Over the past several decades, Japan’s manufacturing industry has undergone a remarkable transformation. During the 1970s, 1980s, and into the early 1990s, Japan built a global reputation for producing world class consumer electronics and industrial products that were recognized for their exceptional quality, precision, and technological sophistication. Since then, however, the competitive landscape has changed significantly. Manufacturers from countries such as China and South Korea have steadily moved up the value chain, improving not only their technological capabilities and product quality, but also maintaining significant cost competitiveness. As a result, many Japanese manufacturers have been forced to rethink their business models, redefine how they create value, and reconsider how their core technologies can be applied to future growth industries. Yokowo has expanded its business into advanced technology fields, including automotive-related products, semiconductor testing, and medical devices, based on its precision tubing processing technology. From your perspective, how has Japanese manufacturing evolved over the past several decades? Where do you believe Japan stands within today’s global economy, and how has Yokowo’s own transformation reflected these broader industry changes?
Looking first at Japan’s manufacturing industry as a whole, I believe your assessment is accurate. From the late 1970s through the 1980s, Japanese products and services earned an outstanding reputation around the world because of their high level of technological capability and exceptional quality. During that period, Japanese manufacturers were recognized not only for producing advanced products but also for delivering consistent reliability and craftsmanship, which became synonymous with Japanese manufacturing.
However, beginning in the 1990s, market expectations gradually changed. While quality has always remained important, purchasing decisions increasingly became influenced by price competitiveness. As global competition intensified and manufacturers from other countries rapidly improved their own technological capabilities, Japanese companies entered a much more challenging business environment.
Today, I believe Japanese companies must evolve beyond the traditional approach of simply manufacturing high quality products efficiently. That was certainly a strength in the past, but it is no longer sufficient on its own. Companies now need to engage much more deeply with their customers, understand the challenges they are facing, accurately identify their underlying needs, and combine those insights with their own technological capabilities. Rather than simply selling products, manufacturers must deliver comprehensive solutions by integrating products and services that solve customers’ problems.
Japan continues to possess tremendous strengths in areas such as precision manufacturing, materials development, production engineering, quality assurance, and continuous improvement through kaizen. These capabilities remain highly competitive on a global level. The real challenge facing Japanese manufacturers today is determining how to deploy these strengths into industries and markets that offer long term growth opportunities.
Our own company illustrates this evolution. Yokowo originally began by manufacturing spring bars for wristwatches. We then expanded into rod antennas used in radios, televisions, and audio equipment before entering the automotive industry through automotive antennas. That transition into automotive products became an important engine of growth for the company.
Although these businesses may appear quite different from one another, they all shared the same technological foundation. Our expertise in micro precision processing and high frequency technology formed the common platform that allowed us to expand into entirely new industries. By continuing to build upon these core technologies, we were able to enter businesses such as semiconductor contact probes, fine connectors, and medical devices.
The important point is not simply that we diversified into different industries. What truly matters is that we continuously redefined how our core technologies could create value in new growth markets. Rather than abandoning our technological strengths, we applied them in different ways as industries evolved.
I believe this approach has broader implications for many Japanese manufacturers. Instead of relying on a single market or a single industry, companies should leverage their proprietary technologies across multiple industrial trends and societal needs. By doing so, they can build stronger, more resilient businesses that are less dependent on any one market cycle.
To achieve this successfully, speed has become extremely important. One reason manufacturers in China and South Korea have advanced so rapidly is their ability to make decisions quickly and respond to changing market conditions with greater agility. Markets today are increasingly uncertain, but uncertainty actually makes rapid decision making even more critical.
Another important lesson is moving beyond the traditional philosophy of doing everything internally. Rather than insisting on developing every capability ourselves, companies should actively utilize strategic alliances and mergers and acquisitions to obtain technologies they do not already possess. This allows companies to enter growth markets more quickly and respond to customer needs at a much faster pace.
Contact Probes
Alongside technological change, manufacturers today are also operating in an increasingly complex global environment. Geopolitical tensions, trade disputes, supply chain realignment, export controls, and stricter environmental and regulatory requirements have fundamentally changed the way companies operate. Customers are no longer evaluating suppliers solely on product quality and cost. Increasingly, they are also looking at business resilience, supply chain stability, transparency, sustainability, regulatory compliance, and the ability to respond quickly to changing market conditions. From your perspective, do these developments represent primarily a challenge for Yokowo, or do they create new opportunities for the company to differentiate itself in the marketplace?
