Cool Japan Strategy Public-Private Collaboration
Initiative

June 17, 2015
Cool Japan Strategy Promotion Council

Table of Contents

Cool Japan Strategy Public-Private Partnership Initiative
1. Introduction ·································································································· 1
2. Five Perspectives on Deepening and Enhancing the Cool Japan Strategy······ 4
3. Sample Projects as Private-Sector Models ····················································· 7
4. Government Cross-Cutting Initiatives ···························································· 9

Attachment 1: Sample Projects as Private-Sector Models (Project Ideas)(1) Design-centered project ··············································································i-1(2) Content-centered project ············································································ i-4(3) Cuisine-centered project············································································· i-7(4) Regions / tourism-centered project ····························································i-10

Attachment 2: Upcoming Government Initiatives (Action Plan)
1. Information Dissemination ···········································································ii-1
2. Overseas Expansion ·······················································································ii-6
3. Inbound Tourism Stimulation ·······································································ii-9
4. Unearthing and Conveying Regional Attractions ··········································ii-12

Members of the Cool Japan Strategy Promotion Council

Cool Japan Strategy Public-Private Partnership Initiative‐A Report by the Cool Japan Strategy Promotion Council‐
1. Introduction(The Target of Cool Japan)

Cool Japan refers to the aspects of Japanese culture that non-Japanese perceive as“cool.” The target of Cool Japan “encompasses everything from games, manga, anime,

and other forms of content, fashion, commercial products, Japanese cuisine, andtraditional culture to robots, eco-friendly technologies, and other high-tech industrial

products.” (Intellectual Property Strategic Program 2011)(The Cool Japan Strategy)

The Cool Japan Strategy, a key part of Japan’s overall brand strategy, is an effort thataims to disseminate Japan’s attractiveness and allure to the world and to incorporateand harness global growth for domestic economic growth. More specifically, theexpectations for Cool Japan are not limited to economic expansion contributions

through the communication of Cool Japan information and the expansion of goods andservices overseas; a multiplier effect is expected that will increase consumption in
Japan through the growth of Japan enthusiasts overseas that, when linked to Visit
Japan initiatives, will lead to greater numbers of overseas visitors to Japan.

Private-sector businesses are the prime actors in moving Cool Japan efforts forward,

whereas the government’s role is to back forward-looking private-sector businesses.
Under this division of roles, businesses producing new attractive goods and services

targeted under Cool Japan and businesses rediscovering and reshaping, anddisseminating and expanding, traditional Japanese attractions are expected to be
invigorated and, through the acceleration of competition and renewal, Japan’s
economy is expected to be rekindled.

(The 2020 Tokyo Olympic and Paralympic Games and Beyond)

The world’s attention will focus on Japan as we prepare to host the 2020 Tokyo
1

Olympic and Paralympic Games, and the period leading up to the Games is a golden

opportunity to ramp up the Cool Japan strategy. To maximize the potential of thisopportunity, and to use it as a checkpoint toward further economic growth rather thana transient surge, we need initiatives that focus on the time leading up to the Gamesand the period after the Games.

(The First and Second Phases of the Cool Japan Strategy)

Since the appointment, at the inauguration of the second Abe Cabinet, of a Ministerin charge of Cool Japan to promote the Cool Japan Strategy, meeting have been heldwith fruitful discussions with the Cabinet Secretariat acting as the Cool Japansecretariat. At the Cool Japan Promotion Council, in the first phase, debate centered onstrengthening the ability to communicate and disseminate Cool Japan, which led to the

Action Plan to Strengthen Cool Japan Communications. The Cool Japan Movement
Promotion Council, in the second phase, set “Japan, a country providing creative

solutions to the world’s challenges” as the mission of Cool Japan and compiled theideas to realize this mission in the Cool Japan Proposal.
(The Cool Japan Strategy Promotion Council)

In January of this year, the Cool Japan Strategy Promotion Council, the third phasecouncil, was launched, as the culmination of all the previous discussions. This council,
with the participation of public and private-sector members, was set up with theconcept of establishing a business plan that will boost our economy, treating all the

Cool Japan policies as an ecosystem and focusing on the period leading up to the 2020

Tokyo Olympic and Paralympic Games and beyond. The purpose of which is toentrench the Cool Japan Strategy as a national strategy that will add value to the Japanbrand and lead to economic growth.

The council, taking a bird’s eye view of all Cool Japan policies, has debated how toconnect various policies to elevate the economic benefits and in which policy
directions the government should push, with specific private-sector-led businessprojects in mind in each field.

The discussions took into account connections with Visit Japan and regional2creations.
(The Cool Japan Strategy Public-Private Partnership Initiative)

This initiative is based on the discussions presented above and takes the perspectiveof deepening the Cool Japan Strategy. The initiative puts together a number of cases ofmodel private-sector efforts and spells out future efforts that the government should
pursue.

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2. Five Perspectives on Deepening and Enhancing the Cool Japan Strategy
The Council’s discussions and debates have pushed forward considerations about

what is important from the perspective of deepening and enhancing the Cool Japan

Strategy. The ideas that arose from this process can be consolidated around thefollowing five points.

(1) Connecting diverse initiatives laterally through the perspective of designCool Japan initiatives cover a wide territory, both within each Cool Japan field —content, cuisine, fashion — and at each stage of information dissemination,
overseas expansion, and inbound-tourism promotion. The players, too, encompass

a diverse range of people and organizations, both in the public and private sectors.

Forming partnerships organically is key to connecting these diverse initiatives
laterally under the Cool Japan concept and to portraying the attractions of Japan. It

is also important to elevate Japan’s attractiveness by planning and compiling all
customer touch points — such as information dissemination, provision of goods

and services, and experiences — from a design* perspective.

※ Design as used here does not mean design in the literal sense of artfully

creating something. Design is used in the broader sense of integrating thefunctional value (quality and specifications) and the emotional value (artistic

sense and texture) of a product or service as seen from the customer’s point ofview and striking a fine balance between these values while keeping them at ahigh standard. For example, when devising an individual product or service orwhen planning an inbound-tourist experience, design is the process ofeffectively conceptualizing and refining ideas starting from the customer’s
manifest and latent needs.

