top of this page
Nomura Principal Finance
jump to main contents
close this window
main contents start from here


Resort Solution Co., Ltd.

Japanese

Resort Solution Co., Ltd.
PresidentHideaki Hirata
Corporate Profile
  • Head Office : Nishi-shinjuku Mitsui Building 12F, 6-24-1 Nishi-shinjuku, Shinjuku-ku, Tokyo
  • Establishment : February 1931 (company name at time : Japan Eternit Pipe Co., Ltd.)
  • Capital : ¥2.379 billion (as of end of March 2002)
  • Business activities : Management of resort facilities, golf courses, hotels and similar facilities as well as agent for welfare project businesses, sale of resort memberships, and housing businesses.

Background
  • In November 2002, Resort Solution (formerly Misawa Resort) announced the allocation of its new shares to Nomura Principal Finance Co., Ltd. (NPF).
  • Capital increase was completed in December 2002. (NPF's voting right : 33.4%) Company remains listed on First Section of Tokyo Stock Exchange.
  • In January 2002, NPF, UFJ Bank Ltd. and Resort Solution jointly established Golf Japan, a limited liability investment partnership that primarily focuses on revitalizing golf courses.

Factors behind our decision to receive the capital injection from NPF

Amid the prolonged recession and instability of the financial environment, demand has been rapidly rising for our golf course, hotel contract management and similar services as well as outsourcing-related services, such as our welfare project services that support corporate welfare programs. To take full advantage of this opportunity and to allow our company to make another significant leap forward, we needed to integrate our services, upgrade and expand our business foundation and strengthen our financial base to support our efforts. These became pressing tasks.

This was when NPF offered to invest in our company. At the time, we were also approached by various other companies that offered to forge capital tie-ups and business partnerships with us. However, I believed that NPF's proposal was the one best suited to the needs of our company when the resolution of our management issues, our business development, and our shareholders and clients, as well as our executives and employees were taken into account. More specifically, the fact that the Nomura Group had met our company's needs prompted our decision to select them. Reasons included the firm trust in our relationships with the Nomura Group, the increase in our shareholders' equity through new share allocations to third-parties, as well as the fact that Nomura Group financial and business support programs utilize diverse human resources. Other reasons include Nomura's advanced specialized services as well as its vast client base covering the entire country. Above all, NPF's basic stance of working with our executives and employees in regards to our business development and other related considerations were decisive factors in our selection of the group.

Our primary concerns

I was concerned that NPF's acquisition of a 33.4% stake in our company would curtail our freedom to self manage our company. At the same time, I was also concerned that purchase of only a 33.4% stake would be insufficient to allow NPF to provide truly effective business support. In addition, I was worried that any rise in our share price would prompt NPF to sell our stock in the short run while we remained listed, even after receiving the capital injection.

However, the views of our company and NPF on management policies at our company are extremely compatible due to the complete consistency in our vectors for expanding and developing our company's businesses. Furthermore, as regards business support, Nomura Research Institute, Ltd. provided us with business consulting services to accelerate our forward-looking business expansion, while NPF promptly dispatched executives to our company to strengthen our business operation and internal management systems. In addition, we are also implementing our own long-term joint business operations, such as the establishment of a golf course revitalization fund. I therefore now believe that the apprehensions that had initially flashed through my mind were completely groundless.

With Nomura as a partner

I was well aware of Nomura's collective strength and dynamism, including its diverse specialized services and vast store of information. This, backed by its extensive network, was the reason for our long and enduring relationship with the Nomura Group from the start. However, while we collaborated with Nomura in various areas in the process of receiving this latest capital injection, I once again felt that the swiftness of their response and the Group's cheerful, broad-minded attitude and practical business sense fit extremely well with our own corporate culture. NPF executives have already been dispatched to our company and we have received diverse support for our business expansion activities. Nevertheless, from now on I would like our executives and employees to band together so that the company can make one or two significant leaps forward by freely utilizing Nomura's rich managerial resources in all aspects of our management. More specifically, what is needed are alliance strategies aimed at integrating services, reinforcement of our management system to match our business expansion activities and the enhancement and expansion of our business foundation with the emphasis on corporate business.