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BUSINESS RESTRUCTURING OF HOTEL/INN （TURN-AROUND）
Executive Message
For the past several years, the challenges of business restructuring along
with the disposition of non-performing loans, has drawn wide public attention
as important social themes. With the current economic revival serving
as a backdrop, the reconciliation of nonperforming loans held by major
banks may give an impression that the business-recovery boom has passed.
While it is true that business-recovery issues involving the big businesses
in metropolitan areas have essentially been resolved, we must now face
the task of restructuring the small and medium-sized businesses that have
supported the Japanese economy throughout the years. The restructuring
of these businesses and the disposal of faulty loans held by these businesses
is most definitely a crucial task that have only just began.
Up until recently, the major players in the field of business restructuring
have been rather restricted to professional service providers such as financial
experts, lawyers, CPAs, and tax lawyers; however, the maturation of the
legal environment and the creation of new techniques concerning business
restructuring have produced consultants, advisors, and turn-around managers
who specialize in the field. Aggressive turn-around managers, backed
by funds formed with the purpose of provincial restructuring, have displayed
a need for complex and sophisticated approaches.
These circumstances call upon turn-around managers who are willing to immerse
themselves in the local business sites and communities. Superficial
turnarounds can be easily achieved by producing impressive balance sheets
and earning statements, but unless the turnaround efforts are on the underlying
people, we can only expect a cosmetic resolution. Managers with a
sense of mission who can connect with the people, are indispensible in
this business. Our personal observations have made it clear that managers
who engage themselves in "restructuring" the condition of the
people are a key factor to making a genuine difference.
Since we started JHKIP two years ago, after five years of preparation,
we have had several opportunity to work on research projects and consulting
work for a major US based funds, Japanese servicers and other restructuring
firms. We also played an important role in developing new hotel reconstruction concept
and development for other clients.We would like to take this opportunity
to express our sincere appreciation to these clients for their confidence
and recognition that have been placed upon our new team.
JHKIP's Strength:
1. More than 30 years of experience and proven truckrecord of hotel operation
and management in overseas.
2.Outstanding Marketing Ability for high occupancy rate, by networking
with Japanese travel agencies.
3. Unique Leverage Marketing in Japan.
4. Our operation principle "Job Site First"
5. Our own personnel training system and oversea facilities.
6. Our own desginer/architect team specialized in hotel business.
7. Our own catering team with many years of experience and truck record.
8. Global expeience and view points.
9. Our own hotel management network and contacts among both domestic
and oversea hotels.
10. Our own networking with the restructuring and turn-around experts.
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JHK International Partners |
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Chief Executive Officer |
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John R. Hayashi |
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Director & Partner |
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Jeffrey S. Kashida |
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Director & Partner |
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Hisanaga Kayama |
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