In overseas production regions, the business had been sustained by relying on existing international distribution channels.
At the same time, there was a sense of discomfort in that structure, as the value of the region and producers was not being sufficiently conveyed.
Judgments that supported volume and judgments that spoke of value had become separated, and it had become unclear whose judgment the business was operating under.

In this initiative, rather than focusing on selling itself, we organized our thinking from the premise of whose judgment would speak about value.
As a result, by deciding to separate distribution channels, we reassumed the role of the business’s primary actor.