There is no question that these developments have created additional challenges for manufacturers. Geopolitical risks, stronger environmental regulations, changes in global supply chain structures, diversification of manufacturing locations, procurement management, and quality assurance all require additional effort and place greater demands on companies like ours.
Every one of these changes adds complexity to the way we operate. Companies today must devote more resources to ensuring stable production, maintaining reliable procurement systems, and building resilient supply chains that can withstand external disruptions.
At the same time, the criteria by which customers evaluate suppliers have clearly changed. As you pointed out, customers are no longer making purchasing decisions based solely on price and product quality.
Today, customers also expect suppliers to demonstrate stable supply capabilities, operational transparency, environmental responsibility, and a strong commitment to broader social responsibilities. These factors have become essential elements in supplier evaluations.
From our perspective as a supplier, responding to these expectations should not be viewed simply as a competitive advantage or a way to differentiate ourselves. Instead, they have become fundamental requirements for participating in the market. Meeting these standards is no longer optional.
In other words, these are not opportunities to win new business. They are prerequisites for remaining a trusted supplier.
If companies fail to adapt to these changing expectations, the risks become very significant. The greatest risk today is not investing in these capabilities. Companies that do not evolve will find it increasingly difficult to remain competitive and continue being selected by customers.
One of the areas that has attracted considerable attention is Yokowo’s growing investment in the semiconductor industry. While demand in some automotive related businesses has moderated, semiconductor demand continues to expand, particularly as artificial intelligence, advanced computing, and data centers drive the need for increasingly sophisticated semiconductor technologies. Yokowo recently announced a major investment of approximately ¥7.6 billion to strengthen manufacturing capabilities across Japan, Vietnam, and Malaysia. Could you explain the strategic thinking behind this investment? How do you expect it to strengthen your semiconductor testing business, and where do you see the greatest opportunities for future growth within the semiconductor market?
The semiconductor testing market is currently undergoing a significant structural transformation. One of the biggest drivers is the rapid expansion of generative artificial intelligence. Within that broader trend, we are seeing particularly strong growth in areas such as agent AI, physical AI, and edge AI. Each of these fields is developing at a remarkable pace.
In addition, demand from data centers continues to increase significantly. We are also seeing continued growth in high performance computing, where semiconductor devices are becoming larger, denser, and capable of operating at much higher speeds than before.
As semiconductor technology advances, the requirements placed on testing technologies become much more demanding. Customers now require greater testing precision, higher reliability, and much tighter quality control throughout the testing process.
For products such as contact probes, probe cards, and test sockets, requirements continue to increase in several important areas. Customers need finer pitch designs, higher frequency performance, greater durability, and consistently reliable electrical characteristics. These requirements become even more demanding as semiconductor devices become increasingly sophisticated.
This trend represents a significant opportunity for Yokowo because it aligns closely with the technologies we have spent many years developing. Our expertise in precision processing, materials technology, and high frequency engineering enables us to respond to these increasingly demanding technical requirements.
While market demand continues to expand rapidly, our current production capacity is not yet sufficient to fully meet future customer demand. For that reason, we decided to make an investment of approximately ¥7.6 billion to strengthen our manufacturing capabilities.
The investment covers production facilities in Japan, Vietnam, and Malaysia. Among these locations, Vietnam will see particularly significant expansion in manufacturing capacity, allowing us to build a production system that can support future market growth and provide customers with a more stable supply capability.
For us, this investment is not simply about increasing production volume. It is about ensuring that we have the manufacturing capacity, technical capabilities, and operational infrastructure necessary to support the next generation of semiconductor technologies and to grow together with our customers as the market continues to evolve.
Current Malaysia plant
Current Vietnam plant
Previous Next
The semiconductor testing industry itself is also evolving rapidly. Traditionally, Yokowo has been recognized primarily for its strengths in the later stages of semiconductor testing. However, your recent investments suggest a greater emphasis on front end testing, which represents a considerably larger market but is also much more competitive, with a relatively small number of global players accounting for a significant share of the market. At the same time, technologies such as artificial intelligence, high bandwidth memory, chiplets, advanced packaging, and increasingly complex semiconductor architectures are raising the technical requirements for testing. What has changed in the market that gives Yokowo confidence to expand further into these areas? How do you view the evolution of semiconductor testing, and what role do you expect Yokowo to play as these technologies continue to develop?
