Responsible Success: The Japanese Way

Tokugawa period also called the Edo period, (1603–1867), the final period of traditional Japan, was a time of internal peace, political stability, and economic growth. This period also saw political stability, business model Innovation coupled with social responsibility at its peak. Driving these changes were the class of top-tier merchants known as Omi Shonin (近江商人). These very successful merchants formed a group of around 100 villages and would travel the length and breadth of the country selling their merchandise including mosquito nets, textiles and, local produce. They would also on their way back collect merchandise from other regions and introduce them to their local population. The Omi Shonin created a very successful national network of shops across Japan. By the end of the Edo period, the Omi Shonin had become one of the most successful merchants.

These merchants had a unique business philosophy of SANPO YOSHI. The Omi Shonin were traveling merchants and them being accepted and acceptable to the communities they traveled were vital for their success. This led to building long-term, trusting relationships and ensured success in their transactions and trade. They ensured that commercial transactions benefitted all stakeholders and not just themselves. 

Courtesy: Social Innovation Japan.

Benefits were split into 3 kinds.

• Urite Yoshi （売り手よし） — Good for the SELLER
• Kaite Yoshi （買い手よし） — Good for the BUYER
• Seken Yoshi（世間よし） — Good for SOCIETY

Their deep knowledge of success drivers, a factor of local communities and, the necessity to give back were very strong. They built schools, bridges and pay taxes in some cases for the poor families. Omi Shonin displayed exemplary responsibilities of corporate citizenship and built strong trading and ethical business practices.

Today’s business models and the way of doing good business by being good to the societies one operates in is imperative, given the immense challenges our societies and humanity is facing.

The Omi Shonin could act as a guide to truly bring in transformation and not become a mere photo-op towards CSR responsibilities.

Marketing and sales could don the role of championing the societal activities in communities one does business and attains success and not only in the communities one operates from given the modern-day digital business models. 

Leadership that drives businesses with stakeholder wellbeing shall always find light in business successes. The communities would then be more deep-rooted to the businesses and their services and products. The very same communities would then partner in sustainable businesses than a mere fly by night operator we witness, with a motive of profitability alone. 

The Omi Shonin was living proof of Lyn Good’s saying “Our highest priorities are safe operations and the well-being of the people and communities we serve”.