{"id":4737,"date":"2026-09-01T10:15:16","date_gmt":"2026-09-01T01:15:16","guid":{"rendered":"https:\/\/univacap.com\/uni-sight\/?page_id=4737"},"modified":"2026-09-01T10:15:16","modified_gmt":"2026-09-01T01:15:16","slug":"vol153-uni-square","status":"publish","type":"page","link":"https:\/\/univacap.com\/uni-sight\/en\/vol153\/vol153-uni-square\/","title":{"rendered":"vol153-uni-square ENG"},"content":{"rendered":"<style>\r\n    .page-section-inner h2 {\r\n        display: flex;\r\n        flex-direction: column;\r\n    }\r\n\r\n    .page-section-inner h2 span.sub-title {\r\n        font-size: 18px;\r\n    }\r\n<\/style>\r\n<div class=\"page\">\r\n    <div class=\"container-fluid\">\r\n\r\n        <!-- CONTENTS ====================-->\r\n        <article>\r\n            <div class=\"page-wrap\">\r\n\r\n                <div class=\"page-title-wrap\">\r\n                    <p class=\"page-category\">\r\n                        UNI-SQUARE\r\n                    <\/p>\r\n                    <h1 class=\"uni-square-title\">SHINING STAR 2025<br>\u201cChallenges That Change the Future\u201d Continue to Expand.\r\n                    <\/h1>\r\n                <\/div>\r\n\r\n                <div class=\"uni-suare-image-wrap\"><img loading=\"lazy\" decoding=\"async\" class=\"alignright size-full wp-image-1927\"\r\n                        src=\"\/uni-sight\/wp-content\/uploads\/2026\/08\/153_uni_square_cover.jpg\" alt=\"\" width=\"1200\"\r\n                        height=\"269\" \/><\/div>\r\n\r\n\r\n                <div class=\"page-section\">\r\n                    <div class=\"page-section-inner\">\r\n                        <p>Following up on the previous issue, this issue continues to introduce the individuals and teams selected for the UNIVA AWARDS 2025 \u201cShining Star\u201d award.<\/p>\r\n\r\n                        <p>The Shining Star award is presented to individuals and teams selected as the top 10 in the UNIVA AWARDS 2025 and highly recognized through the FINAL CONTEST. The three individuals and teams featured here have also challenged the \u201cstatus quo\u201d in their respective fields.<\/p>\r\n\r\n                        <p>\u201cIs there a system that allows for even more growth?\u201d<br> \u201cIs there a way to deliver even more value?\u201d<br> \u201cCan we build a foundation that better connects us to the future?\u201d<\/p>\r\n\r\n                        <p>It is precisely because they kept asking these questions that they achieved such results. It\u2019s not just about sales. It\u2019s not just about efficiency. These are challenges undertaken with an eye toward \u201cthe company\u2019s future\u201d that lies beyond. In this issue, we\u2019ll introduce the initiatives of these three individuals and teams.<\/p>\r\n                    <\/div>\r\n                <\/div>\r\n\r\n                <div class=\"page-section\">\r\n                    <div class=\"page-section-inner\">\r\n                        <h2><span class=\"sub-title\">SHINING STAR 2025<br>UNIVA Paycast<br>Alliance Team & Marketing Team<\/span>We have evolved from a \u201cpayment provider\u201d<br>to a \u201ccompany that continues to be the preferred choice.\u201d<\/h2>\r\n                        <div style=\"position: relative; margin-bottom: 40px;\"><img decoding=\"async\" class=\"size-full\"\r\n                                src=\"\/uni-sight\/wp-content\/uploads\/2026\/08\/153_uni_square_01.jpg\" alt=\"\" width=\"750\"\r\n                                style=\"margin-bottom: 0;\" \/>\r\n                        <\/div>\r\n\r\n                        <p>Payment services don\u2019t end once they\u2019re implemented. Rather, the real challenge begins afterward. How can we increase merchant adoption rates? How can we ensure continued usage? And how can we make merchants think, \u201cI want to use UnivaPay\u201d? UNIVA Paycast\u2019s Alliance Team and Marketing Team tackled these questions head-on.<\/p>\r\n\r\n                        <p>In fiscal year 2025, the increase in gross profit for existing existing merchants totaled approximately 119.31 million yen\u2014a result that significantly exceeded the figure for the same period the previous year. However, this achievement was not merely the result of strengthened sales efforts. What they focused on was creating a \u201csystem for delivering value on an ongoing basis.