(2) Bringing policies and businesses together


Attempts have been made to coordinate and link the various players undertaking

Cool Japan initiatives. It is undeniable, however, that there is still insufficientpublic and private collaboration, as well as collaboration among industries, and4that most efforts have not progressed beyond only one-off endeavors.

It is imperative, accordingly, to obtain a big-picture view of government andprivate-sector Cool Japan activities and to bring together and coordinate

government policies and private-sector business activities in a way that crosses

boundaries between fields in order to forge efforts that are effective from thecountry’s standpoint. Furthermore, it is important to link efforts at each stage of

information dissemination, overseas expansion, and inbound-tourism promotion
and to harness them into a united trend.
(3) Constructing a human resources hub

Human resources are the key to executing the Cool Japan Strategy. It is importantto effectively create and disseminate the world-class attractions of Japan. And to

do this, it is vital to build a hub that will draw creative people working in the CoolJapan fields from around the world to Japan in order to amass and elevate thecreativity of these people and to eventually disseminate it to the world. Once this
hub is formed, it will have the potential to generate a virtuous circle that draws inmore creative people who further boosts Japan’s attractiveness.
(4) Incorporating the views of non-Japanese

There are many Japan fans overseas who love content, cuisine, fashion, and otherthings from Japan. These people are potential partners to further spread CoolJapan in other countries. On occasion, the things that non-Japanese people regard

as “cool” are not necessary what Japanese people consider to be the “attractions ofJapan.” Conversely, we must be careful of situations in which Japanese people ship
products and services overseas, believing them to have the “allure of Japan,”without accounting for the views of non-Japanese, who may reject the products

and services because they feel a value system is being imposed on them.

From this viewpoint, working jointly with non-Japanese fans of Japan andinfluential non-Japanese people is an effective part of disseminating andexpanding Cool Japan overseas. It is also important reconsider and revise what the“attractions of Japan” are from the point of view of these non-Japanese people so5that broader audiences abroad will accept Japanese products and services as cool.
(5) Enhancing regional attractions
Japan’s regions have vast amounts of potential Cool Japan resources, such as
regional cuisine, local saké varieties, and traditional crafts. Unfortunately, theseresources, for the most part, lie dormant and unused. And even when individual

regions have unearthed and used these resources, we have noticed that theiroverseas expansion has been hit and miss and has not contributed to raising theattractiveness of the entire country.

Therefore, it is necessary to unearth Cool Japan resources lying dormant inregional areas and, by compiling and curate them in a way that adds value, package

them as products that appeal to overseas customers. It is also crucial to packagethese products from an overall perspective so these regional resources create

appeal for Japan at large.

6

3. Sample Projects as Private-Sector Models
Based on the five perspectives given above, we should look to accelerate Cool Japan

initiatives led by the private sector. At the Council, we decided not to stop with adeclaration grounded on the prevailing view of what the Cool Japan Strategy should be.

Instead, we decided to suggest concrete project ideas as outcomes of the Council’s
discussions and the networks of knowledge private experts.

This resulted in concrete project ideas that will serve as models for private-sector

initiatives in four areas: design, content, cuisine, and regions / tourism. Summaries ofthe projects are provided below.

We hope that the private sector will realize these projects with use of government

assistance.

(1) Design-centered project

Since design is a major driving force that bolsters the competitiveness of Japaneseindustry, this project calls for the establishment of the world’s foremost design lab/ school. This design lab / school will bring overseas designers to Japan to help
accelerate industry innovation.
(2) Content-centered projectThis project involves the establishment of an agent organization that will unify theJapanese music industry and drive overseas advancement with the goals of

promoting the overseas expansion of J-Pop and elevate its multiplier effect.

Another important issue is facilitating collaborations between music, film, andother content forms. To this end, the project will also construct an artist databaseto manage IDs issued to individual artists and an archive of creative works that willcollect and streamline the use of past creative works. The project will also takeadvantage center of the Takeshiba District National Strategic Special Zone to createa center with human resource development and application functions.
(3) Cuisine-centered projectThis project entails setting up a graduate school in cuisine, the Tokyo Harvest City,
7

and hubs in key overseas cities in order to form a Japan Experience Community,
which would seek to disseminate information, promote overseas expansion, andstimulate inbound tourism under a common banner. The ultimate goal of the Japan

Experience Community would be to connect cuisine-centered initiatives in various
fields together and expand the number of Japan fans.
(4) Regions / tourism-centered projectThe purpose of this project is to promote regional Cool Japan initiatives. It involves

establishing a framework for local Cool Japan production businesses. The

framework discovers and refines, from the point of view of non-Japanese people,

attractive food and crafts lying dormant in regional areas as well as interesting

experiences in local areas and develops these resources from an overall
perspective in a way that harmonizes them with the attraction of Japan while
encouraging overseas expansions and the creation of new industries.
Attachment 1 provides details of these initiatives.

84. Government Cross-Cutting Initiatives
In order to advance the Cool Japan Strategy further, the Cabinet Secretariat(Intellectual Property Strategy Promotion Headquarters) will use its command center
functionality to bundle together various ministry and agency initiatives and promote

the following initiatives as unified government initiatives based on the five
perspectives laid out above.

(1) Creation of a public-private partnership platform

It is essential to strengthen Cool Japan collaborations between the public andprivate sectors and among different industries and to build a horizontal platform
for Cool Japan initiatives so it is possible to continually form collaborative projects
like those described above. To this end, we will launch a new public-private
partnership platform, composed of members from related ministries and agencies,

related institutions, and nongovernment organizations, that serves as (1) a venue

for forming and matching dynamic collaborative Cool Japan projects and (2) avenue for sharing cutting-edge practices (such as knowledge on merchandisingcontent). The purpose of the platform will be to strengthen collaborations
between the public and private sectors and among different industries in the CoolJapan fields and effectively promote Cool Japan initiatives as a nation.

(2) Formation of a hub that brings together people and information from many
fields and disseminates information


Related government ministries and agencies will work together to assist theinvitation of highly creative people from around the world in design, food, content,
and other fields where Cool Japan resources lie and to encourage the developmentof our own creative people. This assistance assumes private-sector initiatives
aimed at constructing a hub with information gathering and disseminating
functions.

