COOL JAPANPROPOSAL
Cool Japan Movement Promotion Council

Contents

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3
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Introduction
Designing Cool Japan
Cool Japan Mission
Japan, a Country That Provides Creative Solutions to the World s Challenges
Three Steps to Achieving the Mission of Cool Japan: making Japan a Country that Provides
Creative Solutions to the World s Challenges

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8
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Promoting Domestic Growth
Acquiring skills for active communication with people overseas
1 Hold Cool Japan classes that are enjoyable for children.
2 Improve the Cool Japan overseas study programs.
3 Promote broadcasting using an English sub-audio channel.
4 Create an English-speaking district where English is the official language.

11
12

Removing barriers to creativity and creating the trend of taking on challenges
1 Promote the active recruitment of young people by Japanese companies
and generational succession.
2 Create a system of listeners to opinions on Cool Japan.
3 Encourage creativity through deregulation.
4 Establish a Cool Japan intellectual property consultation center.

12
13
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14

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16

Supporting free attempts and cooperation without being restrictedby a hierarchical structure or past examples
1 Take on the challenge of new business based on creative cooperation among
government offices.
2 Promote a platform for government office cooperation.
3 Support in-house entrepreneurs.
4 Support 100 new businesses that tackle issues facing Japan and the world.

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20

Connecting Japan and Other Countries
Developing a better public image of Japan in the world
1 Establish Japan s brand image and increase its overseas distribution.
2 Create a new slogan that will replace Cool Japan.
3 Disseminate the display of Designed in Japan.
4 Review procurement to increase the government s creativity.

21

Increasing the mobility of information and cultural products of Japanin the international community
1 Create Japan s inbound web portal.
2 Translate signs at tourist sites into many languages with a pleasing appearance.
3 Support the translation of information given in Japanese.

15

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Adopting overseas perspectives to discover the essential attractiveness of Japan
1 Appoint 100 partners who have an overseas perspective.
2 Appoint Japanese persons working in the world as ambassadors.
3 Understand and visualize the view of Japan from other countries,and expectations from Japan.
4 Analyze the demands of foreign tourists.

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Becoming Japan That Helps the World
Personalizing the issues facing Japan and the world
1 Visualize information on the issues facing Japan and the world.
2 Present the government s open data and incorporate design into
government documents.

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Promoting industries through which Japan could contribute to the world in addressing
such issues as environmental problems, a declining birthrate, and an aging population
1 Match problem-solving projects and creativity.
2 Create an environment for the commercialization of ideas that willcontribute to the world.
3 Promote the overseas expansion of problem-solving businesses.

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Delivering information on ancient Japanese philosophy that values sustainability and harmony
1 Build JAPAN LABO across Japan.
2 Hold international handicrafts festivals in Japan.
3 Build a Japan design museum.
4 Expand Japan s cultivation of aesthetic sentiments enjoyed by children to the world.

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Cool Japan Movement Promotion Council
ColophonIntroduction

For Japan to Win the World s Sympathy
What does it mean for Japan to win the sympathy of other countries?
What more can Japan do now to create such a state?
Japanese culture in recent years has been attracting the world s attention more than
before. Japanese cuisine is increasingly popular and has been listed as a UNESCO
Intangible Cultural Heritage, with sushi now being enjoyed worldwide. The creationof many innovative products by Steve Jobs, who studied Japanese Zen Buddhism,
has helped to popularize Zen in many places in the United States. A study by Adobe
Systems Inc. (Adobe State of Create Study, 2012) has named Tokyo and Japan as theworld s most creative city and country, respectively. This reflects the world acclaim
and sympathy regarding Japanese culture and creativity, which undoubtedly works
positively for Japan today.
The Cool Britannia policy in the United Kingdom inspired Japan s current policy that
includes the Cool Japan movement. More than a decade has passed since the idea of
Cool Japan was first proposed, became a Cabinet policy, and then gradually implemented
in Japan. Meanwhile, the Cool Japan movement has not proven very effective in achieving
its original purpose of winning the sympathy of other countries toward Japan.
The broad concept of Cool Japan covers all aspects of Japanese culture fromsubcultural products, such as manga and Japanimation, to traditional cultural heritage.
This diversity makes it very difficult to understand the current concept of Cool Japan.
This complex concept often invites criticism by the communities in each genre about
Cool Japan not adequately understanding the various genres. The system of attracting
attention from outside Japan is also inadequate, thus making it difficult to develop
sympathy with the Cool Japan policy, despite the great interest in Japanese culture andrecognition of Cool Japan.
The government s decision to make a significant investment has been made in light ofCool Japan Fund Inc. being established in 2013, and the hosting of 2020 Tokyo Olympic
and Paralympic Games, and now may be the appropriate time to reconsider the public
perception of Cool Japan.
Cool Japan is a national movement encouraging the Japanese people to fully exercise
their voluntary creativity in the international community. The term creative in this
proposal not only means the production of artwork and design work, but also thecreativity of anyone that helps develop a business and new schemes, makes innovative
attempts, and forms relationships that result in interaction. This proposal is expected
to help Japan become a country that strongly supports its creativity and continues todevelop businesses that can generate new values not only as a short-term, one-year
policy, but also as a medium- to long-term vision of the Cool Japan policy.
2

Designing Cool JapanThe Cool Japan Movement Promotion Council (hereinafter the Council ) has reconsidered the three principles̶what Cool Japanis all about (definition), what is the purpose of Cool Japan (mission), and what can be done with Cool Japan (action)̶based on thetheme of designing Cool Japan. The Council has thus attempted to seek a clear basis of thinking to adopt when promoting CoolJapan in the future.