\u201d The first step was to raise awareness within the content sales industry.<\/p>\r\n\r\n                        <p>They launched an official X account to share industry insights and updates on initiatives with major partners. Furthermore, they actively participated in events hosted by their payment integration partners, engaging in direct, on-site communication. As a result, feedback such as \u201cBecoming an UnivaPay agent boosts credibility\u201d began to emerge, and brand awareness improved significantly. Additionally, they launched \u201cUniva Magazine,\u201d a newsletter for merchants. By regularly distributing payment industry news and information on how to utilize their services, they continuously strengthened their connection with merchants.<\/p>\r\n\r\n                        <p>Moreover, our efforts went beyond simply disseminating information. We analyzed merchants at high risk of churn and provided individualized follow-up. We also systematized our upselling and cross-selling proposals, establishing a support framework that accompanies merchants all the way through to \u201chow they can grow after implementation.\u201d As a result, we revitalized our existing merchant base, leading to an increase in gross profit.<\/p>\r\n\r\n                        <p>The essence of this initiative was not simply \u201cmaking sales.\u201d It was about building long-term relationships while supporting the success of our merchants\u2014in other words, creating \u201creasons to continue choosing us.\u201d Competition in the payment industry is intensifying. That is precisely why it has become crucial to consider not just price and features, but also \u201cwith whom we want to grow.\u201d<\/p>\r\n\r\n                        <p>What the Alliance Team and the Marketing Team created was not merely a sales promotion campaign.<br> It was a new type of relationship designed to co-create the future with our merchants.<\/p>\r\n\r\n                        <p>Click here for the Alliance Team & Marketing Team\u2019s presentation:<br><a href=\"https:\/\/www.youtube.com\/watch?v=GNv4Be2ImCM\" target=\"_blank\">https:\/\/www.youtube.com\/watch?v=GNv4Be2ImCM<\/a><\/p>\r\n                    <\/div>\r\n                <\/div>\r\n\r\n\r\n                <div class=\"page-section\">\r\n                    <div class=\"page-section-inner\">\r\n                        <h2><span class=\"sub-title\">SHINING STAR 2025<br>Naturally Plus Japan<br>HR Team<\/span>We have redesigned our system from an \u201cevaluation-based system\u201d<br>to a \u201csystem that fosters challenges.\u201d<\/h2>\r\n                        <div style=\"position: relative; margin-bottom: 40px;\"><img decoding=\"async\" class=\"size-full\"\r\n                                src=\"\/uni-sight\/wp-content\/uploads\/2026\/08\/153_uni_square_02.jpg\" alt=\"\" width=\"750\"\r\n                                style=\"margin-bottom: 0;\" \/>\r\n                        <\/div>\r\n                        <p>An organization is built by its people. That is precisely why \u201cwhich employees to evaluate and how to foster their growth\u201d is directly linked to the very future of the company. The Naturally Plus Japan HR Team set out to address this very \u201cfoundation of the organization.\u201d<\/p>\r\n\r\n                        <p>The company has 64 employees. The average tenure is 16 years. Furthermore, employees with over 10 years of service account for about 70% of the workforce. Having many long-term employees is a major strength. On the other hand, because the HR system had remained unchanged based on outdated assumptions, the disconnect with the front lines had gradually widened.<\/p>\r\n\r\n                        <p>In fact, the performance evaluation system had not undergone any major revisions since its update in 2019. Standardization of competency-based evaluations; excessive reliance on departmental and team goals; the hollow formalization of individual goal-setting; and promotion evaluations overly focused on short-term results\u2014<br>\u201cNo matter how hard you work, you won\u2019t be rewarded.