An ideal business model that handles everything from strategy design to production and execution
as a one-stop service
Pathfinder Co., Ltd. Business Overview
Based in Fukushima, the company operates aviation businesses such as air sports and air shows to achieve its corporate philosophy: “Be a bridge between people and the sky, creating inspiration and the future.”
The company is led by pilot Yoshihide Muroya, who won the overall championship in 2017 in “Air Race,” the world's fastest motorsport.
Leveraging extensive experience in Japan and abroad, it develops businesses that create the future through the advancement of aviation culture and industry in Japan.
We interviewed Mr. Yoshihide Muroya, CEO of Pathfinder Co., Ltd., about his relationship with Strategic Partners and his evaluation of our company.
Interview
About the relationship with Strategic Partners
– Market Development / Company Founding –
Our relationship with Strategic Partners (its predecessor company) began around 1998. At first, they were a partner with whom we produced events and videos, but in 2000, when we were considering founding “Pathfinder Co., Ltd.,” we asked them to provide business consulting from scratch toward its establishment and to design it together with us.
Facing the difficult challenge of newly establishing a “private aviation business (not a transportation business),” something with almost no precedent in Japan, they provided ideas and planning across a wide range, from forming the company's core philosophy to the business plan, and we built it up together.
It was a business for which we did not even know whether demand existed, and in a business domain with no existing market, we did not know what to do or how. Creating the scope of work, developing service menus, setting prices, building awareness of the business, developing the market... a wide variety of requirements piled up. By strategically building them one by one, we were able to found the company in 2000.
Founding the Company Is Not the Goal
– Hands-on Support –
The goal is not founding the company but achieving its philosophy, and that requires strategy and execution to get there. If ours had been a relationship that ended with “The company is founded, so we're done,” I don't think we would be where we are today.
Even after founding, we worked together to develop and execute ideas for market development.
From laying the groundwork for market formation, such as strategy formulation, branding, and website production, we also carried out concrete activities together, including partner recruitment, sales, and event production and execution. Going beyond the scope of consulting work, the two companies advanced business growth together. I believe this went well precisely because they are a company capable of comprehensive strategy execution, as if a consulting firm, an advertising agency, and a production company were combined into one.
Consultations and decision-making were fast, and although differences of opinion and thinking sometimes arose, I think it was good that we had a strong and close relationship in which we could talk things through thoroughly and arrive at solutions both sides could agree on.
As a result, we succeeded in creating a highly unique business unlike any other company's and in pioneering a blue ocean market.
Today, along with expanding awareness of the aviation industry through air sports, our network of partners and staff has also grown, and we have earned a certain level of recognition from the market. Defining our business as “aviation marketing,” we are evolving a business that other companies cannot imitate and moving into a new phase.
A One-Stop Service That Carries Strategic Intent Throughout
– Evaluation –
For the current size of the company, the business design is well done, and future growth has been fully considered. In addition, the deliverables are considered to fully reach the quality required for this type of business, and sufficient results have been achieved.
I feel that Strategic Partners has an ideal business model that handles everything from strategy design to production and execution as a one-stop service. Precisely because it is one-stop, the thoughts and intentions embedded in the strategy design seem to be firmly conveyed in outputs such as design and events.
Looking ahead, Pathfinder is also increasing its facilities and staff in line with business expansion, so if Strategic Partners also builds a structure capable of handling a larger volume of production, I believe the benefits for both sides will grow even further.
What We Expect from Strategic Partners
– The Future –
Pathfinder Co., Ltd.'s future strategic goals point in two major directions.
- To promote the education and development of aviation culture through air shows and air sports.
In addition to this existing goal,
- We plan to pursue education-related businesses aimed at developing the next generation of talent, and to link the creation of new industrial structures, which will provide employment for the people we nurture, to regional revitalization in Fukushima and across Japan.
These two wheels, “talent development” and “industry building,” form the pillar of our strategy, the “Future Creation Business,” which will shape Japan's future.
We hope to continue developing and growing together with Strategic Partners, working in close partnership with strong bonds.
In particular, our strategic goals of “talent development” and “industry building” will be challenges involving new business design, so we look forward to advancing them together, making the most of Strategic Partners' strength of being able to drive everything from strategy design to execution as a one-stop service.
Company Profile
Pathfinder Co., Ltd.
Head Office: 960-0251 Fukushima Sky Park, 1-33 Ozasou Aza Ohata, Fukushima City, Fukushima Prefecture