to its decline in consumption.
These factors combined—population decline, reduced physical activity, convenience-driven dining habits, and the rise of non-Japanese cuisines—explain why soy sauce consumption in Japan has decreased by 30% over the past two decades.
You mentioned that one of the key drivers behind the rise in Japanese food exports and its global popularity is its health benefits. What are the specific health benefits of your soy sauces, and how do they enhance the flavor of special dishes?
Soy sauce originated as a byproduct of preserving raw agricultural materials for the winter months. Historical records trace its first mention back to around the seventh century, when it was known as hishio. At the time, it was simply the liquid that dripped from salted food during fermentation.
In early spring and late winter, when food supplies ran low, people would sip from the fermentation basins out of necessity—and this was the beginning of soy sauce as a seasoning. Given its origin as a byproduct of fermentation, soy sauce carries hundreds of fragrance substances, a feature that has offered unparalleled enjoyment to any type of dish from sushi to court cuisine in France.
Another essential element of Japanese cuisine is dashi, a broth rich in umami—primarily amino acids and nucleic acids—which can be described as the very essence of life. By consuming dashi, people experience the joy of receiving life itself. It's not just about flavor—it’s about appreciation and respect for the ingredients. One of the joys of Japanese cuisine, in fact, is how it celebrates the seasons by making use of fresh, seasonal ingredients paired with carefully chosen seasonings like soy sauce and dashi.
This is exactly what inspired the creation of Dashi Soy Sauce in 1965. Interestingly, it was born from the suggestion of a female employee, who noted that using udon soup stock made it easier to prepare delicious simmered dishes quickly—a thoughtful innovation for busy housewives at the time. Dashi Soy Sauce blends two of the most essential components of Japanese cooking—soy sauce and dashi—into one versatile seasoning that brings out the best in seasonal dishes.
Some of our customer-chefs at traditional Japanese restaurants in Tokyo adopt our Dashi Soy Sauce instead of standard sushi/sashimi soy sauce. This means if, for example, your sashimi, sushi, or other food material isn’t at peak freshness, this blend can help elevate both the flavor and aroma, transforming the overall experience into something far more enjoyable.
You also mentioned Japan’s aging and shrinking population, which is not only leading to a declining consumer base but also pushing Japanese companies to look overseas for growth opportunities. How is your company navigating these demographic challenges, and what new opportunities do you see emerging as a result?
Yes, that's true. In trying to enter overseas markets, first we believe that listening is more important than talking when engaging with customers especially in overseas markets. Japanese people are naturally good listeners, a trait that sets us apart in business interactions. When I worked with my American colleagues in the U.S., I noticed a stark contrast—people there love to speak. We often joke that they have two mouths and one ear, whereas in Japan, we probably have three ears and half a mouth.
Our sales team regularly travel to the U.S., France, Singapore, and other Western and Asian countries to engage with local Japanese restaurant owners, distributors, and end consumers. My key instruction to them is to ask three fundamental questions: what are their favorite products, how do they use these products in their restaurant or household, and why do they choose those specific products and use them in that way? There is always a deeper reason behind their choices, and by understanding these motivations, we can better serve their needs and refine our approach.
When it comes to our dashi soy sauce and other products, we believe the key lies in balancing authenticity with localization. Most of our offerings fall within a refined section of the flavor spectrum—primarily centered on umami and soy sauce. Japanese consumers are highly attuned to subtle variations in taste, much like how sake connoisseurs distinguish nuances within what might seem a narrow range compared to wine. While non-Japanese customers may initially find these flavors more understated, we see it as an opportunity to share the depth and richness of authentic Japanese seasoning, while also adapting to local palates in thoughtful and meaningful ways.
Our strategy is to bridge this gap. While Japanese consumers naturally appreciate slight differences, we recognize the need to make these nuances more accessible and enjoyable for international audiences. First and foremost, it’s important to preserve the essence of Japanese cuisine, while thoughtfully adapting the flavor, usage, and packaging to suit the preferences of different cultural regions. By listening first, we can better understand local tastes and more effectively introduce Japanese cuisine to those who are less familiar with it.