(3) Creation of networks of Japan ambassadors composed of non-Japanesepeople9Efforts have started to enlist non-Japanese Japan fans with communication skills in

the Cool Japan resource fields to help communicate and disseminate information
overseas. It is hoped that connecting these efforts will lead to multiplier effects.

Based on this expectation, we will form networks consisting of these non-Japanesepeople as Cool Japan ambassadors and request their assistance in further
disseminating information and providing feedback. The end objective is todisseminate Cool Japan messages more effectively.

(4) Establishment of regional Cool Japan consulting offices


The Japan External Trade Organization (JETRO) and other related institutions haveassisted the overseas development of regional businesses in the Cool Japan fields.
There are also movements at municipal governments, which are the core regional

players, to establish Cool Japan consulting frameworks, and networks among

municipalities have started to form. In partnership with JETRO and other related
institutions, and in collaboration with municipalities, we will open regional CoolJapan consulting offices to strengthen frameworks that provide consulting andassistance to ambitious businesses in local regions.

(5) Creation of lists and networks of regional producers


Our local regions lack the knowledge and the specialists with curation andproduction skills needed to unearth local Cool Japan resources and link them tooverseas development and inbound tourism. To combat this problem, we will

create lists of specialists and people with the know-how to tie local resources tooverseas development and inbound-tourism stimulation. We will create networks

comprising these people to enable the provision of information to regions and toshare nationwide perspectives.

Attachment 2 provides an overall picture of the efforts related government ministries
and agencies are pursuing in each stage and field.

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Attachment 1
Sample Projects as Private-Sector Models(Project Ideas)
The Cool Japan Strategy Promotion Council debated what initiatives are desirable ineach of the four themes — design, content, cuisine, and regions / tourism — and how
initiatives can be connected to other fields. The aim of the discussions was to come up

with suggestions of sample projects that can be used as private-sector models. The

following sections provide outlines of each sample project.

It is hoped that these sample projects that can be used as private-sector models will

be moved toward implementation looking ahead to the 2020 Tokyo Olympic andParalympic Games and beyond.
(1) Design-centered project(Project name)
Since design is a major driving force that bolsters the competitiveness of Japaneseindustry, this project calls for the establishment of the world’s foremost design lab /school. This design lab / school will bring overseas designers to Japan to help
accelerate industry innovation.

(Present conditions and challenges)
With the intensification of global competition, Japan’s industries (especiallyautomotive, consumer electronics, and other BtoC industries) are have a toughtime differentiating themselves on solely functional value — i.e., quality andperformance — that had been the bedrock of their traditional competitiveness. It
is imperative that Japan’s industries accelerate innovation, place new priority on
elevating emotional value — i.e., design, texture, and lifestyle, and take possessionof powerful brands that can fight on the global market.

Corporation innovation accelerates through the organic interconnection of threeelements — business, technology, and creativity (BTC). Design is an element thatⅰ－1

drives these interconnections, and design is at the core of finding a fine balance
between functional value and emotional value when planning products, services,and customer experiences.

Although Japan has a large number of world-class people in the design field, theirabilities have not been leveraged to boost the international competitiveness ofcorporations. Two things are essential: corporations utilizing design to accelerateinnovation, as a key driver of future industrial competitiveness, and the industrial

world nurturing and making use of advanced creative personnel (BTC personnel:
people who understand and can integrate the three BTC elements).

We should aim for Japan and Tokyo to become the world’s design hub, in order toaccelerate innovation that uses design in the industrial world and to attract anddevelop BTC personnel who can promote innovation acceleration. Fashioning

Japan and Tokyo as a design hub will, at the same time, go a long way in boosting
Japan’s brand image.
(Project details)

The project will establish a domestic design lab / school that will gather designers

from around the world to tackle cutting-edge innovation themes in industry andsociety.

We will invite researchers and faculty members at the forefront of their fields fromJapan and abroad. To accomplish this, the lab must fulfill the following
requirements:(1) conduct research projects and training programs in English;(2) construct the capacity to allow activities to progress flexibly, without theconstrictions of traditional university frameworks (begin with a focus on side
ventures with other universities and private corporations); and(3) pursue joint projects with many universities and private corporations with afocus on fields where Japan holds an advantage (such as materials, biotech,and robotics).

The project will aim for a fast launch in two phases:(1) short term (two to three years): Build a track record in innovative initiatives inⅰ－2

the design sector that have global appeal, and carve out a position as a global
design hub; and(2) mid-to-long term: Evolve into a graduate school that develops and suppliesadvanced BTC personnel to industry.

The project will set up a research and planning group for design strategy within

the lab that will operate as a think-tank function for the government (much likethe UK’s Design Council).

(Outcomes)


The project will result in the formation of a worldwide network of researchers andgraduates who had attended the design lab / school, which will boost the presenceof Japan as a global design hub.



researchers and entrepreneurs in the design field to Japan.

The project will prompt the attraction and retention of excellent young
The project will advance the design field and boost industrial competitiveness inJapan and Asia through joint projects with researchers at the design lab / school
and the use of advance BTC personnel nurtured by the lab.
(Expectations on government)

Views were given that the government should back the movement to establish adesign lab / school, as well as provide financial support, in order to instill aconsciousness in industry that design is critical to boosting the international

competitiveness of corporations.

Views were given that Japan should also adopt a means to allow graduates fromthe lab / school to stay in Japan after graduation and contribute to Japan’s

industrial development, much like the post-study work visa in the UK and othercountries (a two-year work visa granted to advanced international students after
completing their program without any specific employer).

ⅰ－3

(2) Content-centered project(Project name)
This project entails the establishment of a J-Pop agent organization and a content

usage hub that will propel the unified overseas expansion of Japan’s music industry.
(Present conditions and challenges)


Although the presence of J-Pop, which is popular primarily in Asia, has dwindledsomewhat with the rise of Korean artists, the music field has a large multipliereffect in connecting with other content forms since it features as a major

component in movies, games, and events.

Globally, and in Japan too, there has been a shift away from music sales as theprime revenue stream for the music industry to income derived from live

performances and associated advertising and from merchandising.

Over the long term, as the population declines, the live performance market in
Japan is anticipated to shrink, but overseas the live performance and event market

is on an upswing.