\u201d<br> \u201cTaking on challenges doesn\u2019t make a difference in your evaluation.\u201d<br>Such issues were beginning to dampen the organization\u2019s drive for growth.<\/p>\r\n\r\n                        <p>Consequently, the HR team began to act not merely as \u201cthe group that administers the system,\u201d but as \u201cthe group that transforms the organization.\u201d The first step was to redesign the performance evaluation system itself. We revised the company-wide evaluation criteria and shifted to a competency-based evaluation system organized by grade. Furthermore, we established job descriptions for each department and grade to clarify the required roles and expectations.<\/p>\r\n\r\n                        <p>In addition, we asked employees to define \u201cchallenge goals\u201d and ensured that these challenges were fairly evaluated. We evolved the system to reflect not only performance outcomes but also \u201cnew challenges\u201d themselves in the evaluation process. We also introduced 360-degree evaluations for managerial performance, establishing a framework that allows for more objective and multifaceted assessments of employees.<\/p>\r\n\r\n                        <p>What is particularly impressive about this initiative is that it did not stop at merely \u201cchanging the evaluation system.\u201d We delved into overall optimization, including personnel costs and compensation design, and reevaluated \u201cwhere to invest\u201d within our limited budget.<\/p>\r\n\r\n                        <p>In other words, this reform was not merely a change to the system. It was an effort to redesign the very \u201callocation of investment toward the organization\u2019s future.\u201d We clarified what goals to aim for so that employees can design their own growth paths. And by clearly defining what kinds of challenges will be recognized, we are also shaping the future of each and every employee.<\/p>\r\n\r\n                        <p>What the HR team drove forward was not merely an \u201cevaluation system reform.\u201d<br> It was \u201corganizational evolution\u201d itself\u2014designed to ensure we continue to foster the kind of challenges that are unique to UNIVA.<\/p>\r\n                        <p>View the HR team\u2019s presentation here:<br><a href=\"https:\/\/www.youtube.com\/watch?v=cLcZUYP5J8Q\" target=\"_blank\">https:\/\/www.youtube.com\/watch?v=cLcZUYP5J8Q<\/a><\/p>\r\n                    <\/div>\r\n                <\/div>\r\n\r\n                <div class=\"page-section\">\r\n                    <div class=\"page-section-inner\">\r\n                        <h2><span class=\"sub-title\">SHINING STAR 2025<br>UNIVA Guangzhou Trading<br>Wu Qinyi<\/span>She supported the cross-border e-commerce project and<br>made the \u201cchallenge of entering the Chinese market\u201d a reality.<\/h2>\r\n                        <div style=\"position: relative; margin-bottom: 40px;\"><img decoding=\"async\" class=\"size-full\"\r\n                                src=\"\/uni-sight\/wp-content\/uploads\/2026\/08\/153_uni_square_03.jpg\" alt=\"\" width=\"750\"\r\n                                style=\"margin-bottom: 0;\" \/>\r\n                        <\/div>\r\n                        <p>Taking on overseas markets is no easy task.<br> Regulations.<br> Business customs.<br> And speed.<\/p>\r\n\r\n                        <p>The Chinese cross-border e-commerce market, in particular, offers tremendous potential but also requires a high level of expertise and the ability to adapt to local conditions. Wu Qinyi (Amy) of UGT was highly praised precisely for her role on the front lines, where she consistently supported the entire project.<\/p>\r\n\r\n                        <p>In April 2025, a cross-border e-commerce project targeting mainland China was launched through a collaboration between UGT, UNIVA Hong Kong Trading, UNIVA Marketing Hong Kong, and the Hong Kong-based company LAIWO. The project involves Hong Kong-registered over-the-counter (OTC) drugs and traditional Chinese patent medicines. It is a large-scale initiative to expand into the Chinese market through China\u2019s three major e-commerce platforms: JD.com, Tmall, and AliHealth.