Over repetitive communications with local distributors and end users, we have found some of our products with rather strong characteristics such as Garlic Dashi soy sauce, Chili Dashi soy sauce, and Ponzu soy sauce gain popularity as "more accessible and enjoyable".
Speaking of your overseas operations, you produce halal-certified products in Indonesia, tailored to meet local cultural and dietary preferences. How do you approach adapting your products for international markets, and which regions do you see as having the greatest growth potential in the coming years?
We evaluate overseas markets using the CAGE framework, which considers culture, administration, geography, and economy.
Culturally, we look at affinity and culinary compatibility. The key is whether our strengths can be appreciated and well-received by local customers. When I was in the U.S., I conducted blind taste tests with friends to see how our sauces were received. I found, for example, that Indian consumers were the least likely candidates for our products because their bold, spice-heavy cuisine does not traditionally rely on soy sauce or umami flavors.
Administration refers to geopolitical stability and openness to foreign businesses. It comes down to factors like the maturity of the country’s legal system and business practices, as well as how easy it is to conduct transactions at the private sector level. Some countries are easier to navigate than others when it comes to building relationships and expanding operations. The advanced legal systems in countries like the United States and Australia, as well as the diligent business practices in Taiwan, are all viewed very favorably from the perspective of us Japanese manufacturers.
Geography plays a role in logistics and distribution challenges. This affects how efficiently we can export and deliver products. The economic factor considers market size and purchasing power.
From a CAGE perspective, the U.S. remains our top priority for international growth, followed by other strong economies in Asia, such as Singapore, Thailand, Taiwan, and South Korea. I have recently felt forced to exclude mainland China due to political instability. The business climate there can shift rapidly between being friendly and hostile, and such unpredictability makes long-term strategy difficult.
As you expand into the U.S. and Southeast Asia, which market segment do you see having the highest potential—B2C customers purchasing for home use, or B2B customers, such as restaurants and food service businesses?
These two segments—B2C and B2B—serve different strategic purposes. To establish a strong brand presence and gain a foothold in the market, we need to engage directly with end users. However, when we talk about the end user, we must take a targeted approach, as different consumer segments have distinct needs and preferences.
While it may seem politically incorrect to say this, we recognize that marketing strategies should be adapted based on the audience. For example, our approach would differ when targeting a Caucasian male or female in the U.S., Christian consumers, the Asian community, or even cooking versus non-cooking males. Each demographic and ethnographic interacts with food and cooking in unique ways, requiring a tailored strategy.
For brand building, the key is always one-to-one communication with the end user—this is one of the three core disciplines of the Kamada business. Unlike mass-market brands, we are a small, local company, and our strength lies in personalized engagement rather than broad, mass communication.
When it comes to B2B customers, we prioritize working with Japanese and Asian distributors in the U.S. market. These distributors have a deep understanding of both the upstream and downstream aspects of the business. Upstream, they are familiar with manufacturers and brands of condiments and food ingredients, while downstream, they understand end-user preferences and consumption habits. This makes them ideal partners, as they bridge the gap between producers and consumers, allowing us to better navigate the market.
How is Kamada approaching the sustainable use of natural resources while maintaining the quality and tradition of its soy sauce production?
At Kamada, sustainability isn’t a recent trend—it’s been an integral part of our philosophy for decades. As early as 1987, we became the first soy sauce maker in Japan to introduce paper cartons, marking a pioneering step toward more eco-friendly packaging and responsible resource use.
Since then, we have also developed three products with the goal of reintroducing biomass into the food cycle. Around the world, biomass waste is a growing concern, and our approach aims to reduce that waste by repurposing organic materials. This initiative reflects what we call a ‘Mottainai’ business operation—a spirit of ‘what a waste,’ rooted in deep respect for all life forms and the belief that nothing should be discarded without purpose.
One example is our top-grade button mushroom "Tokachi Mush" which is grown in Hokkaido using horse manure from Bamba horses, one of the largest horse breeds in the world. These horses require large amounts of straw bedding, which must be cleared and replaced daily, generating significant waste. Inspired by agricultural practices in the Netherlands and France, where used horse manure and straw are repurposed to cultivate mushrooms, we adopted a similar method in 2009. This process allows us to reuse biomass efficiently, putting it back into the food system while also producing high-quality compost after mushroom cultivation. The resulting compost is particularly beneficial for carrot and wheat farming in Hokkaido, which in turn supports horse feed production, creating a sustainable circular agriculture system.
