Our Investments

We believe that successful investments are made in harmony with shareholders, management, employees, and business partners.

Our goal is to cultivate an environment where every stakeholder can have an honest discussion. For instance, if a shareholder forcefully changes the board or policies, the company will not have the support of the employees, and doing business with such a company may become a source of anxiety for business partners. As a result, the business will not grow and not be a successful investment.

Since the holding period of an investment fund like J-STAR is usually several years, we will eventually have to sell our shareholdings. After the sale, we believe our role is to provide a foundation for the management and employees of the portfolio company to operate independently and fully demonstrate their capabilities under a new shareholder and new parent company that better matches their business strategy than J-STAR. For this reason, J-STAR places importance on having adequate discussions with portfolio companies and deciding on necessary changes only after their management is satisfied. In addition, it is J-STAR’s policy to communicate with the management of portfolio companies to obtain their satisfaction when selling their shareholdings.

Investment Policy

The investment criteria and themes are disclosed.

Investment Criteria

Excellent managers and senior staffs. The involvement of J-STAR adds value and highlights the uniqueness and superiority of the business model.

Investment Size

Equity investment from JPY 1 billion to JPY 3 billion yen*
*The scale of the investment may vary greatly depending on the investment project, and the size of the amount will be considered on a case-by-case basis.

Investment Thems

  • Niche/Manufacturing businesses positions in the specific domains and possess technical capabilities with high entry barriers.
  • Brand/BtoC and media-related businesses with strong brand power in specific markets.
  • Unique Business Model/IT outsourcing service industry with unique and differentiated business models.
  • Industry Reorganzation/Infrastructure-related, retail, healthcare-related, brand businesses consistent with economies of scope, trade area, and scale through mergers and acquisitions, and capable of horizontal development of superior management models
  • Global Expansion/Manufacturing and retail businesses that have the technological and brand power to expand business overseas.

Holding Period

Approximately 3 to 7 years

Exit Strategy

Trade Sale, Management Buyout, IPO etc.