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Transcending the framework of "general construction," ASITAKA has rebranded itself as a diversified complex that designs the future, embodying a solid work ethic and a sense of "whitespace."

From steel frame manufacturing and processing to design and on-site construction, Ashitaka Soken has built an overwhelming reputation for technical expertise and trust, earning the motto, "For all your steel frame needs, go to Ashitaka." With sales reaching 15 billion yen and aiming for an even greater leap towards becoming a "Great Company," the company decided to rebrand, removing the "Soken" characters from its name and transforming into "ASITAKA." Using the "LH Method," we articulated not only the ideal state and challenges, but also President Ashitaka's management acumen, deep work philosophy, and the underlying principles of the company. Starting with a refreshed corporate logo accompanying the name change, we provided a comprehensive solution to enhance the brand's resolution to suit the future stage, including office relocation concept development, short-term teaser site launch, and future brand book production, corporate website development, and HR support.

Case Summary

Customer Name

Ashitaka Construction Co., Ltd.

Project Details

・CI/Rebranding (creation of a new logo mark following a company name change, articulation of company values, etc.)
- Support for developing the concept for the new head office
- Teaser site creation
- Inner branding: Planning and design of the brand book "THE ASITAKA CODE" (ongoing)
・HR support, complete redesign of corporate website, etc. (ongoing)

Purpose

- Gaining social recognition as a complex that develops diversified businesses, going beyond the framework of general construction.
- Fostering a culture where all employees share the "enjoyment that only becomes apparent when you seriously engage with something" and "pride in one's work" that the president values.

Situation

Sales: We are currently failing to communicate our greatest strength: the "vertically integrated system" across our three group companies.
Recruitment: The CEO's management philosophy and aesthetics are implicit knowledge, and we want our staff to be able to explain them with enthusiasm during the recruitment process.
Overall: Office relocation is necessary to address the physical space limitations (cramped conditions) that hinder the growth of the organization and its people.

STEP

01 Task

Customer's challenge

Breaking free from the "general construction" mold and transforming into a diversified complex — the evolutionary challenges the organization faced.

① Breaking through the framework of "general construction industry" and the prelude to the next stage of evolution

Ashitaka Construction's greatest strength lies in its "vertically integrated system," where Ashitaka Construction handles "drafting and construction," Mizuno Iron Works handles "manufacturing and processing," and Iwamoto Construction handles "seismic reinforcement," allowing them to complete everything from design to actual on-site construction within their own group. This "all-in-one" capability creates an overwhelming competitive advantage that other companies cannot easily imitate. At the time of its founding, the company was a construction specialist, so they named the company "Soken" (総建), meaning "general construction," with the strong determination to "become a company that can do everything in the future (a general construction company)!" They actually achieved that goal by obtaining a specific construction business license and have now seen the best view.
However, it was only after actually reaching the pinnacle of general construction that he gained a new perspective. He realized that the existing business model, which was bound by the liability for defects and the difficulty of letting go of projects as a prime contractor, was somehow at a different pace from his own "sense of speed and management philosophy" of boldly taking on challenges without fear of change. Now that he had already established absolute trust in the Tokai region's construction industry, with people saying, "If it's about steel (steel frames), just ask Ashitaka," the president was convinced that there was absolutely no need to be bound by the past success of the term "general construction."
Our goal is not to remain confined to the confines of a single industry, general construction. With a solid steel foundation at its core, we aim to evolve into a "mysterious complex" that expands its business freely into uncharted territories, including real estate, golf, and M&A. The time to commit to this second chapter has now arrived.

② The dilemma between "the CEO's intuition (tacit knowledge)" and "recruitment activities"

The company's greatest appeal lies in President Ashitaka's extremely humane leadership and work philosophy. He believes that because work occupies a significant portion of one's life, it should be thoroughly "enjoyed," and that this enjoyment is not about taking it easy, but rather about the degree to which one can "seriously engage with their work." Furthermore, he possesses a firm aesthetic of doing "work to be proud of," without compromising oneself, even when no one is watching.
Furthermore, the president, after thoroughly pursuing detailed management accounting, decided to let go of it because it "didn't suit his personality." By deliberately leaving "intentional leeway" by not over-determining the details, he built a vibrant organization where employees could think and act for themselves.
However, these wonderful values remained within the company as "tacit knowledge that is difficult to put into words." As a result, as the company diversified and expanded, it needed highly skilled "experts in their respective fields (ready to contribute immediately)," but recruitment activities continued to be direct recruiting, focusing on the CEO's personal appeal and salary and other conditions. There was a lack of means for staff other than the CEO to logically and passionately explain the company's attractive culture to job seekers.

③ The limitations of physical space and "changing flower pots"

The company's traditional office had reached its physical limits (cramped space) as it expanded its business and increased its workforce. President Ashitaka likened this to "changing the flowerpot." In the current flowerpot (environment), the roots had become too crowded, stifling further growth. In order for employees to spread their branches and leaves freely and move towards the next scale, it was essential to move to a larger container—a new office—and to build an organizational structure that was appropriate for it.