It is true that much of our semiconductor testing business has historically been concentrated in what is generally considered the later stages of the testing process. However, I would not say that we have only focused on those areas. We have actually been working on front end technologies for many years.
Although the testing methods differ depending on the stage of semiconductor manufacturing, we have continued to develop technologies and approach customers across multiple stages of the process. Building a business in those areas has simply taken time. We have invested over many years in developing the necessary technologies, establishing relationships with customers, and building the manufacturing capabilities needed to support those markets.
Today, we believe the timing is different. Customer recognition of our technologies has increased, our manufacturing capabilities have matured, and the overall semiconductor market has expanded significantly. Those three factors have come together at the right moment, creating opportunities that did not previously exist.
The semiconductor testing market itself is becoming much more sophisticated. Demand is no longer driven simply by higher production volumes. Instead, the complexity of semiconductor devices is increasing dramatically.
Technologies such as artificial intelligence, high bandwidth memory, chiplets, two point five dimensional packaging, three dimensional packaging, and advanced system integration all require substantially higher testing performance than previous generations of semiconductors.
As these technologies evolve, testing becomes much more challenging. Requirements for contact reliability, signal quality, precision processing, and overall test accuracy continue to increase. Every new generation of semiconductor technology raises the performance standards that testing solutions must meet.
Looking at our own business, our current core activities are concentrated in the middle stages of semiconductor testing. We are also active in certain front end applications following Redistribution Layer(RDL), and we intend to expand further into areas such as wafer testing before redistribution, burn in testing, and system level testing.
To support that expansion, we will continue developing not only spring probe technologies but also additional technologies such as MEMS based solutions, sheet type inspection technologies, high current technologies, and other advanced inspection methods. These technologies will become increasingly important as semiconductor devices continue to evolve.
The target applications include logic devices, SoC(System on Chip), Wireless and Wireline Communication Semiconductor Devices, high bandwidth memory, and chiplet based semiconductor designs. We believe these markets will become increasingly important over the coming years.
We also recognize that we do not need to develop every technology internally. In certain manufacturing technologies and development areas, strategic alliances may provide the fastest and most effective path forward. We are therefore actively considering how partnerships can accelerate both technology development and commercialization.
One of Yokowo’s unique strengths is our field support capability. Our engineers work directly alongside customers at their manufacturing sites, helping them solve production challenges and improve testing processes in real time. The knowledge gained through these activities is continuously fed back into our design and manufacturing teams, allowing us to improve our products based on actual customer experience.
For that reason, we do not see ourselves simply as a supplier of probes or testing components. Our objective is to provide comprehensive solutions that combine products, engineering expertise, technical support, and close collaboration with customers throughout the manufacturing process.
As semiconductor technologies become increasingly complex, collaboration across the industry is becoming more important than ever. Many companies are expanding beyond individual components to offer more integrated testing solutions, while others are forming strategic partnerships to accelerate technological development. At the same time, different regional markets continue to evolve in different ways, with some companies focusing primarily on memory and others expanding into logic devices and advanced packaging. How does Yokowo view partnerships as part of its long term strategy? What qualities are you looking for in potential partners, and which technology areas or market opportunities do you believe will be most important for future collaboration?
We already work with two companies in Taiwan, and those relationships form an important part of our current activities. Looking ahead, one area that we believe deserves particular attention is high bandwidth memory.
As demand for high bandwidth memory continues to increase, we recognize that this is an area where Yokowo must continue strengthening its technological capabilities. If we identify partners whose technologies or capabilities can contribute meaningfully to our future growth, we would certainly like to pursue those opportunities proactively.
At this stage, however, there are no specific partnerships or transactions that we are able to announce. Rather than pursuing partnerships simply for their own sake, our approach is to carefully evaluate whether they can genuinely contribute to long term business growth.
More broadly, we believe some of the most significant growth opportunities will come from front end semiconductor testing for artificial intelligence, data centers, and advanced packaging technologies.
As semiconductor architectures continue evolving toward chiplets, high bandwidth memory, two point five dimensional integration, and three dimensional packaging, testing itself becomes substantially more difficult. Achieving consistent contact reliability, maintaining signal integrity, and performing increasingly precise manufacturing all become much more important.
