2522 Why Do Our Customers Really Come to Our Shisha Bar?

 

July is always a tricky month for us. It’s the periodical test season at universities in Kyoto, and that means our usual flow of student customers slows down.

Our shisha bar, Zerobase, is located in Demachiyanagi, right in the heart of Kyoto’s university area. We’re surrounded by major schools—Kyoto University, Doshisha University, Ritsumeikan University. Many of our regulars are students, especially those from Kyoto University, since the Commodity Faculty is just across the street.

But during exam season? They vanish into the libraries. And unfortunately, this month’s revenue fell below average.

Our store manager, Kenji, came to me for advice:

“How can we minimize the impact this month?”

He proposed a simple idea—a short-term student discount during the exam period.

As usual, I told him:

“If you believe it’ll work, go ahead. It’s your call on how to turn things around.”

But something kept me thinking. I remember that I recently re-read a book that I love, “Competing Against Luck” by Clayton Christensen, which introduces the Jobs to Be Done framework.

So I asked Kenji a simple but powerful question:

“Why do our customers really come to our shisha café?
Is it because the price is cheap?
Because the flavors are unique?
Because you’re handsome?
Or maybe because our drip coffee is special?”

He went silent.

So I gave him a summer task: read the book and summarize it in a simple report.

A week later, he called me back. Instead of going for a discount campaign, he suggested something different:

“Let’s hold a collaboration event with a fortune teller. Lowering prices won’t necessarily bring more customers, and it could even have a negative effect on how other customers perceive our value.”

His idea wasn’t exactly what I expected, but I agreed with his decision. More importantly, I was happy to see him thinking beyond just price.

What I really wanted him to discover was this:

Which “customer jobs” can our shisha café truly solve?

This little episode might be the trigger for Kenji to start prioritizing the Jobs to Be Done mindset in his marketing decisions. And for me, that’s already a step in the right direction.

2521 Still Exploring My Style as a Consultant

 

It has been six months since I began working as a consultant. I often find myself wondering—am I truly qualified to call myself one?

The term consultant implies someone who provides valuable advice to clients. This advice is often expected to be specific, actionable, and result-oriented. In many cases, the clearer the recommended actions and the more measurable the outcomes, the better.

But what if that’s not my strongest suit?

If the ideal consultant is someone who gives sharp, one-way directions toward a defined result, then maybe I’m not that kind of consultant. I tend to value individual autonomy over issuing rigid instructions. In this blog, I often speak about concepts like effortlessness, reframing, and the power of autonomy—all of which suggest that there is rarely a single "right" way to do things. Instead, there are countless unique paths shaped by individual strengths and perspectives.

For example, I may see the most direct route from A to B. But someone else, using their own strengths, might find it more effective to go from A through C to B. That’s not a mistake—it’s their way, and in many cases, it might even be better.

This belief doesn’t just shape how I work with clients—it also shapes how I manage my team. Whether I’m acting as a consultant or as a manager, I try to create an environment where people can tap into their own capabilities, think for themselves, and discover the most effective approach for them. I don’t want to impose my judgment if there’s room to encourage theirs.

Of course, in real business situations, there isn't always time to explore all the possibilities. When time, budget, and resources are limited, we often default to top-down decision-making. In such cases, a single action must be taken quickly—and sometimes, that's necessary. But whenever time allows, I resist the urge to give one-way advice. I aim to hold space for dialogue and discovery.

So yes, I am still exploring what it means to be a unique and professional consultant. But I know what I aim for: to deliver value and satisfaction to both my clients and my team, by maximizing their individual strengths, not by replacing their judgment with mine.

Maybe that’s not traditional. But maybe that’s exactly the kind of consultant—and manager—I’m meant to be.