Anmerts medications had been a core product for Kobayashi Pharmaceutical since before the war. The new Anmerts, however, was a completely different product from the previous preparations, and its main ingredients included glycol salicylate, menthol and chlorophyll amine maleate.

Initially this new Anmerts was a product sold exclusively through Kobayashi Belt Selling (KBS). KBS was organized in 1965 to increase the sales of Kobayashi Pharmaceutical. This venture developed numerous superior products for exclusive sales, and provided significant profits to outlets. Although KBS handled products of other companies it placed priority on selling products from Kobayashi Pharmaceutical, and in this manner had a presence of being a distributor of Kobayashi Pharmaceutical.

Sales of Anmerts began in September 1966, and this product became a hit product among those sold exclusively through KBS. Nevertheless since it was an exclusive product, it could only be sold through stores that were included in the KBS network. This naturally placed limitations on production and sales volume.

It was Kazumasa Kobayashi, then head of the planning office, and currently chairman of the company, who initially focused on this product. He suggested that they remove Anmerts from the portfolio of goods sold exclusively through KBS, and attempt to sell it in drugstores as well. After careful deliberation at many meetings, this idea was approved.

Kobayashi did not rely on the advertising sections for this new product campaign, as was the traditional practice, but rather believed that the success of the project depended on whether all employees would participate in the campaign on their own initiative.

When the company launched the product Marin 10 years previously, the sales promotion activities were led by top management and ultimately failed. The desires of top management were not accurately conveyed to the lower level of staff, and the company simply spun its wheels. This was not sufficient as an approach in which everyone in the company would work together to promote sales.

Kobayashi believed that they must not get trapped in the same rut with Anmerts, and that voluntarism on the part of younger employees would indeed be the driving force in making Anmerts a hit product.

The board of directors supported this basic concept and eventually this came to be accepted throughout the company. They understood that if Kobayashi Pharmaceutical did not take a large leap now, the company could face a severe period in the near future. They also understood that if they did their best at the present time, the future would become even brighter. Younger employees particularly understood that what was necessary was for them to do what they had to do.

The directors never expected that their employees would act aggressively, and this was probably the first time that the employees of Kobayashi Pharmaceutical had poured their entire lives into passionately promoting sales in an organized fashion that cut across organizational lines. In this manner the success of Anmerts gave Kobayashi Pharmaceutical an invisible benefit beyond that of simply selling a single product. And this success formed the foundation and gave the company the confidence to create subsequent hit products including Bluelet and Sawaday.