Three topics for discussion for designing Cool Japan· What is Cool Japan? (definition)· What is the purpose of Cool Japan? (mission)· What can be done with Cool Japan? (action)

1

While Cool Japan is a broad concept of expressing the attractiveness ofJapan to other countries, the Council began with basic discussions on readdressing the question of what Cool Japan is all about.

2

At present, the image of Cool Japan is packed with various charms(elements) of Japan and rather disorderly, which makes it difficult todetermine the actual status.

3

Disassembling and sorting elements into each category help identify thegenres of each element.

4

For example, giving two axes, innovation – tradition (historical time axis)
and beautiful – cute (sensory axis), and plotting the elements on thisdiagram reveal the clear quality of the elements.

5

In addition, the Council selected social issues in and outside Japan, anddiscussed the mission of Cool Japan relative to its purpose.

6

The Council also discussed specific actions to take with Cool Japan by
combining cultural elements and the mission.

3

COOL JAPAN MISSION

Japan, aCountry
That Provides
Creative
Solutions to
the World s
Challenges.

4Japan, a Country That Provides Creative
Solutions to the World s Challenges
Every Japanese person must have heard of the phrase, for the good of
the world and the good of people. Winning the world s sympathy may
be related to the virtue of working for others that the Japanese people
have inherently possessed since ancient times. The Council s discussions
on Cool Japan revealed the potential of expressing our considerationfor others in that Japan could offer helpful ideas, rather than onesidedly promoting a cool Japan. During such discussions, the idea ofJapan as a country that provides creative solutions to the world schallenges came up as the mission of Cool Japan. Japan successfully
built a capitalist society through its high economic growth period, but
now faces new social issues as the side effects of capitalism. Japan isfacing such challenges as a super-aging society, loss of communities,
as well as environmental and energy issues that many other countries
will probably face in the near future. A population explosion is also
expected to occur, which would only add to the growing burdens placedon energy and food supply, and the global environment. In such asituation, the issues that Japan faces ahead of the rest of the world
will certainly arise in other countries. Could this situation be converted
into an opportunity for Japan s future success?
Japan is a nation of innovation that has accepted and adopted various
cultures of the world in its own way as an island nation, and continues
to present new ideas to the world. Demonstrating the value of Japanfor the world will be an essential public image that Japan delivers
to the world. Japan s future creativity will be rapidly developedby connecting its problem-solving skills as a pioneer in tacklingchallenges to its creative industries, and by devising various helpful
innovations for the world.

5

Three Steps to Achieving the Mission of Cool Japan:
making Japan a Country that Provides Creative Solutions to
the World s Challenges
This proposal defines the steps to achieve the mission of Cool Japan as promoting
domestic growth, connecting Japan and other countries, and becoming Japan thathelps the world, establishes three missions for each step, and proposes actions to fulfill
those missions.

STEP

Promoting Domestic Growth
MISSION

Acquiring skills for active communication with people overseas
Removing barriers to creativity and creating the trend of taking
on challenges
Supporting free attempts and cooperation without being
restricted by a hierarchical structure or past examples

STEP

Connecting Japan and Other Countries
MISSION

Developing a better public image of Japan in the world
Increasing the mobility of information and cultural products ofJapan in the international community
Adopting overseas perspectives to discover the essential
attractiveness of Japan

STEP

Becoming Japan That Helps the WorldMISSION

Personalizing the issues facing Japan and the world
Promoting industries through which Japan could contributeto the world in addressing such issues as environmental
problems, a declining birthrate, and an aging population
Delivering information on ancient Japanese philosophy
that values sustainability and harmony

6

Three Steps to Make Japan a Country That Provides Creative
Solutions to the World s Challenges
STEP

PromotingDomestic Growth

Acquiring the skills for active communication with people outside Japan is essential for the Japanese
to regain confidence in Japan and work actively in the global arena. We will build a system of
promoting new attempts by supporting free attempts and cooperation without being restricted by ahierarchical structure or past examples created by a mature society after the period of high economic
growth. It is crucial to build a basis of future Cool Japan by developing Japan s creativity through theremoval of barriers to creativity and the creation of the trend of taking on challenges.

MISSIONMISSIONMISSION

Acquiring skills for active
communication withpeople overseas

Removing barriers tocreativity and creating
the trend of taking onchallenges

Supporting free attempts andcooperation without being
restricted by a hierarchicalstructure or past examples

ACTIONACTIONACTION

1 Hold Cool Japan classes that are
enjoyable for children.
2 Improve the Cool Japan overseas
study system.
3 Promote broadcasting using an
English sub-audio channel.
4 Create an English-speaking district
where English is the official language.

1 Promote the active recruitment ofyoung people by Japanese companies
and generational succession.
2 Create a system of listeners toopinions on Cool Japan.
3 Encourage creativity throughderegulation.
4 Establish a Cool Japan intellectual
property consultation center.

1 Take on the challenge of new
business based on creative
cooperation among government offices.
2 Promote a platform for government
office cooperation.
3 Support in-house entrepreneurs.
4 Support 100 new businesses thattackle issues facing Japan andthe world.