To develop Japan’s music industry, it is essential that Japanese artists tour in othercountries. Japanese artists, with some exceptions, are not well known in othercountries, making it difficult to attract audiences, sponsors, and the media to live
performances. There are also many challenges in terms of profitability of overseas
tours and media exposure.

Furthermore, compared to film and other fields, small and medium enterprises in

the music industry venture overseas on their own, and there is presently a lack ofgovernment support measures for these initiatives.

Although Japanese artists should ideally band together when expanding into

overseas markets in the interest of raising their profile to attract an audience,individual businesses and organizations have made only sporadic and haphazard

efforts in this regard. Consequently, establishing an organization with the ability tocoordinate within the industry is necessary.

It is also necessary to push forward with collaborations with other fields as ameans to boost the local appeal of J-Pop.

ⅰ－4

(Project details)○ Establishment of an agent organization


The project will establish an agent organization that provides coordination within

the music industry and supports the coherent expansion by the industry into

overseas markets.

With the organization deepening connections with local media and sponsors, a
network of interested parties in Japan and abroad will be formed that will helpovercome cultural differences and language barriers.

By developing J-Pop promotions that are more lasting than one-off events andsetting up bases in other countries, the organization will be able to increase thedrawing power and profitability of events due to reductions in equipmenttransport costs.

The organization will also carry out the role of raising the appeal of events bysparking street buzz about J-Pop in other countries and arranging forcollaborations between music and other fields, such as anime series and fashionthat are popular overseas.

○ Creation of a content usage hub

The project will also establish an artist database (artist commons) to manage IDs

issued to individual artists and arrange an archive of creative works that willcollect and streamline the use of past creative works. With these tools, and by
taking advantage of the Takeshiba District National Strategic Special Zone, theproject will increase the accessibility of individual artists and creative works andpromote content usage as well as construct a center with human resource
development and application functions.
(Outcomes)

The project will result in the entire music industry expanding into overseas
markets on a continuous basis.

A foundation will be created, by pushing collaborations between music and otherfields, for the local acceptance of J-Pop.

ⅰ－5



The construction of agents, an artist commons, and an archive (AAA) willconsequently spark a large multiplier effect for other Cool Japan fields.

(Expectations on government)

Views were given that the government should support the costs of setting up anagent organization, the costs of establishing databases and archives, and theongoing costs until the private sector can get up to speed and run these on its own.

Views were given that the government should pursue examinations into
promoting content usage, so that the archives will be used effectively, as well as

provide a matching site to encourage collaborations between music and otherbusinesses.

Creating films set against the scenery of a given country and screening the films inother countries is a powerful way of conveying the attractions of the country. Somecountries provide tax incentives to attract foreign film crews to their country.

Views were given that the Japanese government should also establish similar tax
breaks and incentives to draw overseas filmmakers to Japan.

ⅰ－6

(3) Cuisine-centered project(Project name)
This project aims to construct a Japan Experience Community with Japanese cuisine

at its core by transforming Tokyo into Tokyo Harvest City, a global food hub.
(Present conditions and challenges)
The popularity of Japanese cuisine is on the rise overseas, evidenced by theincreasing numbers of Japanese restaurants opening around the world each year,

and awareness of Japanese saké and other alcoholic beverages is climbing.
Japanese cuisine and beverages can be used as persuasive content that deepens

non-Japanese people’s affinity for Japan. Consequently, conveying Japanese cuisine,
combined with other fields, is an effective way of communicating Japan’s lifestyleand attractiveness.

On the other hand, individual attempts to convey Japanese cuisine are notsufficiently powerful to get our message across. This is why constructing an

ecosystem (the Japan Experience Community) is important to continuouslycirculate messages about Japanese cuisine domestically and abroad.

It is essential when constructing this ecosystem to foster a mood so that a wideswath of stakeholders — individuals, corporations, local governments, central
government, and related organizations — participate in the ecosystem and move it

forward.

(Project details)

To construct the Japan Experience Community on the domestic front, a platform (across-sector committee) will be set up to lead the following initiatives, which willtransform Tokyo, Japan’s most influential communication center, into Tokyo
Harvest City, a global food hub.

(1) One initiative is to set up a graduate school in cuisine as a hub fordisseminating information. The school’s role will be to propagate correct

Japanese cooking and Japanese alcoholic beverages and to boost the brandpower of Japanese cuisine and drinks.

ⅰ－7

(2) Large-scale events will draw overseas tourists as a means of connecting
Japan’s local regions and Tokyo and disseminating information through Tokyo.

An example is brand building with a Japan Harvest Week, consisting of
numerous harvest festivals and events held in each region of Japan during
autumn, and hosting BtoB and BtoC events during the same season.

(3) The New Toyosu Market and the Oda Market will be made into communication
centers open to the world.

(4) Permanent weekend street markets will be turned into tourist spots.

(5) Parks and harbor areas will be transformed into complexes that bring togetherfood, entertainment, and sports.

An effective way of communicating information in other countries is to start withcreating enthusiastic fans of Japanese cuisine and having them spread Japanesecuisine at the family and household level. To accomplish this, the project will

create hubs in key overseas cities, similar to that in Tokyo, through the following
initiatives.

(6) One initiative is to set up centers at local food courts and markets to makethem into hubs that popularize Japanese cuisine.

(7) More fans of Japanese cuisine will be created by making these hubs into

multi-store facilities and enhancing distribution functions to promote thecreation of markets where Japanese ingredients are readily available. Thesehubs can not only help popularize local food businesses overseas but also
serve as centers to attract inbound tourists to Tokyo and all regions of Japan.

(8) Another effective measure is to send instructors to local culinary schools andacademies in the interest of conveying proper Japanese cooking.

(Outcomes)

By transforming Tokyo into a food-hub city, it will be possible to use the city notjust as the center of information communications but also as a tourism spot, which

attracts international visitors.

Because the project will broadly popularize Japanese cuisine in other countries, it
is expected to build up an ecosystem of business activities around the expansion ofⅰ－8

Japanese food into overseas markets. This will be accomplished domesticallythrough the creation of mechanisms that will disseminate and sustain Japanesefood culture and internationally by putting into action strategies for food-relatedindustries to expand in waves overseas. The project will also contribute tospreading local brands from Japan’s regions, which will in turn revitalize rural
areas.

(Expectations on government)

Views were given that the government should provide both personnel andfinancial assistance toward forming stakeholder networks and organizations, both

domestically and abroad, and toward communicating information.

