Why was a film-type supplement created? Shiseido's development members talk about the "Lämmin" product development story
2021.02.5In December 2020, a product was created from "Speedy trial," one of the activities of Shiseido's "fibona" open innovation program. It is "Lämmin," a film-type supplement
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Incubator program initiated by the R&D department to bring a beta version of 0→1 product to the market
“Speedy trial" is a program to develop a beta version of a product using research-initiated technology and quickly introduce it to the market through exhibitions and crowdfunding. By creating, meeting, and communicating with enthusiastic fans of the product, the program aims to increase the "value" of R&D from the early stages of development.
“Lämmin" is unique in Shiseido in that it utilizes the crowdfunding service "Makuake" to solicit supporters. The crowdfunding campaign reached its target amount on the third day of its launch. Many people are supporting the project.
In this issue, Saheki and Okamura of Shiseido Global Innovation Center (GIC), who planned "Lämmin," talked with Shiseido's development members, who are professionals in material development, manufacturing, and quality assurance.
Development of non-cosmetic film-type supplements
Saheki:
First of all, could you tell us about your backgrounds and how you felt when you were asked to help us develop "Lämmin"?
Toyoda:
In the past, I had experience in formulation development at a food manufacturer and product development at Shiseido's headquarters, including OEM selection. Now I am doing strategic planning for the food business. The reason I decided to get involved this time was because it was food products. It has been more than 10 years since I moved from a food manufacturer's research institute to Shiseido, and I had a desire to see the food business grow at Shiseido.
We have discussed the value of the food business many times, even when I was transferred from the research institute to the business unit that handles food products. This time, I was approached by Ms. Saheki and Ms. Okamura and decided to participate if I could contribute to the development of the food business.
Shimada:
I work in the food-related division of the institute, in research and product development. Actually, I have always wanted to try a film formulation. I thought that through this project I would be able to take on that challenge and gain new experience, so I became involved in the project from the beginning, from the consideration and support of the materials and dosage forms to be used for "Lämmin".
Kawai:
I changed jobs two and a half years ago after having worked extensively in quality control and quality assurance for food products and electrical products at other companies. I have always enjoyed taking on new challenges, and I joined the company because I wanted to create quality assurance regulations for new businesses other than cosmetics. I was excited to participate in this project because it was something new using crowdfunding, and it was food products.
A culture that transcends departmental and role boundaries to help others
Saheki:
Once again, I would like to look back on how we consulted with you about the ingredients and dosage form of "Lämmin.” From the beginning, the planning team had the concept of creating a supplement that would "brighten the impression on the face," but we had no idea how to make it a reality. Would it be in the form of food, cosmetics, an app, or a device? When I was considering various possibilities and options, we suddenly thought, "What about food?" So I went to consult with the food development team.
I did so, and various people came together, and everyone kept coming up with ideas, saying, "If it's that kind of ingredient, that member can handle," or "No, if it's this concept, Mr. Shimada must be a right person," which was really encouraging. As a result, I got Mr. Shimada deeply involved.
Kawai:
It is Shiseido’s culture that when I ask for that kind of advice, everyone is quick to help me.
Saheki:
Yes. Without an open-minded culture that encourages people from different departments and areas of responsibility, I don't think we would have been able to launch the product on Makuake in such a short period of time. Mr. Shimada also gave us the idea of "Why don't you make a flavor that you can feel when you put it in your mouth?” I think we would not have been able to launch Makuake in such a short period of time if we did not have an open mind culture.
Shimada:
I think I was the first person approached by the research institute, but Shiseido had never developed a film-type supplement before. However, there was an ingredient that I was interested in and had been researching, so when they asked me how to make it dissolve quickly in the mouth, I was able to introduce it to them.
We consulted with Mr. Toyoda when we were considering what steps to take in the development process.
We consulted with Mr. Toyoda when we were considering what steps to take in the development process.
Okamura:
When we passed the review meeting and decided to launch on Makuake, we asked Mr. Toyoda, who was familiar with the rules and general practices for creating products in our company, "Please help us, we want to create food products within a year.”
Approaching the essence of the question, "Does it really have to be film?
Toyoda:
Shiseido's main business, cosmetics development, is well-equipped and the division of roles is clear, so we can respond immediately. However, when creating a new product, even if we can verify the efficacy and effectiveness within the laboratory, we must obtain the cooperation of the OEM partner in order to manufacture the product.
