Corporate Philosophy

In 1993, one year after Bell-Park's establishment, the Company had used up all of its capital of 87.5 million yen. The financial crisis forced us to leave our office in Tokyo's Shibuya-ku. We rented a less expensive office on the first floor of a building in the Hanzomon district. At that stage, Bell-Park was a typical example of a venture-capital investment with poor prospects for success. We started anew from the Hanzomon location, which was our office and only store. There were two full-time employees and two part-time workers. As the vice president, I played a central role in restoring the health of operations. But we had very little money in the bank. With our next month's fills and other obligations, we effectively had negative equity. My position as vice president may sound impressive. But I had little management expertise, so this was really nothing more than a title. The mobile phone boom was still far away. We sold only a few profitable products, with most sales coming from pagers. Any company needs human resources, financial resources and tangible assets to succeed. We were on the brink of ruin in terms of both people and money. If a time traveler had visited us during that difficult period and told us about Bell-Park's subsequent growth, no one would have believed that the company was eventually going to succeed on this scale.
As we struggled to survive, I asked employees to write their growth targets for the next year on a single sheet of paper. From any standpoint, Bell-Park was an extremely weak company that could disappear at any moment. But our people came up with outstanding goals centered on the spirit of being positive yet humble. I realized that Bell-Park still had one invaluable asset: our people and their determination to succeed.
The entire Bell-Park team refused to admit defeat. We knew that we could be a success. Everyone targeted the few opportunities that emerged to translate them into sales and profits. Each one of us worked frantically, just like someone putting out a fire. We could do this because we had faith in each other's motivation and potential. Looking back now, Bell-Park was a remarkably poor company. But our people never lost their positive attitude. As we increased earnings bit by bit, our staff slowly regained their confidence in the future. We were grateful for every step forward. And our belief in our own potential was always the basis for the next step.
One by one, these steps took Bell-Park to where we are today.

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