7

Promoting Domestic Growth
MISSION

Acquiring skills for active
communication withpeople overseas

ACTION

1 Hold Cool Japan classes that are enjoyable for children.

2 Improve the Cool Japan overseas study programs.

3 Promote broadcasting using an English sub-audio channel.

4 Create an English-speaking district where English is the official language.

8

Promoting Domestic Growth
Acquiring skills for active communication with people overseas

ACTION

1 Hold Cool Japan classes that are enjoyable for children.

Teach children from early childhood with the perspective of Cool Japan in order to build
the basis of skills necessary to promote Japan s attractiveness to the world, and help
them naturally acquire advanced communication skills for connecting with the world.
Children in elementary and junior high schools discover CoolJapan (i.e., positive aspects of Japan of which they should be
proud) all around them, describe it in a report, and then post it
on a website for the world to read.
Hold classes where children discuss in English what they
think is cool with the children of various countries on theInternet (videophone). Hold competitions where the children
present what they have learned in the Cool Japan classes,
send the most outstanding students to other countries,
and provide them with opportunities to learn more about
Cool Japan while communicating with children from local
elementary and junior high schools.

IMG_0338 © Colin Ryder 2006

ACTION

2 Improve the Cool Japan overseas study programs.

Have young people expected to contribute to problem solving in fields of creativity
establish contacts with people overseas, and promote their creative growth whiledeveloping their confidence.
Send 470 young creative professionals with great potential
to study in other countries. Select ten creative professionals
from each of Japan s 47 prefectures (for a total of 470) who
are engaged in the fields of fashion, construction, arts, etc.,
and then support their study of overseas creativity.
Have them enter at least three domestic or international
competitions in their respective fields within five years after
returning home from their overseas study, in order to aim forawards and help improve Japan s creativity.

Outside Round Photo 1 © Cemre 2005

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Promoting Domestic Growth
Acquiring skills for active communication with people overseas

ACTION

3 Promote broadcasting using an English sub-audio channel.
Conduct training to understand the current information obtained in daily life inEnglish. Create an environment where English can be learned naturally upon enteringa creative field that interests the learners, and support the overseas development ofcreative fields.
Set up a subsidy program to provide some guidance and funds
to promote the addition of English sub-audio channels andthe English subtitling of programs at television broadcastingstations. Encourage some news programs to add live English
subtitles as on CNN. The English subtitling of Japanese
programs facilitates a hit of those programs when a search is
run in English.
* The language translation of Japanese programs will be proposed in E-3.

© Eisuke Tachikawa 2014

ACTION

4 Create an English-speaking district where English is the official language.

Improve the English skills of Japanese people by having them experience anenvironment where they must use English as a global language, and help themcommunicate freely with non-Japanese people.
Create a special district where English is the official language
and an environment that allows people to casually immersethemselves in English. For instance, conversations in public
places within the special district should be restricted toEnglish only. Viewable television programs must have a subaudio channel, and available books and newspapers must
be in English. Companies operating a business in the special
district are entitled to tax benefits when meeting certain
conditions, such as using English as the company s common
language and actively implementing activities that help
improve English skills.

Day 60 © Matt Preston 201210

Promoting Domestic Growth
MISSION

Removing barriers tocreativity and creating
the trend of taking onchallenges

ACTION

1 Promote the active recruitment of young people by Japanese companies andgenerational succession.

2 Create a system of listeners to opinions on Cool Japan.

3 Encourage creativity through deregulation.

4 Establish a Cool Japan intellectual property consultation center.

11

Promoting Domestic GrowthRemoving barriers to creativity and creating the trend of taking on challenges

ACTION

1 Promote the active recruitment of young people by Japanese companies andgenerational succession.
Create an environment that facilitates innovation by developing the conditions forskilled young employees to exploit their potential in their companies and promoting
dialogue among different generations in companies.
Facilitate innovation in Japanese industries by promoting
the active recruitment of young employees in Japanesecompanies and the development of an environment where
employees with creative skills can exert their abilities. At
the same time, improve the foundation of Japan s overallcreativity by promoting a dialogue and generational
succession in Japanese companies as a national policy to
rejuvenate corporate minds in the long run.

© aeruACTION

2 Create a system of listeners to opinions on Cool Japan.

Establish a system of collecting opinions on Cool Japan in order to make Cool Japan anational movement and autonomously diffuse the concept among the people.

Promote discussions and the autonomous diffusion of
Cool Japan, make it a national movement by establishinga system in which Japanese people discuss Cool Japan,
and then collect their opinions as a personal matter. For
instance, have the people support the promotion of CoolJapan by gathering opinions on Cool Japan through social
media, setting up an archive website that allows viewers
to post their opinions on Cool Japan, and then preparing an
actual place for discussions.

12Promoting Domestic GrowthRemoving barriers to creativity and creating the trend of taking on challenges

ACTION

3 Encourage creativity through deregulation.

Ease excessive regulations and lift unnecessary ones so that allow young people can
exercise their creativity. Develop an environment that allows young people to freely andopen-mindedly exercise their creativity, and thus spread such creativity to others.
Listen to opinions about regulations that restrict creativity
and seek deregulation. Review the regulations that limit such
expression as fan fiction and street performance that may
hamper the development of authentic products. In addition
to intellectual property, actively promote creativity throughderegulation by reviewing the Building Standards Act thatmakes the use of vacant lots and houses difficult, the 2006
amendments to the Architect Law that made it difficult foryoung architects to meet the requirements for first-classregistered architect certification, etc.

