Hello, I’m Somemiya from GP. This time, we interviewed Fujiwara, a skilled event producer at our company, about his work techniques. He continues to secure repeat orders from global companies and national clients, so we decided to explore his methods!

Q. Can you tell us about your background?

I studied architecture at university, though I didn’t graduate (laughs). What I learned back then still influences my work today. There are many similarities between events and architecture; both involve “creating a world.” The ability to intuitively assess space—like positioning, color schemes, ergonomics, and distances—comes from my architectural studies.

Q. What books or movies have influenced you?

They’re mainly movies. I still watch them with my kids. Two stand out: Nausicaä of the Valley of the Wind (which I watched in 6th grade) made me think, “What a cool female protagonist!” Top Gun, which I saw in 9th grade, inspired me with its depiction of superb teamwork, making me want to become part of a similar group.

Q. Who or what has had a significant impact on your career?

The person who influenced me the most was a boss I had when I was seconded to an advertising agency in my mid-20s. My approach to sales is fundamentally based on what I learned from him. Back then, I was young and a bit too outspoken, but he often scolded me, saying, “Read the room, time your words.” Many Japanese people value emotions and atmosphere over logic, so creating the right atmosphere is crucial in a business setting. For example, in a project involving dozens of stakeholders, differing opinions may arise. If you confront them head-on, it can ruin the atmosphere and increase uncertainty in the project. I learned from my boss how to skillfully incorporate opposing views, while maintaining a positive atmosphere.

Q. What do you focus on when producing events?

Events are something that you build together with the client. It’s fair to say that the depth of the relationship with the client determines the success of the event. However, the words clients say are not always their true feelings. For instance, they might say, “This is good,” but not actually think so. However, their true feelings often show in their expressions and gestures. I focus on not missing these signs, and when I realize that their words aren’t genuine, I try to uncover the real meaning behind them. 

For ongoing projects where a strong relationship is already in place, there’s no need to read between the lines. However, with new clients or projects won through a competitive bid, where the relationship hasn’t yet been established, my first priority is building trust.

Q. Any secrets to gaining the client’s trust?

Winning over the main point of contact is crucial. In most projects, the main contact person has upper management above them, holding various decision-making powers. Therefore, I consider the position and organizational structure of the main contact and work together with them to make it easier for them to persuade their internal team. People tend to trust those who put in effort on their behalf, right? By working diligently, I believe we can build a strong trust-based relationship.

Additionally, I repeatedly practice presentations before delivering them. I read the proposal out loud, carefully adjusting aspects like where to seek empathy, add pauses, add points of humor, as well as the overall flow. Without this practice, I wouldn’t be able to present with confidence. I believe clients can easily notice whether or not you have confidence. It’s all about following the right process, and diligently preparing for the presentation.

Q. What do you prioritize in client communication?

Speed is everything. When I was just starting out in my 20s, I made speed a priority in my work, and I was told, “You’re handling a lot, but you’re quick on your feet.” That mentality has been ingrained in me ever since. For example, in soccer or basketball, a faster dribble increases your chances of scoring, and in heart surgery, the speed with which a doctor stitches can save lives. Our work is no different—speed is valuable in every aspect, from project planning and production to estimated creation, responses in business chats, emails, instructions, and brainstorming ideas. Given my role, I often delegate tasks, and I trust those who tend to respond quickly. The faster the exchanges in emails or business chats, the closer you feel to the other person, and the more you can manage your time. At GP, I feel that this sense of speed has become part of our culture. We have also been receiving more feedback from clients saying, “GP is fast and reliable.”

Q. Can you share an example of building a strong client relationship? 

For a certain IT conference, we have earned trust and continued to receive repeat orders by consistently offering unique presentations each time. If a conference is the same every year, participants can become bored, and the sense of novelty fades. That’s why we always stay on top of the client’s challenges and market trends, ensuring that we introduce differences in the presentation and finer details.

For example, during the COVID period, we set up a temporary 3D CG studio in a hotel ballroom for the sake of streaming. When in-person attendees were allowed again, we incorporated elements like concert-style lighting and camera work that emphasized the presence of a large audience, adding a creative touch to the experience.

Q. What are you most interested in in the future market?

Inbound tourism. Nowadays, when I visit a convenience store on Harajuku’s Takeshita Street, near our office, it’s packed with foreign tourists. My favorite yakitori and ramen restaurants are also bustling with foreign visitors. Observing this, I always think that if there were staff who could speak foreign languages and recommend products for us, sales would skyrocket. If 80% of Japanese people could fluently speak English, business would definitely evolve, and the event industry would be no exception.

In fact, the number of inquiries we receive in English is growing faster than those in Japanese. If the members at GP become able to communicate in English, it would make a significant difference—and this change isn’t far off; it’s something that can happen in just one or two years. I’ve actually been studying English using a subscription-based app for the past two years, though I’m not quite fluent yet (laughs). But I envision myself being able to speak English intuitively, and give presentations in English three years from now. If we can align on nuances, our trust with overseas clients will also grow!

GP Staff: Hirotaka Fujiwara