Pan Pacific International Holdings Corporation

Pan Pacific International Holdings Corporation

Introduction of the Founder

Takao Yasuda - May 7, 1949

Takao Yasuda

  • October
    1978
    Established a discount shop with floor space of about 60㎡
  • September
    1980
    Established Just Co., Ltd. (currently Don Quijote Holdings Co., Ltd.) President and Representative Director
  • September
    2005
    Chairman, Representative Director and CEO of the Company
  • December
    2005
    Chairman of Yasuda Scholarship Foundation (current position)
  • April
    2013
    Chairman, President, Representative Director and CEO of the Company
  • August
    2013
    President, Representative Director and CEO of Don Quijote Preparatory Co., Ltd. (currently Don Quijote Co., Ltd.)
  • December
    2013
    Chairman and Representative Director of Don Quijote Co., Ltd.
  • July
    2014
    Chairman, Representative Director and CEO of the Company
  • July
    2015
    Founding Chairman and Supreme Advisor of the Company
    Director (Chairman, President & CEO) of Pan Pacific Retail Management (Singapore) Pte. Ltd. (current position)
  • December
    2018
    Director of Pan Pacific Strategy Institute Pte. Ltd. (current position)
  • January
    2019
    Director of the Company (current position)

■Message

In this year, in which the era changed to Reiwa, our company has also entered a second start-up phase with our new company name of Pan Pacific International Holdings. We sincerely appreciate the gifts of the warm backing of our customers and the strong support of our business partners from the bottom of our hearts.

Looking back, roughly 40 years have passed since the days of the "Thieves' Market," which was the origin of Don Quijote that had an area of only 59.5 m², and 30 years since the 1st Don Quijote store, our company has successfully risen to become worth 1 trillion yen (2 trillion yen when including UNY).

If you ask us about the main causes that made this possible, the first response would be "going against the trend.
We began as a team of nothing but novice outsiders. As a result, there was no way we could defeat existing major retailers if we faithfully imitated distribution and franchising theories from the past. Therefore, we continued to push forward with the "exact opposite" of these theories. In brief, we delegated authority to each individual at each shop, rather than to the headquarters. This resulted in a chemical reaction that served as a foundation for our rapid growth.

However, this alone cannot explain our immense growth into a company worth 1 to 2 trillion yen. We may have reached roughly 100 billion yen in annual turnover from the tens of stores we initially had, but there certainly is a limit there.
For example, our company still does not have any employees called buyers at our headquarters. Each shop decides what to stock. The reason that such an inefficient method works with several hundreds of stores is none other than the fact that we have implemented various measures utilizing IT.
In other words, the delegation of authority, which involves a somewhat emotional relationship of trust, and IT, which appears to be a completely opposite entity using technology, caused a chemical reaction that formed synergy, becoming the source of our further growth.

On the other hand, this may appear counterintuitive, but our company values defense over offense. Specifically, the fact that we have augmented our portfolio using our golden ratio of "30% offense, 70% defense" and carried out our proprietary "compound interest management" is the direct cause behind why our company has been able to set the gold standard of 30 consecutive terms with increased sales and profits.

Whatever the case may be, the necessary conditions for our company's growth lie in the fact that stores that are supported by the 3 pillars of "turning work into a game through the delegation of authority, "digital armament using IT," and "compound interest management with a focus on defense" are freely demonstrating the strengths of valuing the customer as our utmost priority and expressing each store's individuality.

Moving forward, we will continue to be thorough in our policies of placing the customer first and expressing each store's individuality, as defined by"Genryu," our company's collection of corporate philosophies. We aill also aim to be a global company that is supported not only in Japan, but also overseas, and put our best effort into our second start-up phase. We sincerely thank all of our customers and business partners in advance for your continued patronage.