The Architect s Hand © George Smyth 2009ACTION

4 Establish a Cool Japan intellectual property consultation center.

Promote the use of intellectual property when Japan s qualified creative professionals
advance into the world in search of business partners, and create new innovations bymatching unused patents and creativity.
Taking into account the improved overseas system of theintellectual property production business, establish an
intellectual property consultation center based on a publicprivate partnership, with personnel in charge of negotiatingwith overseas counterparts, and those in charge of researchand providing information about the conditions of specificrights. Provide opportunities to match the information on
unused patents and the development concepts of creative
professionals, and support joint development between
creative professionals and companies, as well as productdevelopment by creative professionals alone.

copyright (1) © Maria Elena 201113

Promoting Domestic Growth
MISSION

Supporting freeattempts andcooperation without
being restricted by ahierarchical structure or
past examples
ACTION

1 Take on the challenge of new business based on creative cooperation among
government offices.

2 Promote a platform for government office cooperation.

3 Support in-house entrepreneurs.

4 Support 100 new businesses that tackle issues facing Japan and the world.

14

Promoting Domestic Growth
Supporting free attempts and cooperation without being restricted by a hierarchicalstructure or past examples
ACTION

1 Take on the challenge of new business based on creative cooperation among
government offices.
Strengthen the connection by promoting the cooperation of government offices that
tend to be restricted by a hierarchical structure, and create government projects thathave integrated value.
Despite a number of government offices working on thesame issues simultaneously, communication among them isvery poor. Promote the development of projects to facilitatecreative problem solving regarding government officecooperation, so as to solve this situation and improve theeffectiveness and quality of projects.

Social Innovation sessie © Waag Society 2013

ACTION

2 Promote a platform for government office cooperation.

Build a foundation for free and active cooperation beyond the roles of government offices.

Develop communication tools and opportunities forgovernment offices to improve cooperation and create
settings to facilitate teamwork among them, in order tocombine similar projects carried out by different offices
and achieve effective project implementation. Achieve flatand open communication based on various human links
that extend beyond the vertical hierarchy, and accelerateinter-government office cooperation projects.

Postit Explosion © mat Walker 200815

Promoting Domestic Growth
Supporting free attempts and cooperation without being restricted by a hierarchicalstructure or past examples
ACTION

3 Support in-house entrepreneurs.

Grow entrepreneurship within companies to accelerate overseas expansion and theinnovation of Japanese companies.

Provide incentives to in-house entrepreneurs and promotesmall teams within the company to effectively use theideas and abilities of on-site workers that have not been
fully used in the corporate hierarchy. Encourage a crossdepartmental dialogue and active collaboration of inhouse entrepreneurs, aiming to create innovation that willcontribute to national strength.

Greg Barker with Entrepreneur fund winners© Department of Energy and Climate Change 2013

ACTION

4 Support 100 new businesses that tackle issues facing Japan and the world.

Develop an entrepreneurship that encourages trial and permits error, and createbusinesses necessary for the future.

Select and support 100 creative businesses that will
facilitate the solution of social issues in order topromote the establishment of businesses focusing on
the uniqueness of ideas and level of determination,rather than performance and scale. Accelerate domestic
innovation by promoting the development of thoseparticular businesses that will bridge the gap between
different industries.

My Favorite TED Talk © Steve Jurvetson 200916

Three Steps to Make Japan a Country That Provides Creative
Solutions to the World s Challenges
STEP

Connecting Japan andOther Countries

If Cool Japan is a policy to pursue a better relationship between Japan and other countries, itis crucial to build a system to adopt overseas perspectives in order to discover the essential
attractiveness of Japan. Increase the opportunities to expose information on Japan by raising themobility of information and cultural products of Japan in the international community, which tends tobe stagnant due to language barriers, and build a better public image of Japan in the world through anactive campaign promoting Japan s attractiveness.

MISSIONMISSIONMISSION

Developing a better public
image of Japan in the world

Increasing the mobility of
information and cultural
products of Japan in theinternational community

Adopting overseas
perspectives todiscover the essential
attractiveness of JapanACTIONACTIONACTION

1 Establish Japan s brand image andincrease its overseas distribution.
2 Create a new slogan that will replace
Cool Japan.
3 Disseminate the display of
Designed in Japan.
4 Review procurement to increase thegovernment s creativity.

1 Create Japan s inbound web portal.
2 Translate signs at tourist sites
into many languages with a pleasing
appearance.
3 Support the translation of
information given in Japanese.

1 Appoint 100 partners who have an
overseas perspective.
2 Appoint Japanese persons working in
the world as ambassadors.
3 Understand and visualize the viewof Japan from other countries, andexpectations from Japan
4 Analyze the demands of foreign
tourists.

17

Connecting Japan and Other Countries
MISSION

Developing a better
public image of Japan in
the world

ACTION

1 Establish Japan s brand image and increase its overseas distribution.

2 Create a new slogan that will replace Cool Japan.

3 Disseminate the display of Designed in Japan.

4 Review procurement to increase the government s creativity.

18

Connecting Japan and Other Countries
Developing a better public image of Japan in the world

ACTION

1 Establish Japan s brand image and increase its overseas distribution.

Build the brand image of Japan as a Country That Provides Creative Solutions to theWorld s Challenges in order for Japan to develop a new market for problem-solving
industries in the world, while winning the sympathy of other countries.
Similar to the campaign in Great Britain, develop a campaign
to create a new brand image of Japan in a public-private
partnership through an expansion of the government s
international public relations, corporate advertising, andsupply of products and services that embody brand value.
Measure medium- and long-term effects on the recognition ofJapan s new brand image.

HRH Prince Harry and UK Prime Minister David Cameron at the GREAT reception
event in New York © UKTI 2013

ACTION

2 Create a new slogan that will replace Cool Japan.

Determine a new slogan that Japanese people will be proud to say in clearly restating thephilosophy of Cool Japan. Be sure to accurately present the Cool Japan policy and spread
it globally, while winning the sympathy of other countries.
Present a phrase that replaces Cool Japan, which tends tobe perceived as being not cool for calling ourselvescool. Listen to the opinions of native English speakers andfeedback from both within and outside of Japan, and proposea phrase that concisely expresses the brand value of Japanand can be used proudly by the Japanese people.