We have also applied this “Mottainai” waste reduction philosophy to another product. Every year in Hokkaido, large numbers of salmon return to lay eggs and, after spawning, die naturally, leaving behind tons of unused biomass in late autumn. To address this, we collect these salmon and transform them into sakebushi (salmon fushi)—a fermented, dried fish product similar to katsuobushi (skipjack tuna flakes), but made from salmon instead of skipjack tuna.
In 1998, we partnered with Edoya to become the first company to develop sakebushi. Interestingly, Hokkaido residents, who consume a large amount of salmon, prefer the salmon dashi soy sauce, whereas people in other regions in Japan lean toward the traditional skipjack tuna-based version. Hence "Salmon Dashi soy sauce" has been our best seller in Hokkaido area for over twenty years.
Even another "Mottainai" initiative we’ve undertaken is finding new ways to repurpose fish byproducts for animal feed. We use three types of dried fish flakes—salmon, skipjack tuna, and blue mackerel—to create the umami base for our products. However, after extracting the umami, we realized it was a waste to simply discard the remaining fish byproducts, as they are still rich in minerals, protein, and fiber.
To put this biomass back into the food cycle, we developed a fish-based powder, which we supply to chicken farmers. This enriched feed helps them produce higher-quality eggs, which are highly valued in the market for their enhanced taste and nutritional benefits. This approach allows us to reduce waste while adding value to the agricultural industry, making it another effective way to promote sustainable resource use.
I’d like to discuss Kamada’s brand image both in Japan and overseas. Many customers have an emotional connection to soy sauce, whether through taste, tradition, or accessibility. For example, Kikkoman is widely available internationally and is often perceived as an affordable and accessible choice, while Shibanuma soy sauce is associated with traditional craftsmanship and artisanal quality. What kind of brand image do you want customers to have when they think of Kamada soy sauces?
As described earlier, we prioritize "one-to-one relationship" with the customer, I would like our customers to think of our soy sauce as their family’s soy sauce. In the Japanese market, many of our users associate our products with the familiar taste of their mother’s or grandmother’s cooking. They don’t think of it as Kamada’s taste—they see it as their own family’s tradition.
Because of this, we are careful not to make our branding about us. Instead, we focus on them and their connection to flavor. Our role is to preserve and protect their taste for generations, ensuring that the flavors they cherish remain a part of their lives.
This year, your company is celebrating its 236th anniversary—a remarkable milestone. Let’s imagine that we return in four years for your 240th anniversary. By that time, what goals or ambitions would you like to have achieved, and what message would you like to share with the world?
At our 240th anniversary, we'd love to see more and more persons happier using our product and services, by making one person happier at a time. One of our major goals—though not tied directly to our 240th anniversary—is to significantly expand our overseas business. Currently, our sales are heavily weighted toward the domestic market, but we aim to raise the international share of our sales to around 30% of the total. In the future, we want Kamada products to be available in major cities across key countries. By fulfilling this mission, we'd be witnessing our non-Japanese managers and employees take pride in talking to their happy families and friends who enjoy Kamada products in their home countries "This is my job!"
Finally, as the core of our business operations, we have understanding that true happiness comes from bringing joy to others, and that Japanese cuisine—made with our products—can be a way to achieve that. This philosophy is deeply rooted in Yamato-damashii, the Japanese spirit. It’s not about personal ego or individual gain, because I believe our purpose in life is to find happiness by making those around us happy. That should be everyone’s life mission.
I feel incredibly fortunate to have been born and raised within this cultural mindset, where it is deeply ingrained that true fulfillment comes from contributing to the happiness of others. Japanese cuisine reflects this belief—it is a shared experience, one that brings people together. For me, it’s a victory if I can genuinely bring happiness to even one person, whether that’s through any form of Japanesque experience e.g. an On-Sen hot spas experience, food, or forming friendships with Japanese people. I feel honored to be living in Japan at this moment in history, and I truly believe that even as a small company, we can make a meaningful difference to one person at a time.
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