Those are exactly the kinds of technological challenges where our expertise in precision engineering can create value. If opportunities arise to work with partners that possess complementary technologies in these areas, we would certainly consider them.
Our objective is not simply to participate in market growth. We want to contribute solutions that help solve the increasingly difficult technical challenges facing semiconductor manufacturers.
Yokowo has now been in business for more than one hundred years, yet your history is characterized not by remaining in one industry but by repeatedly reinventing the company through technology. Beginning with precision metal processing, you expanded into electronics, automotive products, semiconductor testing, medical devices, and most recently software capabilities. Looking back over that history, what do you believe has allowed Yokowo to continue evolving while many manufacturers have struggled to adapt? How do you maintain that culture of continuous transformation while preserving the technological strengths that have defined the company for more than a century?
If you look at our history, what stands out is that we have never viewed ourselves as belonging to only one industry. We began as a manufacturer of extremely small metal tubes used for wristwatch spring bars. The question we continually asked ourselves was how those technologies could be applied to entirely different markets.
That thinking led us into rod antennas, metal sporting goods, automotive products, and semiconductor related businesses.
During the 1970s and 1980s, Yokowo, originally a metal processing manufacturer, integrated electronics technologies with its metal processing expertise. Rather than replacing our existing strengths, we added a new technological layer that enabled us to create entirely new businesses.
That process has continued throughout our history. We have consistently taken the technologies we already possessed, combined them with new technologies, and applied them to new markets. Sometimes that meant entering completely different industries. At other times, it meant expanding our position within existing markets.
Another important principle is that we are willing to make strategic decisions about where we compete. If a market becomes structurally smaller over time, we do not believe it is appropriate to remain there indefinitely simply because of our history. We evaluate those businesses objectively and, where necessary, make strategic decisions to withdraw while redirecting our resources toward new opportunities.
That philosophy has allowed us to continue evolving for one hundred years.
Even today, we do not believe that our current four business segments represent the final destination for the company. We continue asking ourselves how our core technologies can be strengthened by introducing new capabilities.
A recent example is the addition of software technology through the business succession from Koha Co., Ltd. By incorporating software into our existing technological platform, we believe we can create new opportunities that would not have been possible through hardware alone.
In that sense, we continue to transform even today. Although we have a long history, we do not define ourselves by our past businesses. Instead, we define ourselves by our willingness to continue evolving.
Internally, we describe ourselves as an “ever-evolving company.” That reflects our belief that continuous evolution is not simply one strategy among many. It is part of our corporate DNA.
The willingness to challenge ourselves, embrace new technologies, enter new markets, and continuously redefine how our core technologies create value has been the common thread throughout our history. I believe that mindset has been one of the principal reasons the company has remained competitive for more than a century.
Conceptual image of wristwatch band and spring bar (© Getty Images)
Yokowo has built a remarkably diversified business portfolio over the course of its history, applying its core technologies across automotive, semiconductor testing, fine connectors, and medical devices. More recently, the company’s financial performance has reflected that transformation, with revenue exceeding ¥90 billion for the fiscal year ended March 2026, representing solid year on year growth. Looking beneath those headline numbers, however, it is clear that the different business segments are playing different roles within the company. Some provide stability and consistent profitability, while others are positioned as long term growth engines. Could you explain what has been driving Yokowo’s recent growth, how the various business segments complement one another, and which areas you believe will become the company’s primary growth drivers over the next three to five years?
Reaching annual revenue of more than ¥90 billion reflects the contributions of several businesses, but when we analyze our performance by segment, it becomes very clear that CTC has been the strongest growth driver.
Our automotive business has remained relatively stable. It has experienced only modest growth and is essentially flat compared with the previous year. While automotive continues to represent an important part of the company, the significant increase in revenue has come primarily from CTC.
Today, Yokowo operates four principal business segments: Vehicle Communication Comfort & Safety (VCCS), Circuit Testing Connector(CTC), Fine Connector(FC), and Medical Device (MD). Each of these businesses has a different strategic role within our overall portfolio.
VCCS(Vehicle Communication Comfort & Safety) and FC(Fine Connector) are positioned as businesses that generate stable revenue and stable earnings. Their role is to provide a solid financial foundation for the company. While they may not necessarily deliver the highest growth rates, they remain important businesses that continue to generate consistent value.