19

ʻ COOL ʼ JAPAN?

Connecting Japan and Other Countries
Developing a better public image of Japan in the world

ACTION

3 Disseminate the display of Designed in Japan.

Increase the presence of Japan as a country of creative people by visualizing that
products have been developed and designed in Japan.

At present, most of the products of Japanese manufacturers
are imprinted with Made in (a country other than Japan).
Should such creative elements as design be done in Japan
with assembly or manufacturing done in another country,
however, be sure to display designed in Japan and made in(another country), and disseminate the practice. In this case,establish rules for such display with domestic manufacturers
and industry organizations, and ensure widespreadcompliance thereof.

Designed in Japan © NOSIGNER 2014
(This photo shows a modification of the sign, Designed by Apple in California, by
Eric E. Castro.)

ACTION

4 Review procurement to increase the government s creativity.
A government that embodies creative Japan can be built by incorporating flexible
ideas and the creativity of creative professionals in the government s activities, and by
focusing on plans and ideas rather than costs. This will create a flow of selecting andpromoting measures to build up the nation s brand.
Actively introduce planning competition, public recruitment,
and comprehensive evaluation methods for businesses
requiring artistic quality (e.g., image production, website
production, design production, musical production,
performing art production) among the operations
outsourced by the government and related agencies,
taking into account the contracts covering multiple years,
so as to use the perspective of developing the brand ofJapan as the decision criteria for plans and ideas, andimplement medium- and long-term businesses. Also
create opportunities for ideas winning more sympathy or
penetrating more widely by easing the bidding qualifications
and assessing creativity involving experts.
Coins coins coins © chichacha 200820

Connecting Japan and Other Countries
MISSION

Increasing the mobilityof information andcultural productsof Japan in theinternational community
ACTION

1 Create Japan s inbound web portal.

2 Translate signs at tourist sites into many languages with a pleasing appearance.

3 Support the translation of information given in Japanese.

21Connecting Japan and Other Countries
Increasing the mobility of information and cultural products of Japan in theinternational community
ACTION

1 Create Japan s inbound web portal.

Develop a web portal for non-Japanese people to learn about Japan by properly linking
their interests and information to which they should be directed, in order to increase
information mobility.
To address the current situation where information for
non-Japanese people is widely spread and accessing thenecessary information is difficult, build a cross-industrial
web platform where companies and government agencies
work in cooperation to organize information on local
communities, culture, entertainment, travel, etc. for nonJapanese people, and provide it in multiple languages.
Establish quantitative standards for this web portal andlinked websites, and build medium- to long-term PDCA cycles
to verify the effects while sharing information on the causesof success and failure among business partners.

http://www.nycgo.com/

ACTION

2 Translate signs at tourist sites into many languages with a pleasing appearance.

Promote the use of multilingual tourist information boards with a beautiful design thatmatches the scenery.

Both the protection and harmonization of urban scenery arepromoted at many places in view of their value as tourist
attractions, and tourist information boards will be mademultilingual with a more functional design and in greater
harmony with the scenery. Develop guidelines to serve
as decision criteria for motivated managers and replace
existing information boards at major tourist sites, othertourist sites, and at cultural assets by the Olympic year of
2020, in order to prepare an environment for visitors to enjoy
the beauty of Japan.

before (Signage for heritage) © NOSIGNER 2014

after (Signage for heritage) © NOSIGNER 201422

Connecting Japan and Other Countries
Increasing the mobility of information and cultural products of Japan in theinternational community
ACTION

3 Support the translation of information given in Japanese.

Encourage the multilingual production of Japanese entertainment content and build asystem for the Japanese content industry to voluntarily acquire a greater share of the
global market, and thus increase the mobility of high-quality content.
Create an environment where people can enjoy Japanesecontent in English or other languages on a daily basis, andincrease the opportunities for travelers to Japan, nonJapanese residents of Japan, and Japanese people tocome in contact with Japanese content through television
broadcasting at movie theaters, etc. To promote approaches
from other countries, build a showcase website for posting
Japanese content translated into other languages, andincrease the subsidies for J-Lop business, etc. to provide thebenefit of producing multilingual content from the beginning.

© NOSIGNER 2014 (This photo shows a modification of Kinkakuji Golden Pavilion,
Kyoto, July 2006 by David Sanz.)23

Connecting Japan and Other Countries
MISSION

Adopting overseas
perspectives todiscover the essential
attractiveness of JapanACTION

1 Appoint 100 partners who have an overseas perspective.

2 Appoint Japanese persons working in the world as ambassadors.

3 Understand and visualize the view of Japan from other countries,and expectations from Japan.

4 Analyze the demands of foreign tourists.

24

Connecting Japan and Other Countries
Adopting overseas perspectives to discover the essential attractiveness of JapanACTION

1 Appoint 100 partners who have an overseas perspective.

Create sympathy of other countries with Japan by discussing Cool Japan with partners
having an overseas perspective.

Select 100 non-Japanese individuals working in and outside
Japan, who are influential and have good knowledge of Japan
from various industries, and build a system of receiving their
non-Japanese opinions. Perceive the sympathy and antipathyof non-Japanese people towards the Japanese by observing
and considering together with them the strengths andattractiveness of Japan from objective perspectives, and thenapply the findings to the Cool Japan policy.

