{"id":1790,"date":"2022-04-20T20:12:57","date_gmt":"2022-04-20T11:12:57","guid":{"rendered":"https:\/\/univacap.com\/uni-sight\/?page_id=1790"},"modified":"2022-05-02T10:40:42","modified_gmt":"2022-05-02T01:40:42","slug":"vol101-uni-square","status":"publish","type":"page","link":"https:\/\/univacap.com\/uni-sight\/en\/vol101\/vol101-uni-square\/","title":{"rendered":"vol101-uni-square ENG"},"content":{"rendered":"
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\r\nUNI-SQUARE\r\n<\/p>\r\n

\r\nCelebrating Our First 100 UNI-SIGHTs
\r\nCharting the Future of the UNIVA CAPITAL Group (Part II)\r\n<\/h1>\r\n<\/div>\r\n\r\n
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\r\nFor Part I in this series, we interviewed Chairman Inaba. We asked how he became President and CEO of Oak Capital, his concrete plans for how the Oak and UNIVA CAPITAL Groups will co-create new value, and his vision for the UNIVA CAPITAL Group\u2019s path forward.
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\r\nHere, in \u201cCharting the Future of the UNIVA CAPITAL Group (Part II),\u201d we speak with Oak Capital Managing Director and UNIVA Corporation Advisor Toshiaki Muneyuki, UNIVA Paycast President Shuhei Nakao, and UNIVA Gyro-n President Hisaatsu Shimazu. We are deeply grateful to these gentlemen for agreeing to share their views with us.
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\r\nToshiaki Muneyuki, Managing Director, Oak Capital Co., Ltd.
\r\n& Advisor, UNIVA Corporation
\r\nShuhei Nakao, President, UNIVA Paycast Limited
\r\nHisaatsu Shimazu, President, UNIVA Gyro-n Limited
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\r\nBig Changes at Oak\r\n<\/h2>\r\n\r\n
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Mr. Muneyuki<\/p>\r\n<\/div>\r\n\r\n

\r\nJuan: <\/span>\r\nFirst, let\u2019s ask Mr. Muneyuki, who is both an advisor to the UNIVA CAPITAL Group and a managing director on the board of Oak Capital (hereafter Oak). From a neutral, objective position, what is the significance of the tie-up between the UNIVA CAPITAL Group and Oak?\r\n<\/p>\r\n\r\n

\r\nMuneyuki: <\/span>\r\nI became a managing director at Oak on July 1, 2021. Like Inaba, I want Oak to become a better company and, through restructuring, become a profitable company. For Oak to survive, it must change its business to adjust to changing times. Under the strong leadership of President Inaba, and taking full advantage of the UNIVA CAPITAL Group\u2019s strengths in capital, talent, network, and know-how, Oak will become a company able to achieve continuous growth. Co-creation of value in collaboration with a variety of businesses will transform Oak into a company constantly striving for growth coupled with internal reform. For Oak, that is this tie-up\u2019s greatest significance.<\/p>\r\n\r\n

\r\nJuan: <\/span>\r\nWhat has changed at Oak since Inaba became CEO?\r\n<\/p>\r\n\r\n

\r\nMuneyuki: <\/span>\r\nThere has been enormous change. Everyone has become very cheerful and energetic.\r\n<\/p>\r\n\r\n

\r\nJuan: <\/span>\r\nThat wasn\u2019t the case before?\r\n<\/p>\r\n\r\n

\r\nMuneyuki: <\/span>\r\nThe previous CEO insisted on making every management decision himself. In other words, employees were expected to do only what the chairman told them to do. All that was demanded of them was to do their assigned tasks \u201cproperly.\u201d Inaba has shared with everyone his vision that if you have something you want to try, you should take responsibility and do it. He has asked those who share his vision what they think should be done. He has made it easier for employees to offer suggestions and to have confidence in their own ideas and plans. It has become a matter of course that if a proposal isn\u2019t accepted, Inaba explains clearly why it failed. By doing this, he persuades employees to accept what he says and to learn and to grow. This becomes a virtuous cycle.\r\n<\/p>\r\n\r\n

\r\nJuan: <\/span>\r\nThat is a fantastic change. Are there other new actions you can tell us about?\r\n<\/p>\r\n\r\n

\r\nMuneyuki: <\/span>\r\nIn addition to meetings of the board of directors, we have begun holding meetings for group executives. Before, there was no place for discussion that crossed company boundaries. Now executives can share views and hold conversations that strengthen horizontal ties. This, I think, makes it possible to provide a higher level of mutual support and co-create new value.\r\n<\/p>\r\n\r\n

\r\nJuan: <\/span>\r\nAt this moment, what is it that Oak most hopes for from the UNIVA CAPITAL Group?\r\n<\/p>\r\n\r\n

