Company	Radix Co., Ltd.
Target　Product	“STAYUP Yokohama” (shared office business)
Provided Services	Analog strategy integration, ad operations, website management with SEO, in-house support for overall business
Objective	Increase contract rate for “STAYUP Yokohama”
Effect	Expanded recognition and increased number of contracts

Expanding Awareness of “STAYUP Yokohama” Shared Office

――Could you tell us about the target of this initiative?

Mr. Yoji Ueda (hereafter, Mr. Ueda):

It’s the shared office “STAYUP Yokohama,” which opened in June 2019. Initially, Mass Driver provided support for ad operations and website creation.

However, I originally did not trust digital marketing at all.

――Why didn’t you trust it?

Mr. Ueda:

I had never met a reliable company before and felt resistant to blindly following unclear initiatives. So, I thought we had to handle web marketing ourselves.

But when I met Mr. Makino from Mass Driver, I felt I could trust him. He was clearly different from other web marketing companies I had encountered. In simple terms, it might be his personality.

The companies we previously hired for web marketing lacked transparency and rarely pursued us persistently.

Ms. Chisato Sato (hereafter, Ms. Sato):

Mr. Makino from Mass Driver took the time to understand our business. He asked many questions and pressed us positively on why certain things weren’t being done, helping us find solutions together.

In website creation, he asked detailed questions like “Why is this content here?” This process helped strengthen our branding.

As a result, while competitors in the same area withdrew during the COVID-19 pandemic, “STAYUP Yokohama” saw a steady increase in contracts.

Makino from Mass Driver Inc. (hereafter, Makino):

When we first opened, there were competing companies nearby, and I realized that we had to implement solid strategies to win. To achieve results within a limited budget, I relied on the staff to assist with various tasks.

Increasing Popularity of the Shared Office During the COVID-19 Pandemic

―Why was “STAYUP Yokohama” able to increase its success rate even during the COVID-19 pandemic?

Mr. Ueda:

It might be because we created a place where people want to meet.

Ms. Sato:

Customers become friends with each other, and there is a friendly atmosphere where customers come to meet people at “STAYUP Yokohama.”

Makino:

Shared offices and coworking spaces might seem like dry, work-focused places at first glance. However, “STAYUP Yokohama” has a warm atmosphere, which many people might be seeking.

―Could you tell us about your initial goal setting?

Mr. Ueda:

I’m not fond of setting those kinds of goals.

Ms. Sato:

So we ended up causing trouble for Mr. Makino (laughs).

Makino:

No goals, really? (laughs)

Mr. Ueda:

I left everything, including the goals, up to Mr. Makino.

To achieve a goal, you often have to push yourself, and that pressure inevitably causes strain elsewhere. When these pressures accumulate, the company begins to distort. Initially, we might not see profit or meet our target numbers, but I wanted to prioritize what truly matters without pushing too hard from the start.

We named “STAYUP Yokohama” with the idea that staying here would lift your spirits. It’s similar to the setting of the movie “Always: Sunset on Third Street” or the image of the row-house culture. We didn’t want to compromise the warmth and enthusiasm of people’s hearts for the sake of money, sales, or attracting customers, so we deliberately decided not to focus on money.

I trusted Mr. Makino wholeheartedly. Even if I were betrayed, I felt it would be acceptable if it were by him.

Until now, I didn’t trust web marketing, but meeting Mr. Makino changed that.

Ms. Sato:

I was worried that Mr. Makino might find such a “wet” customer troublesome, and I felt sorry for being a bother (laughs). However, he understood and embraced our atmosphere, and I think it’s rare to find someone who accompanies us like this.

Makino:

I always enjoy working with you. It’s fulfilling because I can work comfortably.

From Zero to 100: In-House Support

―The unique atmosphere of STAYUP Yokohama, as Mr. Ueda mentioned, seems to stem from a warm, community-like culture, contributing to branding and attracting customers. How was the integration of online and offline measures?

Mr. Ueda:

I was confident that once we brought people here, everything would work out.

Makino:

We focused on creating flyers with phrases that would entice people to visit “STAYUP Yokohama” because once they did, the likelihood of a contract was very high.

―You mentioned that you’ve been focusing on in-house support from the beginning. How much have you achieved?

Ms. Sato:

We still rely heavily on Mr. Makino, but at least we can now view things from a marketing perspective. We’ve learned about website creation, SEO measures, and advertising in an engaging and thorough manner, like training or lessons. Initially, we knew nothing, but thanks to his support, we now feel that we might be able to handle things independently in the future.

We’ve received many tasks and learned how to solve them, essentially transforming us from zero to 100.

Makino:

Since future in-house operations were assumed, we proceeded by identifying tasks and solving them with everyone’s help.

Mr. Ueda:

The success of “STAYUP Yokohama” marketing was because of the mutual trust between us and Mr. Makino. Meeting someone like Mr. Makino, whom we could genuinely trust, was the biggest factor. We followed a simple method where we acted faithfully on what Mr. Makino wanted to do. It makes sense to leave things to a professional like Mr. Makino rather than trying to figure it out as amateurs. This was all possible because of the high level of mutual trust.

Work with Love, Business for Happiness

―What do you think was the biggest outcome of Mass Driver’s support?

Mr. Ueda:

It’s clearly visible. “STAYUP Yokohama” is bustling with many people, and Mr. Makino works joyfully with our staff, with love. We conveyed our thoughts, beliefs, and values to Mr. Makino. The rest depended on how much he would align with us. This approach, based on societal purpose (purpose management), succeeded because Mr. Makino maximally aligned and integrated with our purpose.

―What do you expect from Mass Driver and Mr. Makino in the future?

Mr. Ueda:

I just want us to continue getting along. That’s all.

Why do we do business in the first place? It’s to make people happy. Happiness is having one’s values fulfilled. Living a life that values making others happy is what matters, and business is just an exchange for that value with money. Whether you achieve happiness in business depends on your mindset.

We do business because we both want to be happy. Mr. Makino wants “STAYUP Yokohama” to thrive, and we want Mr. Makino to be happy. People do not work to become unhappy.

Ms. Sato:

Even for small meetings, Mr. Makino insists on meeting in person and talking. He makes a sincere effort to understand us and makes us feel valued.

Makino:

Thanks to you, I enjoy my work every day.

Mr. Ueda:

Why do people work? It’s because they want to be happy.

This is the message I want to convey by creating “STAYUP Yokohama.” We will continue to develop it as a place where the hearts of those who work can be uplifted.