There is no kind of excitement that exceeds that of the growth of business. Striving to become a company that represents Japan, sustaining growth rate.
Atsumi: The restoration business of ski resorts and theme park business started out as new ventures, but has already become pillars that are integral to our business. The current ventures are our education, health, and residential lodging business, operated by Rokuyon (established in 2018).
I think when typical countries start new businesses, it takes at least 10 years of the main businesses as the breadwinner, and the new businesses' sales and profits make up less than 5%. But, for Nippon Parking Development, the contributions of the main business make up 60% of the total, while new businesses comprise 40%. These numbers speak for themselves in terms of our company's aptitude in leading new businesses to success. The reason we are able to do so is because, when deciding on a business model, method of collecting investment, and human capital distribution, we judge a business's ability to sustain itself through checking against strict standards accumulated through our main parking lot business and our unique know-how.
In addition, our success also lies in our focus on the width of the existing gaps as we expand our business. For example, for ski resorts and theme parks created 30 to 50 years ago, there is a gap between the users, who are in their 20s, and the operators in their 60s.
This is the reason why sales promotion through SNS is not possible, and the company suffers from its inability to grasp the users' needs.
Businesses have a tendency to do well in such places where the gaps are wide, and we believe that these places are ideal for the formation of a "happy triangle".
Atsumi: We are currently in a position where we are in charge of the entirety of judging how to build a new venture and how to deploy people. What we can say first and foremost is that employees that are not able to prosper in existing businesses, or in other words, employees that are incapable of the creation of a "happy triangle" or the accumulation of investments, and management, are also incapable of working on new businesses. Parking lot business sees each parking lot as a store, and puts each in charge of profit and part-time employee management, which enables each parking lot to generate new managers. What this means is that our strength lies in our function to nurture and generate individuals with potential in management. In other words, human capital capable of management of new businesses increase, as individuals with strong management skills increase through the increase of the number of individuals in parking lot business.
Thus, what we can say is that our mission is to continue creating human capital capable of management in existing businesses. Our company does not discriminate against age, gender, nationality, and academic background - I personally broke away from the typical "age expectation" and established Nippon Car Service Development and became CEO at the age of 26.
As my position goes up and entails responsibility, of course the level of difficulty increases, but as I engage in business, there is no other source of excitement other than a company's growth. It's fun, not because we are doing what we want to do, but because we are growing. In this sense, Nippon Parking Development continues to strengthen its growth power, and has even more potential to grow. Also, we are a company that finds strength in doing new businesses, so maintaining a high growth rate that we have prided ourselves in, and becoming a company that represents Japan, is my mission as CFO.