Senoh develops advanced sports equipment and infrastructure, supporting athletes and communities while driving innovation in performance, safety, and training worldwide.
Thank you for taking the time to speak with us today. To begin, could you tell us what you find most compelling about Japanese manufacturing, particularly from your perspective at Senoh?
Certainly. I believe the strength of Japanese manufacturing lies in its technical precision, attention to detail, and commitment to innovation in design. At Senoh, we’ve long focused on incorporating these traits into everything we produce. We develop our products in close collaboration with our customers, responding directly to their feedback and evolving needs. This approach enables us to maintain high quality while continuously improving.
Take our basketball systems, for example. They’re built to last for decades. Once installed, they require only periodic maintenance, and even then, we provide reliable repair services to keep them functioning. The durability and longevity of our products are key differentiators for us and a source of pride. This long-term reliability is why many government bodies and municipalities continue to choose our equipment year after year.
Japan’s aging population presents challenges for both market size and workforce development. How is Senoh addressing these two pressing issues?
You’re absolutely right—Japan’s declining birthrate and aging population inevitably mean a shrinking domestic market. In response, we are shifting our focus toward developing equipment and products tailored to senior users. These include low-impact exercise machines and wellness-focused equipment that support healthier aging. While our primary market is still domestic, we see growing potential for exporting these senior-targeted products, particularly to countries that will soon face similar demographic challenges.
In terms of workforce, yes, hiring and retaining skilled personnel is becoming more difficult. To address this, we’re actively working on streamlining our operations—digitizing manual processes where possible and focusing human resources on areas that require creativity or craftsmanship. This hybrid model helps us increase efficiency without sacrificing quality. That said, many younger people are still attracted to manufacturing, especially when they know our equipment is used in international competitions or endorsed through global certifications. The prestige and purpose of our products help attract talent.
Do you foresee more automation in your production process in the near future?
To an extent, yes. Certain processes are still heavily reliant on manual labor due to their complexity, such as on-site inspections, repairs, and installations. However, wherever possible, we’re digitizing these procedures. Our goal is to reserve human labor for tasks that truly require a personal touch or problem-solving capabilities, and gradually automate the rest.
With regard to your product line, you mentioned a particular focus on equipment for seniors. Could you elaborate on which machines are in highest demand?
Yes, we’re seeing significant demand for health-oriented machines like treadmills and stationary bikes—not so much for strength training, but for promoting cardiovascular health and mobility. Stretching equipment is also gaining popularity. We tailor these machines for the elderly by offering extremely low resistance levels—starting from as little as 10 watts—to ensure they can be used safely and comfortably.
Are you incorporating any emerging technologies like AI into your fitness equipment?
Not at this point. While some overseas competitors are aggressively introducing AI and advanced digital features, we’re cautious about overcomplicating our machines—especially for senior users. Many devices on the market today are feature-rich but underutilized because users find them too complex. Our philosophy is to keep it simple and intuitive, including only the features that are genuinely needed.
Are you currently exporting these senior-focused products?
Not yet. Our international exports are still largely limited to our competition-grade sports equipment, such as volleyball systems that have been internationally certified. These are used at tournaments and events around the world. As for fitness equipment, we’re just beginning to explore opportunities for global expansion, particularly in Asia. We have distributors in Southeast Asian countries like the Philippines and Thailand, and we’re working closely with them to assess local needs and introduce suitable products.
Who are your primary customers overseas? Are you targeting institutions or consumers directly?
Overseas, our business is conducted through local distributors. These partners sell mainly to educational institutions, gymnasiums, and sports organizations. Our volleyball equipment, for instance, is commonly used in schools and at competition venues. We don’t deal directly with end users internationally; instead, our distributors manage sales and installation in their respective markets.
What has been the impact of joining the Mizuno Group on your business operations?
Becoming part of the Mizuno Group has brought significant benefits. Mizuno has an extensive customer base, and we’ve gained access to new markets through that network. Additionally, Mizuno’s R&D capabilities—particularly in athletic gear and performance—complement our expertise in equipment manufacturing. There are instances where their research uncovers needs that can’t be addressed through their own product lines, especially for machines or structural equipment. In those cases, they turn to us, and we develop the necessary solutions. So, it’s a very synergistic partnership.
Prior to the merger, you were competitors. Has that changed your internal culture or strategies?
Yes, we were direct competitors in some areas. But now that we’re working together, we’re able to complement each other’s strengths. We can now approach clients and markets that we previously couldn’t reach. The integration has created a multiplier effect, expanding both our reach and capabilities.
Currently, your products seem to be focused on the B2B segment—schools, competitions, sports facilities. Are there any plans to move into the B2C space?
That’s something we are actively exploring. Mizuno is very B2C-focused, while Senoh has traditionally been B2B. However, we’re seeing increased interest from individual customers, and some competitors are already selling similar products directly to consumers online. We’ve started offering certain smaller items via our website for personal purchase, but many of our products are large and require installation, which complicates direct-to-consumer sales.
That said, we are working on redesigning and downsizing some of our training equipment—such as benches and racks—so they can be used safely and conveniently at home.
Among all the products Senoh has developed, is there one you’re especially proud of?
Yes—our earthquake-resistant system for ceiling-mounted basketball goals. This is particularly relevant in Japan, where seismic activity is a constant risk. We developed a safety mechanism that can be retrofitted to existing structures or installed with new systems. It works much like a seatbelt—detecting sudden motion and preventing equipment from falling. It’s a vital safety feature, especially as gymnasiums often serve as emergency shelters. We believe this product plays an important role in preventing accidents and saving lives.
Do you see this earthquake safety technology being used outside of Japan—perhaps in other earthquake-prone countries?
That’s certainly a possibility. We’re already exporting to over 50 countries, mainly through local distributors. While we haven’t identified a specific market for the earthquake-resistant systems yet, Southeast Asia—with countries like the Philippines and Indonesia—is a likely candidate due to similar seismic risks. We’re gathering feedback from our partners in the region and evaluating where our safety products could make the most impact.
Finally, as President, what is your vision for Senoh’s future before passing the baton to the next generation?
My first priority is to solidify our position in Japan. In the past, we expanded too quickly into unfamiliar areas and encountered some setbacks. Now, we’re focusing on strengthening our core business and market share. Once we’ve done that, we can look to expand our offerings to other sports and product categories.
Another major goal is to successfully expand overseas. Currently, all our manufacturing is based in Japan. But if we can establish overseas production—possibly through joint ventures with local partners—we can scale much more effectively. That’s something I’m committed to pursuing.
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