On the domestic front, views were given that related ministries and agencies
should come together and take the initiative in conceiving and implementing agraduate school in cuisine in Tokyo.

Views were given that the government should provide both personnel andfinancial assistance toward establishing the Japan Council (tentative name) thatwill coordinate, from a design perspective, local food hubs in order to popularizeJapanese food and drink overseas.

Views were given that the government should aid the deployment of expert
instructors to local culinary schools and academies in order to educate
non-Japanese chefs in Japanese cooking.

ⅰ－9

(4) Regions / tourism-centered project(Project name)
This project involves establishing a framework for local Cool Japan production

businesses that promotes, in a comprehensive fashion, the development of regional

resources with the aim of opening up overseas demand.
(Present conditions and challenges)


In advancing the local Cool Japan strategy, it is important to reorganize anddevelop, from a design perspective, regional resources that are well received

overseas.

To accomplish this, it is vital to construct network frameworks connecting highly
specialized creative people — such as producers, creators, artisans, andconstructors — in other countries, in Tokyo, and in local areas with corporations,administrative branches, media outlets, educational institutions, and financial


institutions.

Under these frameworks, it is necessary to curate regional resources in keepingwith overseas needs, to encourage advanced business development, and to step up
promotion activities that link up with overseas media organizations.

One challenge is that most of the SMEs whose business domain is regional
resources do not have internal departments capable of overseas expansion,

promotion, branding, and other functions. Another challenge is employing people

with foreign language skills. Therefore, establishing a specialized external
development business entity that makes use of the network frameworks is crucial
in advancing the local Cool Japan strategy.
(Project details)

The project will create new business frameworks for the purpose of developing
the local Cool Japan strategy under industry-government-academic financial



partnerships.

The project will create new network frameworks that connect specialists in Japanand abroad who are knowledgeable about overseas market needs and have a
ⅰ－10



design perspective.

In order to further expand the rapidly growing inbound tourism market and torevitalize regional economies, the project will bolster the development andpromotion of informative Japan content in partnership with overseas media

organizations and will open up demand for regional resources by drawing
overseas visitors to regional areas.

The project will construct regional food culture development frameworks thatbring together chefs and manufacturers in order to strengthen the development oflocal Cool Japan, centering on Japan’s food culture, for which overseas markets
have high expectations and satisfaction and which is a strong contributor toregional economies.

Working in partnership with the Cool Japan Fund, the project will promote local
Cool Japan businesses as well as bring in various funds and capital related to CoolJapan.

The project will build support structures and develop regional resources withstrong links to regional financial institutions (such as regional banks and creditunions).

We will promote these types of projects through strong collaborations with Visit
Japan as well as projects conveying the appeal of Japanese cuisine and Japanesefood culture, projects promoting saké brewery tourism, and projects that stimulate
the creative industries.

(Outcomes)


The project will lead to increased ambition to enter overseas markets, horizontal

development of business know-how, and region branding by moving ahead withthe visualization of marketing strategies for each local Cool Japan strategy target

country, resource development in each region, and accumulation of concretesuccessful practices.

It will be possible to provide non-Japanese with the enjoyment of comparing Japan

itself by encouraging the construction of local Cool Japan strategies for eachcuisine, craft, and other regional resource and the development of experiential
ⅰ－11



inbound tourism programs for each area.

It will be possible to promote revitalization of regional economies, development of

new industries, and generate employment by integrating the Cool Japan Strategy
and local region creation.

(Expectations on government)

Views were given that the government should provide appropriate information on

effective policies for promoting local Cool Japan, given that there is latent potential

in making use of the various policies the government promotes, such as regional
creation, tourism stimulation, and assistance in the “sixth” industrialization of

agriculture.

Views were given that the government should establish and make use ofgovernment-related regional hubs (such as rest areas along highways and marine

leisure spots) as local Cool Japan centers, along with ordinance-designated citiesand other regional cities.

Views were given that the government should consider making use of the Japan
Houses to be developed, since effective communication of information overseas isessential in promoting local Cool Japan.

Views were given that the government should consider collaborations andpartnerships with programs encouraging inbound tourism specializing in cuisine

in order to advance policies that bolster the local Cool Japan strategy, which isprimarily focused on Japanese food culture.

Views were given that the government should create cross-ministerialorganizations to promote local Cool Japan and construct frameworks that connect
local governments and private corporations.

ⅰ－12

Attachment 2
Upcoming Government Initiatives (Action Plan)
Related government ministries and agencies will undertake the following initiatives

based on discussions at the Cool Japan Strategy Promotion Council.
1. Information Dissemination

Conveying the attractions of Japan under the Cool Japan banner to other countries

goes beyond just expanding our economy by means of pushing products and services

into overseas markets. From the viewpoint of creating ties between Japan and theworld, effectively spreading information about Cool Japan abroad, and delivering ourmessage not just to non-Japanese people who are already fans of Japan but also topeople who have never been interested in Japan before, will have people take aninterest in Japan. It is important, furthermore, to generate the conditions for ongoingexchanges of people and information by forming flows of people and information withJapan as the common reference point. Another crucial element, in the interest of

establishing platforms for disseminating information, is promoting the nurturing ofpeople with deep insight into the culture and markets of both Japan and othercountries.

To these ends, related government ministries and agencies will undertake thefollowing initiatives.

