01
Office
The office considers the direction of each brand and its customers, connecting product and store-presentation plans. Information from the frontline is brought back into the next decision.
Work & People
Support one another across roles. Own the outcome.
Our stores, factory, and office each have different roles, but the customer at the end of the work is the same. We do not stop at the boundary of a job description. When the work calls for it, we support one another and take responsibility for both our decisions and their outcomes. That is how we work at octo.
The octo team brings together people from our stores, factory, and office.
How We Work
From stores, factory, and office to our customers.
No product is completed by one function alone. An idea takes shape in the office, becomes a product at the factory, and reaches the customer through our stores. The feedback we receive then returns to the next plan. At octo, connecting those roles, insights, and decisions is part of the work itself.
02
Factory
Sewing and screen-printing turn an idea into a physical product. The team faces both quality and delivery commitments, improving the work through what it sees and learns on the production floor.
03
Stores
Stores do more than sell products. They notice what draws a customer in, where questions arise, and how people respond. Those insights become the starting point for the next product and presentation.
04
Customers
A customer’s voice and response show us the outcome of our work. What worked—and what should improve—moves forward into the next product and the next cycle of work.
People & Stories
See how octo works through one person’s journey and one frontline idea.
A job title alone cannot explain how people at octo think and act. These two stories follow a founding team member who has steadily broadened their responsibilities and a factory-sale initiative that moved from a frontline idea into action. Both begin with the same attitude: treat the work in front of you as your own, then keep looking for what you can do next.
01
People
From folding T-shirts to supporting the team.
A role does not begin with a title. It grows through the way a person approaches the work in front of them.
One team member has been part of octo since the company’s founding. Their first responsibility was folding T-shirts.
Folding each T-shirt may not look like a prominent job, but preparing every product with care is essential before it can reach a customer. This team member’s journey at octo began by attending to that immediate work, one piece at a time.
As the company’s work expanded, the scope of their contribution changed gradually as well. A larger role was not waiting from the beginning. They learned the work they were given, followed it through, and reached for what needed to be done next. By repeating that process, they broadened both their capabilities and their responsibility.
Taking on a broader role is not simply a matter of adding more tasks. It also means looking beyond your own assignment, understanding what is happening around you, and supporting teammates when they need it. Today, this member carries greater responsibility while remaining an indispensable source of support for the team.
At octo, growth is not about rushing along a predetermined ladder. It is about understanding the work and the customer, then steadily expanding what you can do. Finding meaning even in work that appears small—and using your judgment to create the next step—is what this member’s journey shows us about growth here.
What this story tells us
The size of an assignment does not determine where it can lead. The way a person approaches the work creates the next role, and octo supports people as they steadily expand both capability and responsibility.
02
Project
A factory-floor idea became a new way of selling.
Notice an opportunity on the frontline, speak up, and carry the idea all the way to the customer.
The starting point was a proposal from members of the factory team: hold a direct-sale event for products that fell outside the standards for regular retail.
People who work closest to the products can notice possibilities that others may not see. If an item could not be handled through the usual stores, was there another way to bring it to customers? The proposal from the factory did not accept the existing sales route as the only option; it came from frontline members thinking for themselves about a new possibility.
The company heard the proposal and decided to act immediately. What mattered was not only that an idea had been raised, but that it could be shaped into something that genuinely reached customers. Instead of leaving the frontline voice as a suggestion, the team moved to turn it into a sales opportunity.
The resulting factory-sale initiative has been welcomed by people in the surrounding community. Delivering products somewhere other than a conventional store also created an opportunity for the factory and local customers to connect directly.
This initiative shows that a new idea does not always begin in a meeting room. A person close to the product or the customer notices something, puts it into words, and the company receives it and follows through until the result can be seen. A small step from the factory floor became a new way for octo to sell.
What this story tells us
We consider whether an idea can create value for customers, not who proposed it. The frontline, the company, and the wider team work together to turn a proposal into action.
Sanuk × Challenge × Yarigai
Bring Sanuk, Challenge, and Yarigai into everyday decisions.
Our values are not words for a wall. They are practical criteria we return to when a decision is not obvious: will this delight the customer, can we take the first step now, and can we own both the responsibility and the satisfaction in the work? octo’s character is built through those small daily choices.
01
Sanuk
If an interesting idea might delight a customer, say it out loud—regardless of your position. We look for ways of working that can also give the people doing the work positive energy.
02
Challenge
Do not keep last week’s VMD simply because it is familiar. Change it boldly, watch the response, and learn. Rather than wait for a grand plan, begin with the step that can be taken now.
03
Yarigai
Use your judgment within the responsibility you have been given and own the outcome. Add one capability beyond yesterday, and connect that growth to appreciation from customers and teammates.
Careers
Turn your work into something people value.
Start with the customer, take initiative, and own the outcome with your team. Learn how we work and check our current hiring status.