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Going into the mid-1970s, the tempo of new product development
at Kobayashi Pharmaceutical picked up its pace.
- November 1970:
- April 1981:
- March 1982:
- October 1982:
- March 1984:
- April 1984:
- December:
- March 1985:
- April:
- February 1986:
- March:
- April:
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PoliGrip
Odor Eaters
Furifuri Carpet
Sweet and Low
Footman, Dent-Gel
Sportas, Hanae Mori Butterfly (a pet and smoke room cologne)
Wet Tissue
Kaori no Snoopy
Sawaday Hanger, Bluelet 2 Tank
New Moth Box
Pet and Smoke Room Cologne
Bluelet-okudake |
Ideas such as these were successively flowing and under development
in the Development Section at Product Operations Headquarters. Although
there were only 8 persons around 1965, the staff had since grown
to 37. Within this section, 10 persons were in charge of medical
products, 15 in charge of health products, and 9 in charge of the
biomedical line, which promised to be a growth field in the future.
In addition, a Development Committee consisting of members from
all company sections brought ideas and held brainstorming sessions.
This committee debated numerous products, and there were many experimental
products that never appeared on the market. Or rather, the number
of products that never materialized was predominantly large. It
may be said that the products that had actually emerged into the
market and into customers' hands were just the tip of the iceberg.
The biggest ideas remained submerged beneath the water's surface.
Thus, completely new fields were challenged, and the basic posture
of research and development at Kobayashi Pharmaceutical, which nurtured
hot-selling products through aggressive operations, has remained
unchanged to the present day. This realistic policy has now become
tradition and has not wavered.
Management's approach toward this kind of development has been
advertised widely both at home and abroad and has received high
marks. "Kobayashi Pharmaceutical is a positive force for development.
It is enthusiastic in its approach to new ideas and has a reputation
for success." - such reviews are the result of bringing many
outstanding ideas and developed products to the table. But no matter
what excellent ideas may be brought forth, they are useless without
keen-eyed people to recognize them as such.
Management's policy of focused development has already become tradition
at Kobayashi Pharmaceutical and is being polished more brightly.
This is attributable at its roots, of course, to the efforts of
all employees, beginning with top management and the research staff.
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