Before I joined the company, I thought that the position of an MR required mostly humble bowing to generate business. That aspect does exist, but a lot of the work is creative, such as making proposals based on doctors' needs and refining the details through discussions with many doctors. It's almost as if my expectations before I joined the company were betrayed, but in a good way.

The name Otsuka Pharmaceuticals made me think of POCARI SWEAT and Oronamin C. Because it's a large firm, I thought it would be difficult to carve out my own space, but after joining the company, I discovered that each of us is assigned an area and the ability to make our own proposals, as if we were the area president. I find it so interesting that each and every one of us is given the authority and the freedom to take action as required, within that authority. It's safe to say that Otsuka Pharmaceutical has a culture and climate that fosters creativity.

When I thought about how doctors consult with MRs about their ideas for new treatments and their concerns about proposing better treatments for their patients, I felt that the ability to offer a rapid response would be the key to gaining their trust. I'm the kind of person who prefers to resolve even personal matters quickly, and I think that a rapid response makes it possible for everyone to work together more amiably. Actually, when I asked how I had been able to improve my relationship with him, a doctor told me that when he is troubled by something, the most important thing is an MR who is able to quickly propose a solution. During my efforts to build relationships, I was overjoyed when one of my doctors told me, "you are one of the three best MRs I have ever worked with."

As an Otsuka Pharmaceutical MR, there's a great deal of freedom and many opportunities to develop creative approaches, but without a win-win situation for myself and my client, the transaction won't be completed. Without a win-win, the trust will be lost and the business won't stand the test of time. As a pharmaceutical manufacturer, the patient comes first, and I always focus on building a win-win-win situation that encompasses the health care providers as well. Sometimes of course I am unable to convince a doctor to listen to my proposals, and the most frustrating times are when results I had envisioned fail to materialize and I have to give up in defeat. But things inevitably take a turn for the better and that's when we can have a win-win situation.

In my fourth year at the company, I was commended for achieving the top individual results nationwide, but next I want my team and then my branch office to be No. 1. This is a goal that cannot be achieved without the ability to support other people and be respected by others, so over the next five or ten years I want to become someone worthy of admiration. To become No. 1 as an individual requires luck and motivation, but when working with many people in a team or in the branch office, I think it's necessary to build solidarity and share a common goal. I want to become that kind of person who is able to forge those bonds of solidarity.