Taken using a Canon PowerShot S90 at the first Students For Liberty European
conference at the Katholieke Universiteit Leuven in Leuven, Belgium.
© Gregory Rehmke 2011

ACTION

2 Appoint Japanese persons working in the world as ambassadors.

Assist Japanese people working in various industries in the world and encourage them topublicize the attractiveness of Japan.

Appoint Japanese people working in various fields ofthe world as Cool Japan ambassadors, and support theiractivities. Let these ambassadors share their knowledge
with people in Japan and accelerate a rediscovery of Japan s
appeal by exchanging information with overseas people, whileserving as hubs so as to strengthen Japan s relationships withother countries.

Facebook Creator s Meet-up (Aug. 29, 2011) © takuhitofujita 201125

Connecting Japan and Other Countries
Adopting overseas perspectives to discover the essential attractiveness of JapanACTION

3 Understand and visualize the view of Japan from other countries,and expectations from Japan.

Learn about the appraisal of and expectations from Japan from a global perspective
every day, and then make improvements.
Analyze information and big data based on overseas media
exposure (e.g., via television, newspapers, magazines, wordof mouth on websites, SNS) to understand and study theappraisal and reputation of Japan in a timely manner, andconsider the continuous improvement of Japan s public
image based on the findings from such analysis.

live interview with Deutschlandfunk at Wikimania, User: Elian © Elke Wetzig

ACTION

4 Analyze the demands of foreign tourists.

Build a system of understanding the demands of non-Japanese tourists so they canenjoy their experience in Japan without being stressed.

Set up Wi-Fi facilities to offer information and services usefulfor foreign travelers to Japan, develop applications to collect
their opinions to understand the trends of foreign visitors totourist sites, and improve countermeasures with an aim toincrease their level of satisfaction with Japan.

Narita Terminal 2 Arrivals, Japan © David McKelvey 201026

Three Steps to Make Japan a Country That Provides Creative
Solutions to the World s Challenges
STEP

Becoming Japan That
Helps the World

In order for Japan to be recognized as a country with creativity that helps the world, deliver information
on ancient Japanese philosophy that values sustainability and harmony, demonstrate the consistency
between the philosophy needed for future living and ancient Japanese philosophy, visualize andshare issues to personalize the issues facing Japan and the world, promote industries through which
Japan could contribute to the world in addressing such issues as environmental problems, a declining
birthrate, and an aging population, and present a picture of Japan that offers specific solutions.

MISSIONMISSIONMISSION

Personalizing the issues
facing Japan and the world

Promoting industries throughwhich Japan could contribute to theworld in addressing such issues asenvironmental problems, a declining
birthrate, and an aging population

Delivering information
on ancient Japanesephilosophy that values
sustainability and harmony

ACTIONACTIONACTION

1 Visualize information on the issues
facing Japan and the world.
2 Present the government s open
data and incorporate design into
government documents.

1 Match problem-solving projects
and creativity.
2 Create an environment for thecommercialization of ideas that willcontribute to the world.
3 Promote the overseas expansion ofproblem-solving businesses.

1 Build JAPAN LABO across Japan.
2 Hold international handicrafts
festivals in Japan.
3 Build a Japan design museum.
4 Expand Japan s cultivation ofaesthetic sentiments enjoyed bychildren to the world.

27

Becoming Japan That Helps the WorldMISSION

Personalizing the issues
facing Japan andthe world

ACTION

1 Visualize information on the issues facing Japan and the world.

2 Present the government s open data and incorporate design into
government documents.

28

Becoming Japan That Helps the World
Personalizing the issues facing Japan and the world

ACTION

1 Visualize information on the issues facing Japan and the world.

Japan will lead the world in the creative distribution of information on social issues.

Introduce information design that uses such creativetechnologies as infographics and animation, and visualize theissues faced by Japan and the world for easy understanding.
Demonstrate Japan s creativity through such activities, shareclues to the solutions of problems, verify the consistency
between the issues of Japan and those of the world, andencourage people s interest and understanding of such issues
to increase participation in the problem-solving process.

SHIFTING TRADITIONAL CRAFT INDUSTRY © NOSIGNER 2014

ACTION

2 Present the government s open data and incorporate design into
government documents.

Promote the creative delivery of information to share the information held by thegovernment with people in and outside Japan.
Increase the usability of Japan s information for both
Japanese and non-Japanese people through a bilingual
presentation of the government s open data for sharing
with the rest of the world, the development of a systemthat facilitates the preparation of pleasant-looking tables
and figures from the government s data, and then publish
the data as the source of such government information
in a format that facilitates processing. Increase intuitive
understanding of the documents by incorporating design indocuments published by the government, raise interest in
the information, and promote the creative presentation of
government information.

HISTORY OF FORESTRY IN JAPAN © NOSIGNER 201429

Becoming Japan That Helps the WorldMISSION

Promoting industries
through which Japan could
contribute to the world in
addressing such issues asenvironmental problems, adeclining birthrate, and an
aging population
ACTION

1 Match problem-solving projects and creativity.

2 Create an environment for the commercialization of ideas that will contributeto the world.

3 Promote the overseas expansion of problem-solving businesses.

30

Becoming Japan That Helps the World
Promoting industries through which Japan could contribute to the world in addressing
such issues as environmental problems, a declining birthrate, and an aging population
ACTION

1 Match problem-solving projects and creativity.

Match the two to acquire creativity for Japanese business operators addressing problem
solving as a business, so as to ensure success.