\r\nMuneyuki: <\/span>\r\nOur UNIVA CAPITAL Group NAKAMA\u2019s global network, information, know-how, and capabilities are indispensable for Oak\u2019s new business development and future growth. Conversely, Oak will provide hands-on support for the UNIVA CAPITAL Group\u2019s growth. Assistance from Oak, which is already a listed company, in preparing IPOs is a good example of our working together to co-create new value.\r\n<\/p>\r\n\r\n<\/div>\r\n<\/div>\r\n\r\n\r\n\r\n

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\r\nDeciding to Prepare for IPOs\r\n<\/h2>\r\n\r\n
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Mr.Nakao<\/p>\r\n<\/div>\r\n\r\n

\r\nJuan: <\/span>\r\nCo-creation of value is a major role for both UNIVA Paycast (hereafter UPC) and UNIVA Gyro-n (hereafter Gyro-n). Can you tell us how these two companies came to consider becoming Oak subsidiaries?\r\n<\/p>\r\n\r\n

\r\nNakao: <\/span>\r\nChairman Inaba presented this idea to me as a chance to take a concrete step toward realizing our dream for UPC. Becoming an Oak subsidiary is a means to that end.\r\n<\/p>\r\n\r\n

\r\nJuan: <\/span>\r\nWas the dream for UPC to have an IPO?\r\n<\/p>\r\n\r\n

\r\nNakao: <\/span>\r\nNo. The dream isn\u2019t confined to an IPO. The concept is to develop a new business plan as we approach our 20th anniversary. I had frequently spoken with Chairman Inaba about our desire to reach the stage where we grow into a global company. He understood what I was saying and responded with an offer combining becoming an Oak subsidiary with an IPO. Believing that it would help us realize our dream more smoothly. I happily accepted that offer.\r\n<\/p>\r\n\r\n

\r\nJuan: <\/span>\r\nHow was that for you, Mr. Shimazu? Can you speak frankly about how you felt when you received that offer?\r\n<\/p>\r\n\r\n

\r\nShimazu: <\/span>\r\nMy response was extremely positive. Becoming an Oak subsidiary would not only accelerate our company\u2019s growth; it would also make it possible to do immediately other things we wanted to do. Long before receiving this offer, I had always been thinking about how best to grow our business.\r\n<\/p>\r\n\r\n

\r\nJuan: <\/span>\r\nIn 2020, Gyro-n split off from UPC to become its own company and focus on developing its business.\r\n<\/p>\r\n\r\n

\r\nShimazu: <\/span>\r\nYes. Gyro-n puts most of our effort into our local SEO business. Foreseeing growth in sales of tools for this purpose, we split off from UPC and became UNIVA Gyro-n. However, feeling that dependence on the backing of the UNIVA CAPITAL Group limited our growth, I had discussed with Chairman Inaba my desire to secure capital from other sources. He understood and supported my efforts, but we couldn\u2019t agree on conditions. Then came a time when Chairman Inaba asked me to wait for a while. Then I received the offer to become an Oak subsidiary.\r\n<\/p>\r\n\r\n

\r\nJuan: <\/span>\r\nOf course. To grow both UPC and Gyro-n needed capital as well as larger networks and other resources. That is why you decided to become Oak subsidiaries. What are you now hoping for from Oak?\r\n<\/p>\r\n\r\n

\r\nNakao: <\/span>\r\nProcuring capital is one thing. Naturally we need to grow our sales, but we also need resources for future development. When it comes to hiring talented people, being a subsidiary of a listed company will also be an advantage.\r\n<\/p>\r\n\r\n

\r\nShimazu: <\/span>\r\nWe are also looking for talent. Joining a listed group will also benefit us when it comes to public confidence.\r\n<\/p>\r\n\r\n

\r\nJuan: <\/span>\r\nOak\u2019s performance has experienced difficulties. What do you think of that?\r\n<\/p>\r\n\r\n

\r\nShimazu: <\/span>\r\nWhat I am hoping for is that Oak will reach out to investors with an interest in Gyro-n\u2019s SaaS business. We also hope that the know-how Oak has acquired by supporting other ventures and startups will benefit us.\r\n<\/p>\r\n\r\n

\r\nJuan: <\/span>\r\nOak\u2019s IPO expertise will be very useful.\r\n<\/p>\r\n\r\n

\r\nNakao: <\/span>\r\nExactly. As we proceed toward an IPO, Oak can provide invaluable insider know-how and experience.\r\n<\/p>\r\n\r\n<\/div>\r\n<\/div>\r\n\r\n\r\n\r\n

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\r\nPaths Forward for OAK, UPC, and Gyro-n\r\n<\/h2>\r\n\r\n
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Mr. Shimazu<\/p>\r\n<\/div>\r\n\r\n