<\/p>\r\n\r\n                        <p>However, launching this business presented many hurdles: cross-border e-commerce policies, pharmaceutical regulations, platform listing criteria, contract terms, and financial simulations. Entering the market required extensive research and preparation. Working alongside UNIVA Marketing Hong Kong, Amy took the lead in driving the project forward.<\/p>\r\n\r\n                        <p>Market and regulatory research. Organization of operational frameworks. Coordination of role assignments with LAIWO. Revenue model analysis. Furthermore, we provided support across a wide range of tasks, including the preparation of store application materials and product certification documents. Of particular importance was \u201claying the groundwork to make the business viable.\u201d This involved more than just translation and coordination; it required aligning the perspectives of each company and translating those plans into actionable steps at the operational level. Amy persistently carried out this role.<\/p>\r\n\r\n                        <p>As a result, in September 2025, official stores were launched on the three major platforms\u2014JD.com, Tmall, and AliHealth\u2014and the project officially began. Furthermore, on the very first day of launch, the company secured a large order worth over 1 million HKD Sales for the month of September alone reached 6.91 million HKD, generating a significant response from the market.<\/p>\r\n\r\n                        <p>However, Amy\u2019s value extended far beyond the \u201claunch\u201d phase. She managed sales data integration, financial record management, report preparation for group companies, and analysis by category and SKU. Even after operations began, she supported continuous analysis and information sharing, contributing significantly to improving the accuracy of management decisions.<\/p>\r\n\r\n                        <p>This challenge was not merely about launching an e-commerce store. It was a project to create a \u201cgateway\u201d for the UNIVA Group to make a full-scale foray into the Chinese market. Moving a business forward in a market with different systems and cultures requires not only the ability to adapt but also the \u201cdetermination to see it through to the end.\u201d Amy\u2019s efforts truly embodied that spirit.<\/p>\r\n\r\n                        <p>This is what it truly means to \u201cachieve overseas expansion.\u201d<br> That challenge is what led to her being named a Shining Star this time.<\/p>\r\n\r\n                        <p>View Amy\u2019s presentation here:<br><a href=\"https:\/\/www.youtube.com\/watch?v=BvZH-AuSYyY\" target=\"_blank\">https:\/\/www.youtube.com\/watch?v=BvZH-AuSYyY<\/a><\/p>\r\n                    <\/div>\r\n                <\/div>\r\n                <div class=\"page-section\">\r\n                    <div class=\"page-section-inner\">\r\n                        <div style=\"position: relative; margin-bottom: 40px;\"><img decoding=\"async\" class=\"size-full\"\r\n                                src=\"\/uni-sight\/wp-content\/uploads\/2026\/08\/153_uni_square_04.jpg\" alt=\"\" width=\"750\"\r\n                                style=\"margin-bottom: 0;\" \/>\r\n                        <\/div>\r\n                        <p>The three individuals and teams introduced here have also continued to take on \u201cchallenges that change the future\u201d in their respective workplaces. The UNIVA AWARDS are not merely a venue for recognizing achievements. They are a place to honor challenges that question the status quo and seek to create new value.<\/p>\r\n\r\n                        <p>What kinds of challenges will emerge next year? And which NAKAMA will take the stage next? Please actively take on the challenge of participating in next year\u2019s UNIVA AWARDS. The challenges you\u2019ve accumulated in your respective workplaces will shape the future of UNIVA. We look forward to seeing new Shining Stars emerge.<\/p>\r\n                    <\/div>\r\n                <\/div>\r\n\r\n        <\/article>\r\n        <!--\/\/ CONTENTS ====================-->\r\n\r\n    <\/div>\r\n<\/div>\r\n","protected":false},"excerpt":{"rendered":"UNI-SQUARE SHINING STAR 2025\u201cChallenges That Change the Future\u201d Continue to Expand. 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