Works | KAIKA — Numbers are proof the structure changed

Numbers are not results —
they are proof the structure changed.

Proof of Change

Material cost

¥4.52/stem

→

After

¥2.44/stem

0%↓

Material cost reduction

0円

Lift in price tolerance

0%↑

Purchase intent (considerers)

0pt

Box satisfaction gain

Packaging design Gift UX Quantitative testing Public project

Rethinking packaging and delivery — moving cost and satisfaction at once

Flowers / farm logistics & e-commerce — MAFF “Japan Flower” strengthening project

In flower distribution, upstream packaging specs dictate both farm-side cost and logistics efficiency, while on the demand side, e-commerce experience quality drives purchase intent and unit price. We framed packaging standardization and gift-UX improvement as one problem, and organized both into quantitatively explainable form.

Farm side — standardizing packaging specs

Field surveys across four production regions (Kagoshima, Fukuoka, Kagawa, Hokkaido) surfaced issues across differing shipping distances and volumes. Targeting T11-pallet fit and required strength at minimum cost, we designed ten recommended specs — five sizes each for RSC and die-cut boxes.

Selection grounded in evidence such as compression tests (e.g. 384.9 kgf with 120 g fluting). Cost structures were organized for comparison: RSC (¥60–110) vs die-cut (¥105–185).

Quantified impact

Packaging material cost −25% (¥4.52/stem → target ¥2.44/stem)
Shipping unit cost improved via +35% bundle counts (¥2.82/stem → target ¥1.20/stem)
Cost-strength balance standardized into ten evidence-backed patterns

Demand side — designing the e-commerce gift experience

Research ran in two phases. The first combined a nationwide quantitative survey (n=800, ages 20–59; 400 buyers, 400 non-buyers) with six online interviews using shipped samples for qualitative depth. The second phase secured n=100 per pattern across buyer and considerer segments, prototyping UX elements — boxes, leaflets — and verifying their effect.

With size guidance and care instructions added, purchase intent among considerers improved from a 69.6% base to 74.0–76.0%; the box experience also lifted gifting intent by 22.5 points.

Quantified impact

Optimal price lifted from a ¥2,576 base to up to ¥3,111
Roughly a ¥500 lift confirmed even among recent buyers
Considerer purchase intent improved 69.6% → 76.0%
Overall box satisfaction up 25 points, 45% → 70%

4.52 → 2.44

Material cost (¥/stem)

2.82 → 1.20

Shipping unit cost (¥/stem)

2,576 → 3,111

0円

Optimal price lift

Logo designSymbol + logotype + usage rules

Purpose, vision, missionPhilosophy made explicit and structured

Brand guidelinesColor, typography, tone & manner

Corporate websiteCI-aligned web design + build

Corporate identity Brand design Logo design Startup

Defining who you are at founding — the foundation of the business

Startup / founding stage — corporate identity development

For a founding-stage startup, we put direction and values into words, designing logo, purpose, vision, and mission as one coherent system. Across hiring, fundraising, and every customer touchpoint, the company can now say who it is — without wobble.

Philosophy in words — structuring the founder's conviction

Deep interviews with the founder surfaced the origin story, the social problem worth solving, and the world imagined five years out — organized into purpose (why we exist), vision (where we aim), and mission (how we act daily).

Vague conviction became language that carries consistently, inside and out. Strong enough to use verbatim in interviews and investor pitches.

Deliverables

Purpose statement (one-sentence definition of why)
Vision & mission (mid-term goals and daily principles)
Values (organizational principles and decision criteria)

Visual identity — giving the philosophy a form

From the verbalized philosophy we crafted the logo and brand guidelines: symbol, logotype, color palette, typography, and tone & manner, systematized in a single guide.

Usage rules keep the impression identical across business cards, the website, sales decks — every touchpoint. The corporate site was designed and built end-to-end under the same CI.

Deliverables

Full logo set (symbol + logotype + monochrome)
Brand guidelines (color, type, spacing, misuse examples)
Corporate website (design + build)
Business card and deck templates

Old standard

Discarded, undervalued

→

New standard

Distributed at fair prices

Cumulative purchases under the new standard

A working waste-reduction model

Rollout across multiple markets

Ongoing grower partnerships

Standard design Distribution reform Waste reduction Fresh supply chain

Redefining “off-spec” — changing how fresh goods flow

Fresh distribution / flowers — product standards redesigned, supply chain optimized

In fresh distribution, goods that miss legacy per-item, per-region standards were downgraded or discarded as “off-spec” — even with nothing wrong with their quality. We built a new product standard around how people actually consume, and a distribution scheme where growers ship continuously at fair prices.

Structuring the problem — why good products get thrown away

Legacy standards graded strictly on stem length, bloom size, and color, designed around large-lot trade for commercial and gift use. Meanwhile, consumption diversified — personal subscriptions, casual gifts — and the mismatch between standards and demand kept widening.

Growers sat on chronic inventory that was good enough but priced at nothing, and one-off campaign purchases never fixed the root cause.

The structural problems identified

Standards assume large lots — blind to diversified personal consumption
The “off-spec = low quality” prejudice suppresses prices
One-off purchases leave growers unable to plan shipments — unsustainable

Designing the system — new standards, new distribution model

Partnering with Japan's largest wholesale market, we authored a new product standard fit for modern consumption, with grading criteria and purchase flows that move formerly “off-spec” goods through legitimate distribution channels.

By making it an ongoing arrangement rather than one-off buys, growers gained the predictability to plan shipments. Early pilots bought over 100,000 stems cumulatively, and the rollout expanded to multiple markets.