≪Collaboration with non-Japanese fans of Japan≫(Creation of networks of Japan ambassadors composed of non-Japanese people)
This effort entails forming networks of non-Japanese Japan fans with
communication skills in the Cool Japan resource fields as Cool Japan ambassadorsand enlisting them to help further communicate and disseminate information
overseas and provide feedback. (taken from the main text)ⅱ－1

‐ Bring together non-Japanese fans of Japan appointed by related government

ministries and agencies who are active in Cool Japan fields and enlist theircooperation in further communicating Cool Japan information to people ofinfluence in the respective fields【Cabinet Secretariat (Intellectual Property
Secretariat) 】‐ Institute training in Japanese saké in Japan to nurture experts overseas whoare properly knowledgeable about Japanese alcoholic beverages【Cabinet
Secretariat (Japanese saké), MOF (National Tax Agency), MAFF】‐ Expand the scope of the Japanese Cuisine and Food Culture Goodwill
Ambassadors already appointed in Japan to include non-Japanese working topromote Japanese cuisine overseas and appoint new goodwill ambassadors【MAFF】‐ Organize CoFesta Ambassadors primarily from international students who arefans of Japanese content to introduce the attraction of Japanese content totheir own countries and other countries【METI】‐ Promote the creation of networks of Japanese and non-Japanese who aremaking great efforts to disseminate the attractions of Japan to non-Japaneseand of Japanese and non-Japanese who are assisting with the Visit Japan
project【MLIT】(Invitations to non-Japanese people)

Set up opportunities for people to experience the fortes and attractions of Japanand promote greater overall understanding of Japan through schemes that extend
invitations to non-Japanese people and involve personal interaction【MOFA】

Invite influential overseas media outlets and effectively disseminate information

about the attractions of Japan to help to communicate more effectively content,

traditional crafts, and other Cool Japan resources【METI, MOFA】

Invite travel programs from other countries and people who are well-known

communicators in their home markets, such as influential bloggers and Youtubers,
to communicate regional attractions, including Cool Japan resources, to every
corner of the world【MLIT】

ⅱ－2≪Information dissemination using various media channels and venues≫(Information dissemination using official government media channels)

Increase the frequency and opportunities to showcase Cool Japan content via

Japan Gov, the official government English site, and official government accounts

on Facebook, Twitter, and other social media【International Public Relations Office】(Information dissemination using government offices abroad, Japan Houses, andother venues)
Communicate the attractions of Japanese culture, cuisine, music, and other fields
through public-private partnerships using reception events and other occasions atgovernment offices abroad【MOFA, MAFF, Cabinet Secretariat (Japanese saké), MOF(National Tax Agency)】Convey the attractions of Japan to segments previously not interested in Japan bymaking use of the new Japan Houses (tentative name) that will be set up in othercountries【MOFA】(Information dissemination using international airports)
Promote the attractions of Japanese saké and shochu to overseas visitors byoffering samples of Japanese saké and shochu and providing information on saké
breweries they can tour at Japan’s major international airports (Narita, Haneda,
Chubu, and Kansai)【Cabinet Secretariat (Japanese saké), MOF (National Tax
Agency)】(Information dissemination using video content)Further strengthen Japan travel programs and the dissemination of materials
introducing regional Cool Japan resources, such as local confectionaries and local

sakés, by means of related ministries and agencies cooperating and assisting theoverseas deployment of broadcast content that conveys regional attractions【MIC,
MOFA, METI, MLIT】
Disseminate regional Cool Japan merchandise and tourist information by makingⅱ－3

use of Cool Japan Fund investment projects (such as the Japan Channel and Japan

Mall projects)【METI, MLIT】

Gather information held and accumulated by film commissions throughout thecountry and disseminate information to Japan and abroad on attractive Japanese
locations with film commission that collects through a National Location Database,as a means of arranging circumstances for overseas film crews to create andcommunicate video content; furthermore, provide information on leading efforts

that can be used as references when transforming film locations into tourism
resources that will help revitalize local regions【MEXT, MLIT】

Convey the attractions of our diverse culture and spark other countries interest inJapan by assisting the exhibition of Japan’s excellent contemporary art at overseas

art festivals and by launching projects that honor excellent works of anime andother media art and introduce prize-winning works to a broad audience in Japanand abroad【MEXT, MOFA】≪Combination of events to boost the impact of information dissemination≫Create and share an ongoing event calendar that summarizes all Cool Japan events
that related government ministries and institutions participate in; furthermore,push for the combination of events in the framework of the new public-private

partnership platform 【 Cabinet Secretariat (Intellectual Property Secretariat),
related government ministries and agencies】
Generate more effective appeal to audiences abroad by linking various events

related to games, anime, films, music, and other content, as well as industries witha close relationship to content, to form the world’s largest content festival(co-festa)【METI】≪Construction of an archive of media art≫

In order to encourage the usage of a media art database constructed for the manga,
animation, game, and media art fields, carry out appropriate maintenance andmanagement of the database and enhance its content by promoting the collectionand entry of new information in the database, in partnership with the private
ⅱ－4

sector, and upgrading the system【MEXT】

Implement a model project within the research and study into the construction ofan archive for culture-related materials and assist the formation of a core archivein a model field, such as design; encourage the construction, operation, and joint
use of archives in all fields by moving ahead with network construction in thefields【MEXT】≪Hub formation and personnel development≫(Formation of a hub that brings together people and information from many
fields and disseminates information)

Related government ministries and agencies work together to assist the invitationof highly creative people from around the world in design, food, content, and otherfields where Cool Japan resources lie and to encourage the development of ourown creative people; this assistance assumes private-sector initiatives aimed atconstructing a hub with information gathering and disseminating functions【MIC,

MEXT, METI, MAFF】(taken from the main text)(Development and utilization of international content personnel)

Aid the development of internationally minded creative personnel who can assistin joint productions with other countries, by providing opportunities such as


studying at overseas educational institutions (film schools) and internships【METI】

Continue to provide opportunities to work and study abroad in order to nurture
performers and artists into internationally minded creative personnel【MEXT】

Construct personnel development platforms that support the overseas expansionof local Japanese content through Cool Japan Fund investment projects【METI】

ⅱ－5

2. Overseas Expansion
The objective of overseas expansion is to directly assist the development of Japan’s

economy by expanding attractive Cool Japan products and services overseas andleveraging overseas growth markets. From the viewpoint of spreading Japan to theworld, three things are important to promote overseas expansion by Japanesecompanies: directing the focus of companies that have no overseas expansion
experience at overseas markets, laying the groundwork for overseas expansion andenabling ongoing overseas expansion, and connection one overseas expansion with thenext in a unified manner.

To these ends, related government ministries and agencies will undertake thefollowing initiatives.

