The world is on the verge of a new era that will be centered on 5th generation mobile communication system (5G),the Internet of Things* (IoT), artificial intelligence (AI) and robots.
Dedicated to being a source of a lovely future for our customers
To fulfill this mission, we will bring together a variety of services centered on mobile communications that are associated with the 5G, IoT, AI and robots. We will create ideas for each customer that encompass these three fields in order to be a source of a lovely future.
*The Internet of Things is a network in which communication devices are used to interconnect a broad range of physical objects.
Become a corporate group that uses highly trained people
and innovative services for long-term growth.
Bell-Park is a mobile phone sales agent.
We have grown consistently since starting operations in 1993 and rank among Japan’s largest companies in this industry in terms of the number of shops (as of 2016).
Japan has three major conglomerate corporate groups (zaibatsu): Mitsui, Mitsubishi and Sumitomo.
For Bell-Park at this moment, these zaibatsu conglomerates are barely visible from a great distance.
Mitsui originated with the Echigo-ya Mitsui clothing store that was founded by Takatoshi Mitsui, a businessman who lived in the city of Matsusaka. Mitsubishi originated with Mitsubishi Trading, a company established by Yataro Iwasaki. Sumitomo started with a copper smelting business started by the second president Tomomochi Sumitomo. All three of these zaibatsu began by operating a single business. They were not big operations at first. Each zaibatsu grew by starting new businesses one after another in order to remain in step with changes in the business climate and society.
Bell-Park started as a mobile phone sales agent.
To sustain long-term growth, I believe that Bell-Park must constantly seek new business activities that reflect changes in our markets and society just as the Mitsui, Mitsubishi and Sumitomo did.
The Bell-Park of today is not a technology-oriented manufacturer or a financial company. We are a mobile phone sales agent that is close to the retail and services sector. Since our inception, we have established a sound presence in a new category of this area, which was emerged during these two decades. We have grown even though we are an independent company having no affiliation with a large company or corporate group.
There are several key elements of Bell-Park’s corporate culture: youth, vitality, compassion, sincerity and a strong dedication to teamwork. To some people, these characteristics may make us appear to be inexperienced or unsophisticated.
These qualities of Bell-Park can be expressed by the following equations.
Bell-Park corporate culture = Youth x Vitality x Compassion x Sincerity x Teamwork
Bell-Park strengths = Development of skills x Corporate culture
Bell-Park will constantly develop the skills of our people and create innovative services as we grow. By using these services to earn a high level of satisfaction of our customers, we aim to be a corporate group that is capable of long-term growth.
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.
Bell-Park was unable to become profitable and shareholders demanded the liquidation of the company.
The easygoing vice president at that time, which was me, was unaware of this crisis. I asked each employee to write their goals for the next year on a single sheet of paper. Even though no one knew if the company would exist in the following year, everyone wrote outstanding thoughts and targets.
“I like Bell-Park more than any other company where I have worked.” “I look forward to going to work every day.” “I am still inexperienced and create problems for others. But I will work hard so that I can help others.” These strong feelings existed at a company with only five people.
That was when I realized that Bell-Park still had one invaluable asset: our people. The company could count on its workforce and positive teamwork.
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 potential and motivation. 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.
This is my first perspective on value.
Takeru Nishikawa, President & CEO
After I finished college, I worked at a large trading company for almost 12 years. I gained a lot of useful knowledge during this time. My experiences from this job are still a very important element of the values that guide my decisions at work and at home. This company was the last of Japan’s major trading companies to start operations after World War II. As a result, the company had a smaller workforce than its competitors did. I think this helped create an atmosphere where younger workers were entrusted with significant responsibilities. When someone resigns to start another company, there is a tendency to begin by rejecting all business practices of the previous employer. But I think that these individuals inevitably start reproducing the good aspects of their former employers, even though they may not realize this process is occurring.
Companies must grow in a proper manner. Accomplishing this type of growth requires a workplace where employees can discuss issues freely and tackle their jobs with an open mind. We should evaluate employees’ performance by rewarding individuals for good work rather than penalizing them for mistakes. Furthermore, people must not use past experiences as a guide for doing their jobs. Everyone needs to look forward and take on new challenges. This is the spirit of workplaces at small, fast-growing companies, and the spirit that I want to preserve at Bell-Park. I also want Bell-Park to remain a place where individuals can grow and develop their skills. I want to assign young people important tasks and offer many types of training programs.
This is my second perspective on value.
Takeru Nishikawa, President & CEO
I started my first job at a large trading company almost 40 years ago. It was 1979, when Japan’s economy was weak and trading companies cut their hiring in half. Some trading companies even suspended all recruiting that year. Several years later, the Plaza Accord triggered a sharp appreciation of the yen. We saw structural changes in Japan’s economy that fueled a real estate bubble in the late 1980s. When the bubble finally burst, Japan began an extended period of economic weakness that is often referred to as “the lost 25 years.”
Many companies went out of business during this tumultuous time. There were many causes. I did not fully understand what was needed to ensure that a company could remain in business forever. But I was convinced that our survival demanded that Bell-Park remain a company that is needed, trusted and appreciated by all stakeholders: employees, customers, business partners, shareholders and the communities we served. We cannot advance to the next step unless we achieve this goal.
This is my third perspective on value.
Takeru Nishikawa, President & CEO