Mogic thinks

With a combination of a small number of people + software + servers and robots.
We are promoting a new era of company management.
I hope to share some of the process in this section.

Representative Director Yoichi Yamane

Combining branding and marketing

Branding and marketing are two business terms that we tend to casually mention.

Surprisingly, it is a peculiar thing that I cannot explain its definition or use well.

It's not something you can hold in your hand, and it's not something you can see, so it's hard to convey, but here's how Mogic explains it

Branding: Showing what you want to show and not showing what you don't need to show

Marketing: something that is casually placed in the recipient's line of sight.

A clear example of branding is theme parks, which are designed so that no living apartments are visible in order to maintain the world view.

Marketing is the gum next to the cash register at the supermarket. It's the place where you get bored waiting for the cashier and think about buying some, come to think of it.

However, the two are not relative, and it would be nice if they were blended well.

In the case of a theme park, branding is used to create a world view, and marketing is required to place the merchandise section near the entrance and exit.

And since both terms are ongoing ing, we need to think about how to capture the fact that our perceptions change over time.


A story about not knowing what you want to do

In talking with many interns, I have often encountered the concern that they have not yet found what they want to do in the future, or that they have too many things they want to do to decide.

I don't think there's any need to rush into anything, so I just comment that I hope it will be decided soon.

I once heard about this from someone who is famous for teaching job hunting.

I told him, "Based on my experience, 90% of people don't know what they want to do. That's normal," he said.

I felt that this situation was similar to something, and in retrospect, I found it to be similar to "people who want to start a business.

"I want to start a business, but I haven't found what I want to do yet.

The bottom line is that it is quite difficult to pick something and choose to focus on it when you have a lot of discretionary freedom.

If your only option is to get a job, and you have to choose between 10 companies, it might be simpler.

If you only have three business models and you have no choice but to start a business now, it may be easier to make a decision.

If you assume that you can freely choose the timing and direction, you will begin to struggle to focus in the next moment itself.

So if we dare to think that our choices in life are limited, we can naturally reduce the effort of focus.


Game-like UX

As I was working on the PS5 and Switch games, I remembered that the NES had two buttons.

It has a simple structure with a single cross key on the left and A and B buttons on the right.

The game screen is also flat, and the story is one-directional.

It's like a different era now, with high quality 3D polygons, no loading, an open world, and online collaboration.

The NES was released in 1983, the Super NES in 1990, and the PlayStation in 1994, so we are talking about 40 to 25 years ago, and whether you think this is a while ago or a long time ago depends on your perspective.

If we trace the same period of time in business, it seems like a blink of an eye since the introduction of computers in offices around the time of the bubble economy and the beginning of the Internet connection until today.

I didn't work during that period, though, and the reason it seems so short is probably because the changes don't seem as drastic as in the game.

The accelerated growth of semiconductors, exemplified by Moore's Law, has allowed us to express ourselves in games in a wide variety of ways.

You can choose your gender, age, and clothing, and there are plenty of non-human settings to begin with.

Not only can you tailor your comments and atmosphere to fit your character, but you can also freely search for people you like.

The company's operations are also not directly subject to Moore's Law, so they won't change as quickly as games, but I imagine that the UX (user experience) will be similar to games.

It's the same in that you can work alone or collaborate with someone else, and games are more advanced in terms of motivating you.

However, not all of them need the complicated controller operations of a console game, but will rely on the fun and continuity of the game as the occasion demands.


Inventing the New

I can see how things get old over time.

T-shirts start to fade, the water heater breaks down and stops working, and the toner in the printer starts to fade.

However, unlike objects, it is difficult to judge whether our way of thinking itself is getting old or new.

Whether the idea is old-fashioned or not will also depend on what you subjectively base it on.

In this section, we will measure oldness only in terms of "effectiveness".

An example that is easy for working people to understand is learning to speak English.

More than ten years ago, there were only a few ways to learn English.

Do you want to learn from books, listen to CDs or the radio, go to classes, watch DVDs, or make friends who speak English?

Nowadays, with the spread of technology, there are more options than ever before, including Youtube, foreign news sites, video services such as Netflix, online English conversation, pronunciation evaluation applications, and automatic translation for online meetings.

If the same person invested the same amount of time in learning, he or she would learn more "effectively" with a combination of current options than a decade ago.

In that respect, there is room for new ways of thinking about learning English.

Things seem to be continuously connected from new to old, but in my way of thinking, I feel that we need to invent newness itself.


Unexpected love of data

This may come as a surprise to you, since Mogic's appearance tends to show looseness and creativity, but we are quite fond of data.

My motto is "I don't have target numbers or plans, but I definitely accumulate data on results.

One reason may be that we have a large number of engineers who are strong in databases.

There is a dashboard of logs for all the various tools in the company (sales, marketing, projects, HR, finance, etc.), as well as regular meetings, mistakes, problems, and future projections, all normalized in a spreadsheet and kept for years.

If you use PowerPoint, Word, or e-mail, it will take a lot of time and effort to look back at what you did in the same month last year, so it is important to format your data so that you can skewer and analyze it.

We are also logging homemade games that are played in conjunction with in-house online chat to see how they are doing.

I wondered if it would be better to post real-time activities in the chat, or if having an event with prizes would increase the response by 170%.

There is also a lot of analog-like data, such as a photo gallery for every year since the company was established, a record of monthly events, articles on lectures conducted in the past, and a record of sweets ordered.

Isn't it tedious? But I never get tired of it.

I think it's probably because I like to try new things and I don't want to do something I've already done once in the past.


How to create a dollar cost averaging, branded service

One very simple investment method is the dollar cost averaging method.

