In the spring of 1967 a striking change occurred in the Tokyo Branch. The Branch was busy with people entering and leaving the office before the start of business, but during the day it became almost impossible to see anyone in the office.

And telephone reception of the many phone calls also changed. All calls were answered in the same voice "this is Kobayashi Pharmaceutical, the makers of Anmerts." Everyone wore brand new dress shirts bearing the brand Anmerts embroidered on the chest, with the employee's own name together with the company name. This all began with a campaign to promote Anmerts. Displaying an employee's personal name together with the company name was part of an effort to instill a sense of even greater personal pride and responsibility on the part of employees in their jobs.

After several month this "Anmerts fever" spread even to Osaka and western regions. As with Tokyo, a new atmosphere took hold which was completely different from that of other companies in the surrounding region.

At the head office in Doshomachi and in each of the branches almost no one was in the office during the day. But at night the ambience suddenly changed. Employees returned brimming with confidence as they reported their results for the day. And when they had finished, they then met and discussed their schedules for the following day.

These discussions and meetings were held almost every day within the company, incubating new ideas one after another, which would then be implemented the next day. This energy on the part of the employees came from their efforts to place the new product Anmerts, which Kobayashi Pharmaceutical had launched on March 16 of that year, in as many stores as possible and to sell as much of the product as they possibly could.

During the latter part of the 1950s and the early 1960s, Kobayashi Pharmaceutical had built its business strategy as a company that seemed to emphasize its wholesaling division over everything else. Nevertheless the manufacturing division played an indispensable role within the company. Kobayashi Pharmaceutical had an excessive dependence on its existing products Hakkiri and Tamushi Chinki and was under both internal and external pressure at this time to develop a product that would constitute a new pillar within the company.

One of the advantages of Anmerts was the use of a rubber cap that was of the company's own design, to apply the liquid preparation in the container. Most medicine of this type used an aerosol application, but Kobayashi Pharmaceutical deliberately did not choose this method of delivery, and instead conducted a thorough study of its shortcomings, in order to create a design that was efficient and economical. Anmerts was a product that could be applied easily to any part of the body, and would not be visible or cause irritation wherever it was applied.

The company devoted almost all of its employees to the Anmerts campaign, and not just the marketing division. The campaign plan was designed by the current chairman Kazumasa Kobayashi, who at the time was a director and the head of the planning office (and also served as the manager of the advertising section). In April of the previous year he had returned from studying at Columbia University in the United States, and he was able to utilize this experience to launch an innovative new campaign throughout Japan.

During the development process employees were repeatedly asked for their opinions, and 400 consumers were monitored prior to launch of the product. Various opinions were obtained, which were studied internally to achieve several improvements.

At the start of sales Kobayashi Pharmaceutical targeted its market, and focused its advertising, public relations and sales promotions activities. Television commercials were concentrated along the Pacific Ocean belt, and in no time the brand recognition of Anmerts increased. A further characteristic of these activities was the participation by all employees. From POP competitions to stacking competitions, to uniforms and name-cards bearing the product name, all employees took part in delivering samples, in store campaigns and in a variety of events that took place at various sales locations.

In this manner packages of the new product appeared in drugstores and apothecaries throughout Japan.

The new product took off quickly and market share grew in almost no time. The campaign was a major success, and since this was a campaign in which all employees participated, their reaction to the campaign differed from others. Their efforts to promote sales of Anmerts were not the result of having been ordered or commanded. Rather they had succeeded in their own tasks, which they had thought of and implemented themselves. This made their enjoyment even greater.