CTC(Circuit Testing Connector) occupies a very different position. We regard it as one of our principal growth businesses, and we are implementing our own growth strategy designed to expand at a pace that keeps up with, or ideally exceeds, overall market growth. Given the current expansion of the semiconductor industry, we believe CTC has significant long term potential.
MD(Medical Device) also represents an important growth business. However, the medical industry has unique characteristics. Product development cycles are generally longer, market adoption takes more time, and regulatory requirements are naturally more demanding than in some other industries.
For that reason, while we view medical devices as a strategic growth area over the long term, we expect growth to develop more gradually than in CTC.
If we look specifically at the next three years, CTC is clearly expected to be the company’s largest growth engine. That reflects both the expansion of the semiconductor market itself and our confidence that our technological capabilities position us well to participate in that growth.
At the same time, we do not believe growth should come at the expense of stability. Maintaining a balanced portfolio is important. Our stable businesses provide a foundation that allows us to continue investing aggressively in future growth opportunities while maintaining financial discipline.
Throughout our discussion, one theme has appeared repeatedly. Whether discussing precision processing, semiconductor testing, automotive components, or medical devices, Yokowo seems to view technology not simply as a product but as a platform that can continually evolve into new businesses. At the same time, many semiconductor customers are demanding much more than individual components. They increasingly expect suppliers to provide engineering support, manufacturing expertise, and collaborative problem solving throughout the production process. From your perspective, what differentiates Yokowo technologically, and how do you intend to continue creating value for customers as semiconductor manufacturing becomes increasingly sophisticated?
One of our defining strengths is that we have never viewed technology as something static. Our objective is not simply to manufacture individual components. Instead, we seek to continuously build upon our core technologies by incorporating new capabilities and applying them to emerging markets.
That philosophy has guided the company throughout its history and continues to shape the way we approach technology today.
Within semiconductor testing, for example, the market is becoming increasingly demanding. As devices become smaller, more complex, and more highly integrated, customers require not only higher performance products but also deeper technical support throughout the manufacturing process.
We believe one of Yokowo’s greatest strengths lies in our ability to work directly alongside our customers.
Our field support organization plays an important role in this regard. Rather than simply delivering products, our engineers are stationed at customers’ manufacturing sites, where they work together with customers to solve production challenges, improve manufacturing processes, and identify opportunities for greater efficiency and reliability.
This direct engagement provides us with valuable insight into the issues customers experience during actual production. The information gathered through those activities is continuously fed back into our engineering, product development, and manufacturing organizations.
As a result, product improvements are driven not only by laboratory research but also by real world manufacturing experience.
This continuous feedback cycle enables us to refine our products while deepening our understanding of customer requirements.
For us, value creation extends beyond supplying probes or other testing components. We seek to provide comprehensive solutions that combine hardware, engineering expertise, manufacturing know how, and technical support.
As semiconductor technology continues advancing, customers increasingly require partners capable of solving complex technical problems rather than simply supplying individual products.
That is the direction in which we believe the industry is moving, and it is also the direction in which Yokowo intends to continue developing.
Despite Yokowo’s continued expansion into semiconductor testing and other advanced technology businesses, many investors still primarily associate the company with its automotive operations. Given that automotive remains your largest business by revenue, that perception is understandable. At the same time, however, businesses such as CTC are becoming increasingly important to Yokowo’s long term growth strategy. Looking at the company from the perspective of global institutional investors and senior executives who may be less familiar with Yokowo, what aspects of the business do you believe remain underappreciated? How would you like investors to better understand the company as it continues to evolve?
It is certainly true that automotive continues to account for approximately sixty percent of our total revenue. Because of that, many investors naturally continue to view Yokowo primarily as an automotive related company.
That perception is understandable.
The CTC business represents a significant growth opportunity for Yokowo within the global semiconductor testing market. While we have established a certain level of recognition among our customers and within the industry, I believe there is still considerable room to further enhance our presence in the global market.
People who are involved in the semiconductor industry may already be familiar with our technologies and capabilities. However, I feel that many investors outside the industry do not yet fully recognize the scale of our growth potential or the transformation that is taking place within our business.
One reason for this is our own approach to investor relations activities. Historically, we have focused primarily on strengthening our business foundation and steadily improving our performance. It is not that we neglected communication, but we could have done more to proactively communicate our corporate story and growth strategy to international investors.
