Josh Onishi is the CEO and president of Peace Dining Corp., a holding company that operates about 560 sushi-centric dining locations globally, including more than 200 Genji sushi bars in Whole Foods Markets; Mai Cuisine, another sushi-focused concept; and non-sushi concepts such as Genji Ramen and Wok Street.
SeafoodSource: How would you describe your company’s growth strategy?
Onishi: There are four key directions we’re taking: customer focus, innovation, sustainability and controlled growth.
Right now, about 80 percent of our customer focus is on marketing (market research, focus groups, new ideas, and promotions) and 20 percent on getting the product out. Because we are growing so rapidly, we can’t just copy and paste. We have to understand the new client and assume that every one is different. So we listen to them and cater to what they want. And when I talk about customers and clients, it includes our workers, our shareholders and the stores we serve.
In the 21st century, innovation is happening so fast, it’s hard to differentiate. And sushi’s identity in the supermarket historically has been difficult to differentiate. But innovation is still the key for growth in a saturated environment. Among our innovations has been the sushi burrito, the use of brown rice in sushi and pioneering ramen in the supermarket. To capture those buying at supermarkets versus restaurants, innovation is required. We operate on the 80/20 rule: 20 percent is unique product and 80 percent are standard products that are more familiar to consumers with just a little tweak.
Sustainability isn’t a top item in terms of consumer concerns, but the trend is upward. It’s important, yet the consumer isn’t ready to pay more for it. I think that is coming two, three – maybe five years down the road. Sustainability is part of our core values and consumer interest is trending in this direction.
Currently, 98 percent of sushi operators are independent operators or small franchises. We have a very different business model. We have our own chefs (1,200 of them) focused on food safety, sustainability and providing more of a restaurant, or grocerant, experience. Our goal is to keep growing by offering more higher-end price-point items that compete with restaurants on quality, but don’t require the taxes and tips associated with restaurants. We think this approach will help us double and even triple our growth in the next 10 years.
SeafoodSource: What characteristics or traits are needed to be successful in your job?
Onishi: We have to challenge our own assumptions. Whatever you had success with last year may not apply this year. Innovation is changing things. You have to challenge yourself; don’t be comfortable. I question myself and challenge myself to get creative ideas, then I can see what I want to do next and can make a plan for it. You must have clear, clear, clear goals and everything must align with those goals that you set. Then there are no ifs or buts – you just excel and achieve your goals.
SeafoodSource: What do you see as the top issue or issues facing your business and what are some of the strategies being deployed to address these issues?
Onishi: The product lifecycle is short right now and you have to innovate all the time. To meet this challenge, I tap into the 1,400 great people we have, including our 1,200 chefs. I tap into their talents by creating a system for getting more creative ideas coming out of the field.
SeafoodSource: What do you count as your greatest business-related achievement thus far?
Onishi: It’s a process. I’m not really happy yet because this is just the start. I’m proud of having 1,400 employees and that fact that the company supports them and their families. We’re profitable and growing, but I want to triple and quadruple that.
SeafoodSource: What can others in the seafood industry learn from your company's approach to training, quality assurance, food safety, and product development?
Onishi: Every company can copy a customer-focused mindset and creating a culture is the key. Each employee understands (our focus) and acts on it. They then train the new people, who will have that same mindset. Unless you have a food safety mindset, it won’t happen. We do two mock recalls a year, and we do it because in case something happens we can control the damage. This idea came from my people. I like it when competitors copy our mindset because the sushi industry improves.
SeafoodSource: What is the best piece of business or life advice you've been given?
Onishi: There are two: one is more tactical and the other more about how to live your life. As I stated earlier, challenge your assumptions. Some executive mentioned it in a casual way and it became my philosophy. It was at a point when I was struggling to get things done. But challenging my assumptions it helped me achieve my tasks, one by one.
The other is a more customer-focused mindset: thinking or living for the greater good. This is the basis for how I run my company and how I live my life – to think of others first. If I’m successful, it’s because of that.