A number of Japanese researchers and business operators
address energy supply, aging population, and other social
issues as a business. However, some of them with a goodbusiness model have yet to become influential entities in
the world, due to an inadequate design of user experiencein public relations, branding, product development, etc.
Match such creative fields as design with problem-solving
businesses in order to develop these businesses into entities
that will win the world s sympathy. Promote businesses thatwill contribute to the world s problem solving by assisting
creative problem-solving businesses.

An electrically powered exoskeleton suit currently in development by Tsukuba
University of Japan. © Steve Jurvetson

ACTION

2 Create an environment for the commercialization of ideas that will contributeto the world.

Develop a business environment that facilitates the growth of startups that willcontribute to solving social problems.
Develop a virtuous circle that facilitates the financing andbusiness support for initial startups, increases business
regeneration to promote the cycle of startups, and facilitates
the birth of creative startups for the commercializationof creative ideas for solving social problems or putting
technology to practical use.

Embrace Co-founder and President, Products holding an Embrace Nest infant warmer.
© Rahul Panicker 201231

Becoming Japan That Helps the World
Promoting industries through which Japan could contribute to the world in addressing
such issues as environmental problems, a declining birthrate, and an aging population
ACTION

3 Promote the overseas expansion of problem-solving businesses.

Support the overseas expansion of businesses that will help develop the image of Japanas a country that provides creative solutions to the world s challenges.

Support the overseas expansion of businesses in industries
that can contribute to the world s problem solving. Food,digital content, nursing care, childcare, environmental
problems, etc. are closely related to the government policies
of each country, and efforts by the private sector alone arelimited to solving issues in such areas. The government,
therefore, cooperates with the private sector and engages ininter-governmental talks and negotiations. For instance, it
promotes quality concerning food safety, the development ofrules, and the building of a distribution base. The government
also considers the removal of barriers to cooperation
between Japanese companies and overseas partners.

20110803-OSEC-LSC-0033 © U.S. Department of Agriculture 201132

Becoming Japan That Helps the WorldMISSION

Delivering information
on ancient Japanesephilosophy that values
sustainability andharmony
ACTION

1 Build JAPAN LABO across Japan.

2 Hold international handicrafts festivals in Japan.

3 Build a Japan design museum.

4 Expand Japan s cultivation of aesthetic sentiments enjoyed by children to
the world.

33

Becoming Japan That Helps the World
Delivering information on ancient Japanese philosophy that values sustainability
and harmony
ACTION

1 Build JAPAN LABO across Japan.

Prepare opportunities to take over hand work remaining in communities and help thecommunities to innovate.

Establish JAPAN LABO presenting such advanced machinery
as 3D printers and laser cutters, and such tools for Japanesetraditional handicrafts as pottery wheels and Japaneselacquer, and make it available for anyone to use freely justlike a public library, in order to create places to promote
people s voluntary production across Japan. Create places
to achieve both the promotion of personal creativity and thesuccession of traditional industries by actively establishingregional industrial technology centers, and using the growing
number of vacant school buildings and houses nationwide inorder to make use of existing resources.

Fab Lab - De Waag Society, Amsterdam © Rory Hyde 2009ACTION

2 Hold international handicrafts festivals in Japan.

Hold international exhibitions as an exchange of Japanese craftsmanship and that of
the world, and help pass down the world s rapidly disappearing handicraft culture to
future generations.
For Japan to lead restoration of a globally declining crafts
industry, hold large international festivals involving craft
brands and companies from around the world in such cities
as Kyoto, and develop the festivals into global-scale events
equivalent to Milano Salone in Italy for the design industry
or the Paris Collection in France for the fashion industry.
Designers, buyers, and artists from around the world
will stroll the streets and enjoy the background of crafts
nurtured by rich culture, and encounters there will induce
chemical reactions between different industries and create
a global community that will leave craftsmanship to thenext generation.

Kazuhiko Yoshioka

handwork © Kazuhiko Yoshioka 201334

Becoming Japan That Helps the World
Delivering information on ancient Japanese philosophy that values sustainability
and harmony
ACTION

3 Build a Japan design museum.

Aim to raise the status of Japanese design by promoting design to the world that has
been nurtured by Japan s wisdom and thinking behind such design.

Build a design museum where visitors can enjoy Japanesedesign as a possible a goal for worldwide design and theideology behind it. As facilities that lead the promotionof new cultures like MOMA in NYC and Centre Georges
Pompidou in Paris, the museum will increase the presenceof Japanese design through an exchange with overseas
creative professionals. The museum will be a venue thatbrings creative thinking to Japanese companies through thedisclosure of material archives and design workshops, andencourage the creation of high value-added products.

ACTION

4 Expand Japan s cultivation of aesthetic sentiments enjoyed by children to
the world.

Disseminate the values that Japanese proudly present to the world and build a basis ofsympathy with Japan.
Build a basis of sympathy with Japan by demonstrating
both in and outside Japan the Japanese aesthetic senses,
including harmony, sustainability, and the spirit of mutual
help that Japanese people can proudly show the world,present such values in stories and educational materials thatcan be enjoyed by children, and use Japanese ideology insolving the world s problems.

MuseumofPictureBooks11f © scarletgreen 200635

Cool Japan Movement Promotion Council
The Council consists of nine regularmembers, including Tomomi Inada,
the first minister in charge of theCool Japan strategy, and a total of 34
guest speakers representing theirrespective professions. Repeatedbrainstorming has resulted in a new
optimal form of collecting ideas and aunique venue for policy discussions,based on which extremely beneficial
opinions of the participants havebeen collected. This proposal is
a compilation of the definitions,
missions, and actions of Cool Japan
as suggested in the discussions.