Looking back, it is also true that many of us in management, myself included, believed that if we consistently delivered strong results, investor recognition and appreciation would naturally follow. While I still believe that strong performance is fundamental, I have come to realize that communicating our long-term vision and growth strategy, and engaging in meaningful dialogue with investors, is just as important.
Of course, delivering excellent results remains essential. However, performance alone is not enough. We also have a responsibility to help investors understand what kind of company Yokowo is striving to become, where we see future growth opportunities, and the value of our technologies and businesses.
Going forward, I would like to create more opportunities for investors around the world to gain a deeper understanding of our company, our technologies, and the direction of our business.
As Yokowo continues to evolve, it is becoming increasingly important that our communications evolve as well. We want to communicate not only our businesses and technologies, but also the thinking, vision, and aspirations behind them, while building deeper relationships and dialogue with a broader range of stakeholders.
Throughout our conversation, we have discussed Yokowo’s transformation over more than a century, from a precision metal processing company into a diversified technology company serving industries such as automotive, semiconductor testing, fine connectors, and medical devices. We have also spoken about your philosophy of continuously applying core technologies to new markets, embracing change rather than becoming dependent on a single business, and viewing technological evolution as an essential part of the company’s future. Beyond strategy and financial performance, however, every company is ultimately guided by a broader purpose and a set of values that shape its decisions over the long term. When you think about Yokowo’s identity today, how would you define the company? What principles guide your leadership, and what do you hope Yokowo will continue to represent as it enters its next stage of growth?
At Yokowo, our purpose, vision, and values can be expressed very simply in Japanese, although it takes a little longer to explain in English.
Our purpose is to be a good company by employing people and technologies that work for the benefit of society today and tomorrow.
For us, technology alone is not enough. Equally important are the people who develop those technologies, apply them to solve problems, and continue creating new ideas that allow the company to evolve. Our objective is to continue generating new value by combining technological innovation with the capabilities and commitment of our people.
This philosophy has guided Yokowo throughout its history and continues to guide the company today.
At the same time, there is another idea that has become deeply embedded in our corporate culture, and I believe it represents one of the defining characteristics of Yokowo.
For more than twenty years, my predecessor consistently spoke about the importance of becoming a “good company.” Over time, that idea has become part of our corporate DNA. It is no longer simply a management slogan. It has become the way we think about our responsibilities and the way we evaluate our success.
When we speak about becoming a good company, we are referring to four different groups of stakeholders.
First, we want to be a good company for our customers. We want customers to feel that choosing Yokowo was the right decision because we create real value for their businesses through our products, technologies, and support.
Second, we want to be a good company for our business partners. We want every company that works with Yokowo to feel that the relationship has been beneficial and that partnering with us has contributed to their own success.
Third, we want to be a good company for the communities in which we operate. For example, we have a manufacturing facility in Tomioka, and we want the people in that community to feel that Yokowo’s presence contributes positively to the region. We believe companies have responsibilities that extend beyond their own operations and include supporting the communities that support them.
Finally, we want to be a good company for all of our employees throughout the Yokowo Group. We want every employee to feel proud to work here, to believe that joining Yokowo was the right decision, and to feel motivated to continue growing together with the company.
These four perspectives define what a good company means to us.
Our goal is not simply to maintain that standard but to continue becoming an even better company over time.
That commitment also reflects the broader philosophy we discussed earlier regarding continuous evolution.
Throughout our one hundred year history, Yokowo has never remained fixed within a single industry or relied on one successful business. Instead, we have continually challenged ourselves to adopt new technologies, enter new markets, and redefine how our core capabilities can create value.
We believe that willingness to evolve is one of our greatest strengths. It is part of our corporate DNA, and it is something we intend to preserve as the company continues to grow.
As technology changes and society changes, our responsibility is to continue changing as well while remaining true to the values that have guided Yokowo for generations.
Ultimately, our ambition is not simply to become a larger company. It is to become a better company, one that creates lasting value for society as a whole through the combination of people, technology, and continuous innovation, beginning with our four key stakeholders: customers, partners, employees, and local communities.
Tomioka Plant (Tomioka City, Gunma Prefecture, Japan)
For more information, visit their website at: https://www.yokowo.co.jp/english/