Although we could think of ingredients with such effects and benefits, we did not have the experience or know-how on where and how to produce the ingredients in film form, so I, who had experience in new product development within the division, offered my opinion on how to proceed with the project with the cooperation of the OEM partner.
Saheki:
When we first discussed the formulation with you, you asked, "If it's not a film, can you make the concept work?" This was a major realization for us. From there, we were able to consider powder, tablets, gummies, candies, and all other dosage forms, which I think was an important process for reconfirming the essence of the plan.
Toyoda:
I knew that there would definitely come a time in the future when we would be asked "why film" as the project progressed. In order to answer this question, we needed to come up with the logic that "after considering various dosage forms such as gummies and candies, film is the best from the standpoint of cost and the customer's experience. Then, we had to work out the specifics of selecting an OEM partner, factory facilities, and manufacturing methods.
Saheki:
This project was an all-in-one process from planning, formulation selection, packaging, naming, and actual delivery to the customer's hands.
In the end, we used Siberian ginseng as the main ingredient, but before that, there was a time when we were considering using a different ingredient as the main ingredient. We sent the raw material to our OEM partner to see if it would dissolve in the ingredients of the film, and we found that it did not dissolve. We discovered that we had to pay attention to various things like this when we launched the product to the world.
Okamura:
Later, Mr. Toyoda said to me, "Without Mr. Kawai joining us, we will not be able to complete product creation while maintaining Shiseido's quality standards.”
Saheki:
Mr. Shimada and Mr. Toyoda work in the same laboratory building, but Mr. Kawai works at the head office, so this was a first meeting for our team as well.
Okamura:
I had never dealt with quality assurance people before, so I was somewhat nervous, thinking, "What if he is strict," even though we work in the same company (laughs). But I was relieved to hear that he was frank and friendly in his consultations.
We also received help when we were labeling raw materials. Although Mr. Toyoda had given us all the necessary documents and formats for food production, Mr. Kawai checked with us on points that were unique to film.
Kawai:
The film itself is sometimes used in other food products, so I had experience with it at my previous job. It wasn't the first dosage form for me. However, the surface of the film is so thin that it appears transparent, and in order not to degrade the world view/value by its appearance, the outer packaging and the film inside must also be strictly checked. Also, the thickness of the film formulation is very difficult to control, so we had to take a strict look at it.
Okamura:
We were also very grateful for the tour of the factory environment. We had no idea what kind of processes are involved before the film is cut into bite-size pieces. By having Mr. Kawai with us, we were able to understand how the film is made and really learn a lot.
How large corporations face change
Saheki:
Since it was decided to solicit supporters for purchases through "Makuake" crowdfunding, it was also important for the product to have a new look and feel. As a result, we stuck to the film formulation. Looking back, what was difficult about the development of "Lämmin"?
Shimada:
The direction of the project kept changing, so it was difficult to find the right dosage form and raw materials each time. I wanted to be flexible and take the project in the right direction while staying close to the members of the planning team.
Toyoda:
For this project, the planning members had to think of everything on their own, from the selection of the OEM contractor to the sales price and marketing costs, and finally convince the decision makers. I think that the part of the project that was really difficult was to research and assemble everything from scratch.
For example, we wanted to offer a film product in a set with a booklet describing the features of the product, but where and how would the packaging work be done, who would we work with, and what would be the logistics system? I think it was an extraordinary effort to think about all of that. Moreover, I think the reason we were able to involve the people around us was because we were willing to solve the problem by ourselves, rather than throwing the work to someone else who was more knowledgeable about it. I don't think we would have been able to gain cooperation if we had forced the work on others just because they were more knowledgeable.
Kawai:
It was very difficult to keep a very tight schedule, wasn't it? The key point this time was to find a factory that could manufacture in small lots, and to make sure that the critical points that must not be missed were met. We also needed to control safety and quality, which are essential for delivering products to customers.
I think that quality assurance, which I am in charge of, is something that navigates, not brakes. It is my job to accompany the development, marketing, and research teams as they work to give shape to what they are passionately trying to create, and to help them clear legal and manufacturing plant issues and reach the goal of commercialization. I don't want to give up on a project that is already underway, even though it is easy to do so.
It is natural for a large company like Shiseido to have various ties and dilemmas when engaging in open innovation. I believe that what is important for a large company from now on is to struggle with new businesses. How will a large company transform itself as a large company? I think this is a theme that Shiseido must face.
Saheki:
Thank you all very much. We would like to translate this cooperation into a product.
Project
Speedy trial
Activity