≪Unified overseas expansion through partnerships≫(Creation of a public-private partnership platform)

Launch a new public-private partnership platform, composed of members from
relatedgovernment

ministries

andagencies,

relatedinstitutions,andnongovernment organizations, that serves as (1) a venue for forming and matching
dynamic collaborative Cool Japan projects and (2) a venue for sharing cutting-edge

practices (such as knowledge on merchandising content); the purpose of theplatform will be to strengthen collaborations between the public and private

sectors and among different industries in the Cool Japan fields and effectively
promote Cool Japan initiatives as a nation 【Cabinet Secretariat (Intellectual

Property Secretariat), related government ministries and agencies (taken from themain text)】(Overseas expansion of broadcast content in collaboration with other fields andindustries)With an eye to producing multiplier effects in different fields and industries, suchas increasing overseas visitors to Japan and communicating about Japan’s

advanced technology, cuisine, and music, assist ongoing initiatives that create
broadcast content and disseminate it overseas, for the purpose of revitalizing local
ⅱ－6

regions, while collaborating with adjacent industries, including related
government ministries and agencies and other industries【MIC】(Assistance for content localization and promotion)Assist ongoing initiatives that promote content, such as localizing content with

subtitles and dubbing, exhibiting at international trade fairs, and running

advertisements, to encourage the overseas expansion of Japanese content【METI】(Assistance for the overseas businesses of Cool Japan related companies)In order to assist the overseas expansion of companies related to Cool Japan, carryout business matching by exhibiting at overseas trade fairs and inviting overseas

buyers with the assistance of JETRO, conduct cross-field PR overseas to highlightthe attractions of regions, such as crafts and agricultural produce, and implement

tourism industry projects that link exports, inbound investment, joint
development, and personal interaction【METI】≪Visualization of the Japan brand≫(Japanese restaurant recommendations)

Create a framework for nongovernment organizations to recommend Japaneserestaurants overseas, as supports of Japan’s food culture, that actively trying to

adopt Japanese ingredients and Japanese alcoholic beverages【MAFF, Cabinet

Secretariat (Japanese saké)】(Certification of made-in-Japan food products)To ensure the quality of made-in-Japan food products is conveyed properly,

examine a certification system for made-in-Japan food products to distinguishJapanese specialties and Japanese products created with traditional methods from

those that are not【MAFF】

Examine revising geographic labeling systems and other systems to boost brandsof Japanese alcoholic beverages【Cabinet Secretariat (Japanese saké), MOF(National
Tax Agency)】ⅱ－7

(Quality certification of products and designs)
In the fashion field, run the J ∞ Quality Product Certification Project — led by theJapan Apparel Fashion Industry Council, which involves attaching certification
labels, at the request of companies, to apparel products manufactured completely

in Japan through a three-step process of weaving / knitting, dyeing and finishing,and sewing【METI】

ⅱ－8

3. Inbound Tourism Stimulation
The objective of using Cool Japan resources to stimulate inbound tourism is tocontribute to revitalizing the Japanese economy, including regional economies, byinviting non-Japanese people who, by means of information dissemination andoverseas expansion, have become interested in Japan to visit and consume in Japan.
From the viewpoint of calling the world to Japan, it is important to unearth and refine

Cool Japan resources that appeal to non-Japanese and to continue to arrange

conditions that are receptive to non-Japanese people in order to attract overseas
visitors to Japan.

To these ends, related government ministries and agencies will undertake thefollowing initiatives.

≪Communicating regional attractions≫(Communicating and experiencing regional resources by making use of rest
areas along highways)
Turn rest areas along highways into hubs for communicating regional attractions
overseas by using them as Cool Japan showcases that communicate and let people

experience the local history and culture and regional resources; furthermore,

promote the communication of regional resources at marine leisure spots【MLIT】(Ongoing information dissemination to overseas visitors)

To capture repeat overseas visitors, regularly communicate tourist information
using the Japan National Tourism Organization (JNTO) Facebook page【MLIT】

Strategically disseminate information to attract overseas visitors to regions withwonderful natural resources by, for example, enhancing information on access andactivities on the Ministry of the Environment’s national parks website and thenational parks section on the Japan Guide website【Ministry of the Environment】≪Refinement and utilization of tourism resources≫(Uniform refinement of tourism resources)

Unify regional development measures that make use of tourism resources andⅱ－9measures to stimulate tourism, such as structural development, arranging

conditions to receive tourists, and enhancing intermodal passenger transport, andraise the level of regional tourism resources to international standards【MLIT】(Use of local cuisine and agricultural, mountain and fishing villages as tourism
resources)

Promote initiatives that tie together the attractions of agricultural, mountain andfishing villages and tourism demand, by, for example, pairing attractive regional

cuisine and agriculture as local cuisine and picturesque rural scenery and using
these as tourism resources【MAFF, MLIT】(Use of Japanese saké as tourism resources)

Link with other tourism resources various initiatives such as opening up saké
breweries to guests and providing saké breweries tours, creating events, stamp
rallies, and other promotions that feature Japanese saké, and developing tours foroverseas visitors【Cabinet Secretariat (Japanese saké), MLIT, MOF (National Tax
Agency)】(Use of local nature as tourism resources)

Assist regional ecotourism activities, such as training guides and developing
attractive programs to promote and popularize ecotours, ascertain the needs for
activities in national parks aimed at non-Japanese visitors, and engage inpromoting ecotourism【Ministry of the Environment】≪Groundwork to make Japan visits by overseas visitors more convenient≫(Creation of foreign language descriptions of cultural properties)
To fully convey the value and attraction of cultural properties that embody Japan’s

history and culture to overseas visitors, examine approaches and key points toproviding simple English descriptions, including the use of ICT, and assist thedissemination of information about cultural properties in English【MEXT, MLIT】

By making related organizations aware of the Technical Guidelines for Nature
ⅱ－10Parks and Facilities, which incorporates cases of multilingual signage, promote thedevelopment of consistent and uniform signs and markers in all national parks by2020 and support the application of universal design to toilets and other facilities;

furthermore, enhance assistant measures to local governments, with the subsidies
created in FY 2015, and through these measures, advance multilingual signage【Ministry of the Environment】(Establishment of free Wi-Fi areas for overseas visitors)


By making use of the Conference Promoting the Establishment of Free Public

Wireless LAN and simplifying authentication procedures across carrierboundaries, construct a mechanism that allows users with a one-time registration
to sign into around 200,000 Wi-Fi spots all over the country【MIC, MLIT】

ⅱ－11

4. Unearthing and Conveying Regional Attractions
In deepening the Cool Japan strategy, it is essential to promote the unearthing,refinement, and dissemination of Cool Japan resources lying dormant in regional areas.
On the other hand, these regional areas face the problem of not having enough people
with overseas expansion information or know-how or with the abilities to develop

overseas businesses. To advance Cool Japan initiatives in regional areas, we must lower

the bar for interested private businesses to expand regional attractive products andservices overseas. At the same time, we must pursue initiatives that attract

non-Japanese fans of Japan to regional areas through information dissemination andoverseas expansion.