Supplement: To organize a meeting that facilitates creativity
The Council designed a new form of discussion to encourage participants to freely and open-mindedly present their ideas.
The following summarizes the procedure of the Council that can be used in future administrative discussions.

2
Share the concepts of
the Council.

3
Have deeper discussions
in small groups.

Both the regular members andguests (consisting of individuals
from different fields andcountries) who participated in
discussing topics in their areas ofexpertise create a venue to devise
various ideas.

During guidance at the beginningof the meeting, members wereasked questions about thedefinition, mission, and actionsof Cool Japan, in order to broadly
share the direction of discussions.

Each theme was discussed ingroups consisting of no morethan four members, so that all
participants could discuss to theirsatisfaction. The members wereselected from different fields.

4
Switch the groupmembers every hour.

5Summarize key points
in the Cool Japan paper.

6

Members other than the host ofeach table were switched once
every hour to incorporate different
perspectives and have a deeper
discussion on each theme.

A large piece of paper with themes
written on it was distributed toeach table, where the participants
free wrote the key points of their
discussions in order to keep talks
on the right track.

1
Assemble various members andencourage discussions beyond
their positions/status.

36

Have the members of each table
present the outcomes of their
discussions.
The groups at each table
presented a summary of their
discussions based on their CoolJapan paper, and proposed
specific missions and actions.

Cool Japan Movement Promotion Council

Regular Members

Eisuke Tachikawa(Concept director)
Minako Aoshima
Ryo Kagami
Tomoe Shinohara
Reiko Sugiyama
Taro Hakase
Maki Fujiwara
Noritoshi Furuichi
Norihiko Yoshioka

Guest Speakers

Tadanobu Asano
Miki Ando
Ryosuke Oda
Kenji Kamiyama
Yukari Kawahito
Eisuke Kumano
Kei Kurusu
Hiroshi Sakurai
Ai Sugiyama
Makiko Sekiguchi
Zomahoun Rufin
Kozo Takaoka
Toshihiro Takahashi
Masaaki Takano
Hiroya Tanaka
Daisuke Tsuda
Tate Kristopher
Teruhiko Doi
Hideki Togi
Tom Vincent
Keisuke Nakajima
Okisato Nagata
Fumio Nanjo
Takeshi Niinami
Patrick Harlan
Hidaka Zenbo
Hiroyuki Horihata
Daijiro Mizuno
Koji Murofushi

Rika Yajima
Makoto Yoshida
Renata Piazza
Robert Harris
Yusuke Watanabe

President and design strategist, NOSIGNER Co., Ltd.
U.S., Europe, and Australia group assistant manager, overseas marketing, Japan
National Tourist Organization (JNTO)
Kyoto office, Cool Japan team member, Dentsu Inc.
TV personality, artist
Chief of public relations, general affairs, Japan External Trade Organization
Violinist
Vice president, Investment Strategy Group, Cool Japan Fund Inc.
Doctoral student at the Graduate School of Arts and Sciences, University of Tokyo
Assistant to the chief of the cultural project team, Asia center, Japan Foundation
Actor
Figure skater
Azuma Kyoiku Kenkyudan / Japan Business Publishing Co., Ltd.
STEVE N STEVEN Inc., film director
Local Career Café, fellow, Shinrai Zaidan (public interest incorporated foundation)
President, Amita Holdings Co., Ltd., Shinrai Zaidan (public interest incorporated foundation)
GourmetPresident, Asahi Shuzo Co., Ltd.
Former professional tennis player, sports commentator
President, Matohu (fashion brand)
Ambassador of the Republic of Benin to Japan
President and CEO, Nestle Japan Co., Ltd.
Chief editor, Discover Japan, Ei-Publishing Co Ltd.
Executive officer, director of MD strategy in main sales unit, manager of Isetan
Associate professor, Faculty of Environment and Information Studies, Keio
University, originator of FabLab Japan
Journalist, media activist
President and CEO, development manager, ConnectFree K.K
Chief of editorial department, World Photo Press Co., Ltd., editing director, Mono Magazine
Gagaku musician
Chief editor, PingMag (online magazines)
TV program producer, next-generation business planning, Tokyo Broadcasting
System Television, Inc.
President and planning director, EQS Inc.
Director, Mori Art Museum
President, Lawson Inc.
TV personality (Pakkun Makkun)
Deputy chief priest at Sanpoin Temple, Bekkaku-honzan (special head temples), Mt.
Koya, dean of general affairs at Koyasan University
Designer for Matohu (fashion brand)
Full-time lecturer, Faculty of Environment and Information Studies, Keio University
Olympian (men s hammer throw), Mizuno Corporation, associate professor, Schoolof Health and Sport Sciences, Chukyo University, sports director, Tokyo Organizing
Committee of the Olympic and Paralympic Games
President, Aeru K.K
TV personality (Pakkun Makkun)
Director, NPO Hasekura Program
Writer, disc jockey
Playwright

Government
affiliates

Tomomi Inada (minister in charge of the Cool Japan strategy), Shunichi Uchiyama, Noriyuki Oyoshi,
Atsushi Koshio, Satoru Kobayashi, Kazuyuki Tagawa, Kensuke Nakanishi, Hiroaki Hatano,
Hirosato Hayashi, Kenji Hiroshige, Yuki Morito, and Hidehiro Yokoo

Cooperators

Nana Izumi, Takamori Ueta, Mayumi Tokumoto, Toshiyuki Nakaie, Susumu Namikawa, Akira Nogami, andYoshifumi Matsudaira

Design and Editing

NOSIGNER(Titles omitted)* All titles and affiliations of the participants are current as of the date of the Council meetings.

Issued on August 26, 2014.