According to Wikipedia, "One of the investment methods for financial products such as stocks and mutual funds. It is also called the fixed amount purchase method. When purchasing financial products, the funds are not purchased all at once, but are divided into equal amounts and invested regularly and continuously. This method is used for long-term investments to control risk and obtain stable income. If the dollar cost averaging method is used in a rising market, the average unit purchase price (as compared to the initial lump-sum purchase) becomes much higher, which has the disadvantage of reducing returns. It is not suitable for investments that aim for high returns on products that move rapidly because the timing cannot be precisely measured.

For example, instead of buying 5 products each month, it's like getting only what you can afford for 10,000 yen.

Of course, if the price per product goes up, what used to cost 5 for 10,000 yen may now cost 2.

If the product drops in price, you can reverse the process and get 8 for 10,000 yen.

Rather than buying all of them at once, we diversify the risk by spreading out the purchase period, which can be used when the market is likely to rise in a moderate trend over the medium to long term.

We've been using this idea a bit wildly across the board to secure resources for creating our own services.

It is suitable for those who want to use their own funds to gradually make sales and develop their own brand of services.

Designing and developing programs for clients is directly related to sales, so it is the organization's highest priority resource allocation.

However, if we are a little greedy and want to create our own branded service at the same time, how should we allocate our resources?

During the initial launch period, you can devote a certain amount of resources to the branded service.

However, since client projects come and go in waves, we tend to repeat the cycle of "working on the service or not" in proportion to that, and eventually we tend to take things with a grain of salt, saying "we're not getting any results, so let's see what happens.

Therefore, we apply the dollar cost averaging approach here.

If you set up a schedule of how many improvements you should make each week, you will run out of time when you are busy and you will get stuck mentally.

If you buy books regularly, it's like piling them up when you're busy and suffering from the weight of them.

Control the number and difficulty of the tasks according to the amount of time you have left, not the number of pieces.

When I am busiest, I do very little.

When I have time, I usually do it.

We'll keep doing this for a long time.

The key is to never stop.

The disadvantage of this is that you have to closely observe the status of all members (not to mention their busyness, level of proficiency, blossoming potential, timing of life, etc.) before deciding on assignments, which greatly increases management costs.

If we can develop a method to compress even that, this will become one of the most reliable methods.


Computing power in one hand.

I once had a supermarket expert share with me the secret of their assortment.

I apologize for my vague recollection, but ...... said that it is not enough to only have products that sell well, but you must also have products that sell only occasionally, otherwise overall sales (number of visits to the store, number of purchases, etc.) will drop.

The products located around the perimeter from the entrance are the ones that sell well, such as vegetables, fish, meat, drinks, and bread, while the ones that do not sell well but are important are the seasonings and canned goods in the center.

I remember feeling that even though it was a supermarket made by people, it was kind of like an ecological balance.

It's not something that can be measured by a single measure of product sales, but rather a whole that is made up of various things that play their own roles here and there.

I would like to quote a hypothesis that touched on such an exquisite balance in the environment around us.

You live with 200,000 species.
Your home is an ecosystem. - You live with 200,000 species.

He believed that the loss of biodiversity would also "hurt" the human immune system, causing it to malfunction.

The most direct stepping stone to such thinking was the hypothesis and series of studies that chronic autoimmune diseases are related to overly clean and hygienic living.

This "hygiene hypothesis" was first proposed by David Strawn, an epidemiologist at St. George's Medical School, University of London, in 1989.

omission (of middle part of a text)

Hanski, Hartera, and von Hertzen believed that exposure to a wide variety of organisms in the environment, in the house, and on the body must play some role in keeping the peacekeeping pathways of the immune system functioning properly.

Without the opportunity for such exposure, the immune system reacts by producing IgE antibodies, which cause inflammatory reactions to various antigens that are not actually dangerous, such as dust mites, chrysalis cockroaches, mold fragments, and even self cells.

If children are not sufficiently exposed to wildlife, the regulatory pathways will not play their role.

Allergies, asthma, and other problems - that's what they thought. It was an exciting hypothesis, but one that needed to be tested.
They thought...

The theory is that the body's immune system, which has been built on the premise of being in contact with a wide variety of living things, can be thrown out of balance by an environment that is too clean for its own good.

Whether this is really the case or not remains to be verified, but even so, I feel that the relationships between living things and between living things and their environment are often complex and difficult to understand.

There is a wide range of scales, from nano to meter, and the flow of time is also different.

We have been able to simplify and handle things that would otherwise be difficult to understand.

However, with the increasing computing power in our hands, tracing and deciphering intricate things will become the norm in the future.


Things that never change

Even with the Corona disaster, my impression from watching them during lunch break is that they are still doing what they like.

There were groups of people playing online games on the Switch, eating ice cream, enjoying conversation, reading books, making DIY desks, and putting up tarps on the roof.

Naturally, the rules for coronary infection control should be strictly followed.

There are many people who work short hours, so the time they go home varies, some go home on time, some work a little overtime.

People say that I've been busy lately, but I guess I feel busy compared to a few years ago when I used to spend two hours on a lunch expedition or play baseball at the park in the evening.

When I asked an employee who joined the company a year ago what he thought of the company, he said

"Lots of non-work related books and updates."
"We spend a lot of time, energy and money on non-work related things.
"The interior is often changed.
"Loose with time.
"Everyone in the company is looking in the same direction."
"Everyone goes home together.
"A culture of small talk."
"There's a lot of internal media, or history, or records."

He listed many of them.

I'm still trying to figure out how I should take it, but it seems that the atmosphere hasn't changed since ten years ago.