Company history

Kawagoe Junichiro founded Kotobuki Seika in April 1952 in Yonago, on the San’in coast of western Japan, making boiled sweets for local wholesalers. Postwar Tottori had few specialist confectioners, which made the start easy and the ceiling low: the prefecture held about 600,000 people, the smallest population in the country, and a business confined to it could not grow far beyond a few hundred million yen a year.

Two responses to that constraint defined everything after. The first was a selling method: from 1964 the company gave samples away in souvenir shops. In an industry where a regional speciality was expected to be famous rather than good, letting the customer taste first and buy afterwards became Kotobuki’s permanent selling technique — and it only works where the seller stands at the counter.

The second was to look outside the prefecture, and to do it through separate legal entities rather than branches. In April 1975 the Tottori branch and the Matsue and Yonago sales offices were spun out as Kotobuki Hanbai, separating manufacture from selling; that October a subsidiary was set up in Yamaguchi. Within a quarter-century of its founding, a family workshop had begun turning into a group of companies.

In April 1972 Kotobuki set up a subsidiary at Kaga Onsen on the Hokuriku coast to serve the hot-spring souvenir trade. It was the first instance of what became the company’s defining structure. Through the 1980s a new regional company appeared almost every year — Miyazaki and Kobe in 1980, Gero and Toba in 1982, Tajima in 1987, Kurashiki that October, then Nara, Nagoya and Kyoto — each a separate corporation making and selling a sweet identified with its own locality.

The reasoning behind it was explicit. Kotobuki argued that the character 菓 in “confectionery” originally meant 果, the fruit of a plant, and built a policy of processing each region’s produce and selling it only in that region: Yamagata cherries, Okayama muscat. Where an ordinary confectioner ships one national brand from a central plant, Kotobuki held a portfolio of local brands in local companies — a holding-company shape it had effectively adopted by the late 1980s, well before it had the legal form.

Two moves at the end of this period showed what the model could do. In 1993 the Yodoe plant near Yonago opened as Okashi no Kotobukijo, a mock castle keep combining production with a tourist attraction; within a year it drew 1.3 million visitors and $12.7M (¥1bn) in sales, then said to be the largest turnover of any single confectionery outlet in Japan. And in 1996 the company jumped to a market not connected by road, founding a chocolate company in Chitose, Hokkaido — today KCC — which in 1998 opened LeTAO beside the canal in Otaru. Shares had been registered over the counter in November 1994.

The group listed on JASDAQ in December 2004 and, in October 2006, converted to a pure holding company — renaming itself Kotobuki Spirits and spinning the operating business back out under the old name, Kotobuki Seika. The change of name was the change of self-definition: no longer a single confectioner tied to Yonago, but a parent holding a collection of local brands. Around the same time, the old Hokuriku subsidiary was renamed and moved to Sasebo in Kyushu to become the hub of the group’s Kyushu business — a demonstration that these regional companies were roles to be reassigned, not places to be fixed.

Running all of it was Kawagoe Seigo, the founder’s son, president since 1994. His long tenure joined three elements that had grown up separately: family succession, one company per location, and direct selling at the counter.

The last piece was the market with no local identity at all. An earlier attempt at Tokyo, founded in 1998, was dissolved in 2012; the replacement, Sucrey, was set up in December 2011 and worked. It built brands sold nowhere but the capital’s transport hubs and department stores — The Maple Mania, Tokyo Milk Cheese Factory, Butter Butler — small, high-turnover boxes bought as gifts by travellers and business visitors. Taiwan followed in 2012, and in April 2013 the shares moved to the Second Section of the Tokyo Stock Exchange, then to the First Section a year later.

From fiscal 2014 to fiscal 2019 group revenue roughly doubled, from $216.4M (¥23bn) to $414.5M (¥45bn), and operating profit tripled to $59.2M (¥6bn). Sucrey grew fastest of all — nearly six times in revenue in five years — and together with the Hokkaido business supplied 62% of group sales and 52% of profit. Head office was still in Tottori; the earnings had moved to Tokyo and Otaru. The 2016 acquisition of Française, a long-established Kanto brand, made the reversal plain: a provincial souvenir maker was now buying metropolitan confectioners.

Then the travel routes emptied. Fiscal 2020 revenue fell about 48% to $217.3M (¥23bn) and the group swung to an operating loss of $27.1M (¥3bn) — a deterioration of more than $87.1M (¥9bn) in a single year, with every segment in the red and the most metropolitan business, Sucrey, falling hardest. Management chose not to prune: it kept the brands, the counters and the core staff, preserving the ability to resume production and selling the moment demand returned, rather than cutting costs into the downturn.

That bet paid unusually well. Inbound tourism resumed, and revenue rose to $381.8M (¥50bn) in fiscal 2022, $455.8M (¥64bn) in fiscal 2023 and $477.6M (¥72bn) in fiscal 2024, with operating profit of $116.2M (¥18bn) — 1.6 times pre-pandemic revenue on 2.7 times the profit, and an operating margin up from 14.3% to 24.3%. The concentration deepened with it: Sucrey alone earned 40% of segment profit and, with Hokkaido, 71%, while the founding companies in Tottori contributed 20% and had fewer employees than the Tokyo sales subsidiary. A joint venture on Miyakojima followed in 2024. Seventy-three years after a candy works opened in Yonago, the birthplace is no longer the centre of either profit or headcount — and the model that carried the company there still rises and falls with the movement of people.