To these ends, related government ministries and agencies will undertake thefollowing initiatives.

≪Strengthening regional Cool Japan consulting and support frameworks≫(Creation of lists and networks of regional producers)Promote the creation of lists of specialists and people with the know-how to tie
local Cool Japan resources to overseas development and inbound-tourism

stimulation and create networks comprising these people to enable the provisionof information to regions and to share nationwide perspectives (taken from themain text)‐ Bring together individuals and organizations with experience in Cool Japan
fields, based on the related government ministries and agencies’ lists ofregional producers, and provide information【Cabinet Secretariat (Intellectual
Property Secretariat)】‐ Examine creating lists of people with experience in expanding exports anddeveloping businesses overseas, from the standpoint popularizing Japanesecuisine and food culture abroad【MAFF】‐ Examine creating lists of producers and designers with expertise on the needsof overseas consumers and overseas sales channels【METI】‐ Examine creating lists of people with expertise on tourism activities based on
Cool Japan resources【MLIT】

ⅱ－12

(Deployment of producers to make use of regional resources)

Promote the unearthing and refinement of regional Cool Japan resources andusage of these resources as tourism resources by deploying producers to regional

areas with expertise on overseas markets as well as provide test marketing venues

primarily for SMEs; furthermore, examine assisting regional revitalization throughtourism stimulation that uses these resources【METI, MLIT】(Establishment of regional Cool Japan consulting offices)

In partnership with JETRO and other related institutions, and in collaboration withmunicipalities, open regional Cool Japan consulting offices【METI】(taken from themain text)≪Assistance to regional SMEs in cooperation with the Cool Japan Fund≫

Discover and organize regional enterprises that have the potential to receive newinvestments from the Cool Japan Fund and assist regional SMEs in information

dissemination and opening markets in cooperation with Cool Japan Fundinvestment projects (such as the Japan Channel and Japan Mall projects)【METI】≪Disseminate and exchange regional cultural attractions≫(Expand Japan Heritage)

Certify around 100 Japan Heritage properties by FY 2020 (certify 18 properties in

FY 2015) that express in story our culture and traditions through regional history
attractions and characteristics; furthermore, have regions lead the overallarrangement and usage of attractive tangible and intangible cultural properties

that are essential in telling stories and disseminate these cultural properties toJapan and the world【MEXT】(Promotion of culture programs)

In order to make the 2020 Tokyo Olympic and Paralympic Games a success as acultural festival and to showcase our culture and attractions to the world, makeⅱ－13

use of culture programs and other opportunities held in localities across thecountry starting after the close of the 2016 Rio de Janeiro games to promote

initiatives to refine and develop cultural and artistic resources, such as strategic
creative activities in media art and contemporary art, attractive regional culturalarts, festivals and other traditional performance art, and world-class tangible andintangible cultural properties, as well as revitalize regions and attract visitors toregional areas【MEXT, MOFA】(Promotion of the Host City / Host Town Plan)

From the viewpoint of contributing to regional revitalization and tourism
stimulation leading up to the 2020 Tokyo Olympic and Paralympic Games, promote

the Host City / Host Town Plan, which strives to make personal, economic, andcultural exchanges between local governments across Japan with participating
countries and regions 【 Cabinet Secretariat (Olympic and Paralympic Games
Promotion Office)】

ⅱ－14

Members of the Cool Japan Strategy Promotion Council
Government Members
・Shunichi Yamaguchi：Minister in charge of the Cool Japan Strategy<Chair>・Masaaki Taira：State Minister in charge of the Cool Japan Strategy<Vice-Chair>・Hiroshige Seko：Deputy Chief Cabinet Secretary
・State ministers of MIC, MOFA, MOF, MEXT, MAFF, METI, MLIT
・Yohei Matsumoto：Parliamentary Vice-Minister in charge of the Cool Japan
Strategy
・Takeo Hirata：Secretary General, Secretariat of Headquarters for the Tokyo 2020
Olympic and Paralympic Games, Cabinet Secretariat (special advisor
to the Cabinet)
Private-Sector Experts
・Astrid Klein：architect / Klein Dytham architecture
・Yoshiko Ikoma：fashion journalist / director, Miyake Issey Foundation
・Takaaki Umezawa：chairman, A.T. Kearney K. K., Japan・Masahiro Oishi：president, the Federation of Music Producers Japan・Tomo Kamei：co-founder and CEO, Tokyo Otaku Mode Inc.
・Shujiro Kusumoto：president & CEO, Cafe Company Co., Ltd.
・Koichi Saura：president & CEO, Urakasumi Sake Brewery, Saura Co., Ltd.
/committee chairman of the Demand Development Committee, Japan
Sake and Shochu Makers Association
・Soichiro Takashima：Mayor of Fukuoka City・Tomotaka Takahashi：CEO, Robo Garage Co.,Ltd.
・Hiroyuki Takahashi：JTB Corp. President & CEO Group Headquarters
・Kinya Tagawa：director, Takram Design Engineering・Danny Choo：producer, Culture Japan・Hitomi Tamaoki：representative director, Tsumugi Corporation
・Tate Kristopher：president and CEO, development manager, ConnectFree K.K
・Tom Vincent：CEO, Tonoloop Networks, Inc.
・Yusuke Nakagawa：president and CEO, Asobi System Inc.
・Ichiya Nakamura：professor, Graduate School of Media Design, Keio University
・Takeshi Natsuno：guest professor, Graduate School of Media and Governance, Keio
University
・Hidemi Fukuhara：producer, Ace Production
・Yasuo Miyaｋawa：president and CEO, Sunrise Inc.
・Kenichi Watanabe：social producer, Genki Japan
Related Organizations
・Nobuyuki Ota：CEO, Cool Japan Fund Inc.
・Miyako Hamano：executive vice-president, Japan External Trade Organization