\r\nJuan: <\/span>\r\nWhat are the paths forward that the three of you envision? UPC has already changed its logo.\r\n<\/p>\r\n\r\n

\r\nNakao: <\/span>\r\nOur 20th anniversary was an opportunity to set sail on a new voyage toward our IPO. We chose a simple, easy to remember design for the flag under which we sail. The theme is diversity. We will continue to grow our established strength in settlements, but settlements will no longer define who we are. As we develop our business globally, we will take full advantage of our strength in settlements, but our aim is to add value across the full spectrum of logistics.\r\n<\/p>\r\n\r\n

\r\nJuan: <\/span>\r\nWhat do you mean by adding value to logistics?\r\n<\/p>\r\n\r\n

\r\nNakao: <\/span>\r\nLogistics is more than the movement of money and goods alone. Our goal is a global network that connects individuals and companies worldwide. We want to take advantage of our strengths in settlements and security to create a world in which transactions are possible whenever, wherever, with whomever, from anywhere in the world, connecting the world as a whole.\r\n<\/p>\r\n\r\n

\r\nShimazu: <\/span>\r\nUntil now, the Gyro-n sales network has expanded from small, single-proprietor businesses to medium-scale chains. But we have not been able to develop proposals for big companies with as many as a thousand outlets. We are often approached with requests for consulting or operations support, but Gyro-n still lacks sufficient resources to satisfy those requests. We hope that with Oak\u2019s backing, we will be able to develop new business.\r\n<\/p>\r\n\r\n

\r\nJuan: <\/span>\r\nFinally, can you share concrete targets?\r\n<\/p>\r\n\r\n

\r\nShimazu: <\/span>\r\nFor the next three years, we will be preparing internally for our IPO. Our target is to be listed in 2025. The SaaS business model anticipates sales increasing over the long term. We tell our staff that sales of just a few thousand yen are just the beginning. Growth is more than sales alone. We press upon them the importance of educating prospects about the value of local SEO in attracting customers and developing and distributing information. All are necessary steps on the way to an IPO. In terms of concrete numbers, our target is 40% growth in both sales and operating profit.\r\n<\/p>\r\n\r\n

\r\nNakao: <\/span>\r\nOur target is sales worth six billion yen by March 2025. That\u2019s twice our current number, but we are sure to reach it.\r\n<\/p>\r\n\r\n

\r\nMuneyuki: <\/span>\r\nI believe that a division of labor in which we combine our people, capital, information, and networks is the way in which we can jointly create new value. We can help each other grow, our companies will make money, and we will make a reality of co-creating value in a way that is a \u201cWin-Win-Win\u201d for everyone.\r\n<\/p>\r\n\r\n

\r\nJuan: <\/span>\r\nMuneyuki-san, Nakao-san, Shimazu-san, thank you so much. We all look forward to discovering where this new journey on which the UNIVA CAPITAL Group and Oak are setting sail together will take us.\r\n<\/p>\r\n\r\n<\/div>\r\n<\/div>\r\n\r\n\r\n\r\n<\/div>\r\n<\/article>\r\n\r\n\r\n<\/div>\r\n<\/div>","protected":false},"excerpt":{"rendered":"UNI-SQUARE Celebrating Our First 100 UNI-SIGHTs Charting the Future of the UNIVA CAPITAL Group (Part II) For P […]","protected":false},"author":2,"featured_media":0,"parent":1791,"menu_order":0,"comment_status":"open","ping_status":"closed","template":"page-discussion.php","meta":{"_locale":"en_US","_original_post":"https:\/\/univacap.com\/uni-sight\/?page_id=1748","footnotes":""},"class_list":["post-1790","page","type-page","status-publish","hentry","en-US"],"_links":{"self":[{"href":"https:\/\/univacap.com\/uni-sight\/wp-json\/wp\/v2\/pages\/1790","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/univacap.com\/uni-sight\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/univacap.com\/uni-sight\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/univacap.com\/uni-sight\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/univacap.com\/uni-sight\/wp-json\/wp\/v2\/comments?post=1790"}],"version-history":[{"count":7,"href":"https:\/\/univacap.com\/uni-sight\/wp-json\/wp\/v2\/pages\/1790\/revisions"}],"predecessor-version":[{"id":1891,"href":"https:\/\/univacap.com\/uni-sight\/wp-json\/wp\/v2\/pages\/1790\/revisions\/1891"}],"up":[{"embeddable":true,"href":"https:\/\/univacap.com\/uni-sight\/wp-json\/wp\/v2\/pages\/1791"}],"wp:attachment":[{"href":"https:\/\/univacap.com\/uni-sight\/wp-json\/wp\/v2\/media?parent=1790"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}