Meet New Merlin Board Member Manami Ogawa (STARBASE)

Q: How do you see Japan’s digital music ecosystem evolving alongside global independent markets?

Japan’s music market continues to develop in its own distinctive way. At the same time, much like in other global independent markets, I feel that the boundary between the majors and independents has become increasingly blurred.Looking at recent global successes in J-POP, it is clear that while Japan retains its unique characteristics, it has firmly entered a phase of moving in parallel with the global market.

Q: How do you approach global expansion for Japanese music?

Rather than aiming for short-term hits, I believe in carefully building an artist’s story and creative vision, while steadily cultivating a fanbase overseas over time.Global expansion is not a one-way path from Japan to the West. It requires a multi-layered approach that integrates music, visual identity, live performance, and collaborations into a cohesive strategy.At the same time, leveraging Japan’s cultural strengths — such as anime and other globally recognized IP — can significantly accelerate that growth when aligned authentically with the artist’s identity.

Q: This year marks the 10th anniversary of the opening of Merlin’s Japan office. What impact has Merlin had in the Japanese market over the past 10 years?

The structure and philosophy of Merlin were, in many ways, something that had not previously existed within the Japanese music industry. In that sense, Merlin has not simply been a negotiating body, but a source of new perspective.

Given that there is no globally operating DSP originating from Japan, and that the major platforms are all overseas companies, Merlin’s role and presence in Japan in delivering real-time international insight and best-in-class deals has been highly significant for Japanese independents over the past decade.

Beyond commercial terms, it has also helped foster a mindset of engaging with the global market as an equal partner. I believe that role will remain important going forward, and I hope to contribute to that continued development.

Q: What opportunities exist for deeper collaboration between Japanese independents and global partners?

As in any market, I believe it ultimately comes down to finding the right partners in Japan. Frameworks and structures are important, but meaningful collaboration always begins with people.

In recent years, organizations such as Merlin Japan and IMCJ have created more opportunities for international exchange. Those platforms can serve as a natural starting point for building connections.We have also seen the launch of international initiatives such as MAJ, which signals that the Japanese industry as a whole is increasingly looking outward. The environment for cross-border collaboration is steadily developing.

That said, personal outreach still matters. Whether through formal emails or even direct messages, reaching out to those you are genuinely interested in working with can create real opportunities. In the end, collaboration often begins with a simple conversation.

Q: What cultural nuances are most often misunderstood in international partnerships?

Japanese business culture is sometimes perceived as cautious or slow in decision-making. While that may have reflected certain aspects of the past, I believe the reality today is quite different.

Many active Japanese independents and industry professionals are already working at an international standard — both in terms of speed and communication. In practical terms, the gap is far smaller than some might assume.

That said, when it comes to gender balance and diversity, there is still progress to be made. For that reason, I believe it is important that the values considered standard globally continue to be shared and embraced. This is not about pressure from outside, but about the natural evolution of the industry as a whole.

Ultimately, however, this is not unique to Japan. In the independent sector especially, what matters most is the individual relationship and mutual trust. Respecting an artist’s vision and philosophy is fundamental. When that foundation exists, collaboration can transcend borders. In many cases, genuine passion still opens doors — and finding the right balance between structure and that human element is what makes partnerships truly work.

Q: How should independents adapt their strategies when expanding into culturally distinct markets?

Localization is often described as essential in any market, and I agree. At the same time, language itself is no longer the barrier it once was.For example, I am not a native English speaker, yet I write responses like this myself and communicate directly with overseas partners every day. With the rise of AI in particular, the hurdles that once felt significant are rapidly becoming lower.

Because of that, what truly matters is not just translation, but understanding the market and approaching it with the right mindset. It is about knowing what to protect — the core of the artist’s identity — and what can be adapted with flexibility.Finding that balance is, I believe, what allows artists and independents to grow sustainably in culturally distinct markets.

Q: How should the industry be thinking about the balance between innovation and protection of creative value as new technologies emerge?

What I can say clearly is that no one truly knows what the future will look like. New technologies cannot be stopped, and if we look back at history, the music industry has always evolved alongside technological change. The pace of AI development in particular is extraordinary, and personally, I don’t believe it will unfold exactly as anyone predicts.

That is why I think the key is not to fear innovation itself, but to focus on how it is used and how the rules around it are designed. We must not stop thinking. We must not stop discussing. Continuing that dialogue is, in my view, what truly matters.

Q: How would you introduce yourself and STARBASE to someone who may not be familiar? How does your background and role at STARBASE shape the way you approach the challenges and opportunities facing independent artists and labels today?

I have been involved in the digital space since the early stages of my career, working across record labels, music distribution, artist management, copyright administration, and IP strategy. Over time, that range of experience has made it natural for me to view the music industry from multiple perspectives — artists, labels, platforms, and corporate partners alike.

Today, I oversee the content business at STARBASE, where my focus is on creating synergy across the company while working with artists and labels to develop IP strategies and expand their presence both domestically and internationally. STARBASE operates as an entertainment conglomerate and creative-business hub, bridging artistic vision with major enterprises to build long-term value through content, IP, and strategic partnerships.

The role I am most conscious of is that of a bridge — between Japan and the global market, between creativity and business, and between technological innovation and rights protection. Ultimately, what matters most to me is protecting an artist’s vision and the value of their work while finding ways to expand its reach.

For independents, the challenge is remaining true to their beliefs and creative freedom while building sustainable businesses. Having worked both on the ground level and on the management side, I approach that balance with a constant awareness of how creative integrity and long-term value can grow together.