02 LH Method Strategy Development

Organize current status and challenges (Organize current status and challenges, and commit to realizing the vision)

Transforming Management Philosophy into Organizational Discipline: Articulating DNA and Guiding the Way to a Great Company

Lionheart conducted detailed interviews with President Ashitaka and department heads. Going beyond the typical functional checks performed by production companies, Lionheart used the LH method to thoroughly organize and articulate the company's DNA—its "aesthetics of work" and "ideal future"—and formulated the following rebranding strategy.

① Define a great company based on engagement.

We defined our KPIs for being a great company as the sales volume necessary to provide high salaries that make employees think, "I want to stay at this company forever," and "I wanted to work at this company," as well as a financial structure that can tolerate failure, and as much "room" for proactive challenges. We connected our rebranding strategy to building a strong organization where our philosophy (enjoyable work, work to be proud of) is always the norm.

② Designing "THE ASITAKA CODE" to elevate sensory perception into a common set of rules (codes)

To elevate President Ashitaka's unique work philosophy and aesthetic (pride in not lying to oneself, the joy that emerges from seriousness, intentional space for generating big ideas from casual conversations, etc.) into organizational discipline (code), we constructed a content blueprint for the brand book "THE ASITAKA CODE," which will be the core of our inner branding. By putting feelings into words and making them an asset of the organization, we established a strategy to create infrastructure that enables recruitment activities that deeply resonate with job seekers, even without an interview with the president.

03 LH Solution Implementation Support

Solve the problem (Solve the problem with LH solution)

Implementing Values — Brand Realization Through Logo, Office, and Digital

Based on the strategy, Lionheart implemented a series of brand expression services, including logo design, office concept design support, and the creation of a web teaser site in a very short timeframe.

① "Translation and sharing of DNA (MI: Mind Identity)" in office planning by interior design companies.

Prior to the planning of the new office, "Playground," Lionheart worked behind the scenes to articulate the CEO's philosophy (way of thinking and aesthetics) through interviews, and then translated and shared it with the company in charge of office design.
Typical interior design companies focus primarily on confirming functional aspects during consultations. However, we took the time to articulate the purpose of the relocation and the client's values, and then compiled keywords for the office design, providing this information to the interior design company. As a result, the proposed office concept embodied Ashitaka's spirit in every detail, and the initial presentation was a great success, resulting in extremely high levels of satisfaction.

② Development of a "brand logo" that combines solid technical skills with a playful spirit.

We created a new symbol mark and brand logo for "ASITAKA".
- ASITAKA Mindset (A): The unchanging letter "A" is incorporated into every business.
• Flag and Road: The parallelogram represents the company's continued efforts to become a great company and the milestones towards its ideal state. The space between the marks signifies "blank space" that doesn't rigidly fixate on a specific path to reach its goal, indicating a wide range of paths and possibilities.
- The coexistence of mountains and contradictions: While representing the ideal No. 1 scenery (mountains) that we aspire to, we intentionally added "R (curves)" to the sharp, pointed shapes, expressing ASITAKA's unique aesthetic where precision, strength, and a playful attitude coexist.
This logo proposal generated great excitement not only among executives but also among many employees and group companies, and was approved with great enthusiasm. It will be consistently implemented across various visual identity materials such as stationery and business cards.

③ Launch of a "teaser site" in time for the recruitment event.

With a new logo decided and office construction and interior design progressing, we received a request for advice regarding our recruitment efforts, specifically the concern that "using the old website might negatively impact the first impression on job seekers." A full-fledged corporate website redesign would take a long time, including the information architecture for the entire diversified group, but the upcoming recruitment event was rapidly approaching.
Therefore, Lionheart proposed launching a teaser site (https://www.asitaka.jp/) to powerfully showcase the start of ASITAKA's second chapter and the meaning behind the logo, in order to achieve both immediacy (delivery within one month) and a fresh image. The launch was completed with overwhelming speed and high quality.

04 LH Solution Implementation Support (Results and Support)

Continue to commit to achieving the vision (responding to changes in circumstances)

Deepening our support from the recruitment field.

Lionheart is not a creative company that simply "makes and forgets." While we have successfully launched the logo and teaser site, our partnership with ASITAKA for the future is evolving into full-fledged support in the "HR (Human Resources and Recruitment) area," which is the heart of their business.
During that period, the company was investing budget and time into recruiting new graduates, but was not achieving the desired results, leaving those in charge of practical matters feeling "like running a marathon blindfolded." Therefore, Lionheart took an objective stance, thoroughly examined the actions of existing recruitment agencies, and undertook the arduous task of providing a second opinion to manage the situation.

Furthermore, to internalize the recruitment process, we brought in new partners such as recruitment outsourcing professionals and companies strong in supporting high school graduate recruitment, and completely redesigned Ashitaka Sokken's core recruitment workflow and one-year roadmap from scratch.
Currently, we are simultaneously working on the next phase after the teaser site: the full renewal of the corporate website and the production of the brand book, "THE ASHITAKA CODE." Going beyond simply providing tools, we will continue to support the recruitment team members, who are juggling multiple roles, with the commitment of surrogate employees, until they are able to "speak about the company's appeal in their own words and feel passionate about joining."