Hayato Taki
Oyama Sales Office
Hokkaido, Tohoku, Joushin-Etsu Region Domestic Sales Dept., Sales Div., Metalworking Solutions Company

Mitsubishi Materials’ tools, which serve as indispensable instruments at auto- mobile, aerospace, and other manufacturing sites, are also the lifelines that support these industries. Contributing to the future of manufacturing by provid- ing high-quality tools is the mission that I have worked on in sales since I joined the company seven years ago.
It sounds cool to put it this way, but sales is a rougher job than one would expect. As I am in charge of a wide range of customers, from small family-operated factories to large corporations, understanding the businesses of each company and their potential needs is rather difficult. There were times where they would not listen to what I had to say when I visited them. Realizing that I would not be able to start without first getting people to trust me, I began paying frequent visits to customers.
Once I built up relationships to the point where customers would consult with me thanks to these frequent visits, I found out that I was not prepared with the techniques to solve my customers’ issues. That is why I hammered into my head information on our products, a range of 37,000 items, and implemented optimal proposals. Sales followed naturally, which led to me becoming more confident as a salesperson.
Mitsubishi Materials’ Metalworking Solutions business committed to “solution sales to manufacturing sites” in the Medium-term Management Strategy 2031. I have noticed that no matter how good the product is, customers will not choose it if it is not the optimal solution Mr. Taki tries to respond quickly to internal and external inquiries. He says that this is because, “People will not be moved if I cannot convey how serious I am. I want to convey how much effort I am putting in by responding with a sense of speed.” for them. The goal of transitioning from “product sales” to “solution sales” also emerged.

When I was involved in the development of a special tool for manufacturing engine components after receiving an order from my customer, an agricultural machinery manufacturer, around a year and a half ago, I realized firsthand the inability to progress with my power alone. This customer had been using our tools for a long time, but as time went on, they began requesting tools with higher performance and longer lifespans. The development of this tool became a competition due to a series of new product proposals from competitors. The requirements for this tool were complicated as engine components are ultra-precise components. Furthermore, there were even strict requirements for the tool’s lifespan, making the situation unmanageable for a single salesperson such as myself.
The breakthrough came from the existence of the technical center, which provides comprehensive tool solutions, and my colleagues responsible for tool design and development. We spent around six months continuously thinking together about how we could develop a tool that has a long lifespan and achieves efficient and highly precise processing. I visited the customer multiple times together with engineers from the technical center, and repeatedly carried out analysis and simulations on machining that would be compatible with the machining equipment being used by the customer. As a result of these efforts, we were able to develop the optimal tool for the customer. When the tool was adopted, I felt relief from the bottom of my heart at the fact that we were able to maintain our relationship with the customer. Furthermore, this experience confirmed to me that Mitsubishi Materials’ unique strength, which is not possessed by competitors, is the collective power of Mitsubishi Materials Group.

One thing that I want to accomplish for the company is making Mitsubishi Materials into a company where customers say, “You have much momentum.” I believe that aggressive companies that cultivate new markets, explore new customers, and continue to take on the challenge of creating innovative products will increase competitiveness naturally and be able to adapt to changes in the market. To do this, I first want to increase my presence. What I want to focus on is having a broad perspective. While listening to other salespeople and attending monthly sales meetings, I want to absorb the latest examples of solutions and knowledge about technologies and constantly upgrade myself to engage with customers. In the future, I want to become the driving force behind the company’s growth by utilizing the insights and experience cultivated through contact with customers and actively participating in the departments responsible for management and sales strategies.