1. business and industrial

2nd Medium-Term
Business Plan
(Year ending March 31, 2008
– year ending March 31, 2010)
March 08, 2007
Prestige International Inc.
Osaka Securities Exchange Hercules・Growth： 4290
This presentation may provide projections or forwardlooking statements regarding future conditions, events
or performance.
The Company wishes to caution you that such
statements are just predictions and the actual events or
results may differ materially due to changes in business
conditions.
【Page 2 】
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Overview of
1st Medium-Term Business Plan
(From the year ended March 31, 2004
to the year ending March 31, 2007)
【Page 3 】
Copyright © 2007 Prestige International Inc. All Rights Reserved.
1st Medium-Term Business Plan
Summary of 1st Medium-Term Business Plan
(Year ended March 31, 2004 to year ending March 31, 2007)
ƒ In its first medium-term business plan, the Company has aimed to
quickly achieve the stable operation of the Akita BPO Center, to
bolster the revenue base of existing businesses and to expand
operations.
ƒ To acquire the No.1 market share in the small, high value-added
service market and to realize stable growth, the Company has
endeavored to organically link each of its businesses and to
develop its operations horizontally.
ƒ At the same time, the Company has planned and begun to build the
2nd BPO Center as part of its growth infrastructure, aiming to put
in place a system for the next medium-term business plan.
【Page 4 】
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Overview of 1st Medium-Term Business Plan ‐Sales
（unit : million Yen）
Sales
ƒ Sales have risen 69.8％ in 3 years
ƒ The Automotive Assistance segment has grown significantly
ƒ Sales in the Financial Services segment have risen twofold from FY2004
ƒ The Insurance Assistance segment has grown steadily
12,500
12,500
Automotive Assistance
CRM
IT& Other Business
Insurance Assistance
Financial Services
46
10,000
1,333
178
10,000
69.8%
12,054
5,000
649
694
1,110
1,146
1,057
1,701
1,096
2,401
1,889
1,605
1,327
10,040
7,500
5,703
2,500
8,306
3,319
7,101
6,345
4,325
0
5,000
FY 2004
【Page 5 】
1,050
7,500
509
FY 2005
FY 2006
FY 2007
(Forecast)
FY 2004
FY 2005
FY 2006
FY 2007
(Forecost)
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Overview of 1st Medium-Term Business Plan ‐Income
（unit : million Yen）
Operating Income
ƒ Operating income has risen 272.2% in 3 years
ƒ The operating income of the Automotive Assistance segment has increased in
proportion to sales
ƒ Profitability has improved in the Insurance Assistance and Financial Services
segments
ƒ The CRM segment has continuously kept profit
1,700
1,800
Automotive Assistance
CRM
IT& Other Business
Insurance Assistance
Financial Services
23
261
70
1,500
1,200
1,250
272.2%
34
800
350
0
【Page 6 】
149
897
732
639
338
458
▲ 57
▲ 15
-100
FY 2004
305
43
1,298
1,052
451
255
1,705
600
71
171
900
300
201
FY 2005
FY 2006
FY 2007
(Forecost)
FY 2004
▲ 12
▲ 48
FY 2005
FY 2006
FY 2007
(Forecost)
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Review of 1st Mid-term Business Plan
1
Results
Sales
ƒ The BPO business, mainly in the Automotive Assistance segment, has grown
significantly. The target has been achieved.
Cost of Sales
ƒ By transferring operations to the Akita BPO Center, the Company has improved its
overall profitability. The gross margin increased from 24.5% in FY2004, to 26.2%
in FY2006. (The forecast for FY2007 is 27.1%.)
SG&A Expense
ƒ Although the total amount increased, the ratio of the expense to sales fell from
18.0% in FY2004 to 12.9% in FY2006. (The forecast for FY2007 is 12.8%.)
Operating Income
ƒ Operating income rose 272.2% from FY2004 (the ratio of the forecast for
FY2007). The target has been almost achieved.
【Page 7 】
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Review of 1st Mid-term Business Plan
2
Review
ƒ While the Company increased market share and achieved growth by
developing existing businesses horizontally, it did not create new businesses.
(New business creation is not included in the original plan.)
ƒ Since the Company put priority on expanding scale for the stabilization of
businesses, it was slow to start improving business efficiency and could not
reach the target operating margin of 15%.
ƒ In China, the Company was slow to set up a local subsidiary, and negotiations
with the affiliated bank went on longer than expected. The local company was
therefore unable to contribute to sales and profits in the period of the first
medium-term business plan.
【Page 8 】
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Background to Development of
2nd Medium-Term Business Plan
(From the year ended March 31, 2008
to the year ending March 31, 2010)
【Page 9 】
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Changes in the Business Environment
™ Rising market share in business domain
ƒ The Company needs to maintain and improve its competitive advantage.
ƒ Certain fast-growing businesses, where the Company is growing market share,
are moving to the stable growth stage.
™ Development of services that meet corporate needs
ƒ The Company needs the ability and driving force to develop new businesses.
ƒ The Company is committed to the quality and efficiency of the services of the
whole Group.
To improve the value of services, the Company
needs to develop the next growth strategy.
【Page 10 】
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Position of 2nd Medium-Term Business Plan
The 2nd medium-term business plan is a sequel to the 1st medium-term business plan, based
on which the Company has operated since 2004. The period of the 2nd is 3 years from 2007
to 2009. During the period the Company will improve the results of the 1st plan and re-create
businesses.
1
The Company will establish a new growth structure for the whole Group by addressing the
remaining issues and dealing with new business challenges in the medium term, and will
thereby strive to create a corporate group that will be able to grow quickly in a rapidly
changing business environment.
2
Negative growth following
the terrorist attacks
2nd MidMid-term
Business Plan
Returned
Returned to
the original point
1st MidMid-term
Business Plan
Established of
business basement
Time
1986
2001
Established
Hercules market listed
【Page 11 】
Growth
Sep. 11, 2001
2004
2007
Business
rere-creation
2009
Copyright © 2007 Prestige International Inc. All Rights Reserved.
2nd Medium-Term Business Plan
(From the year ended March 31, 2008
to the year ending March 31, 2010)
【Page 12 】
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Vision and Policy - 2nd Mid-term Business Plan
Vision of 1st Medium-Term Business Plan
(Year ended March 31, 2008 to year ending March 31, 2010)
The Company will continue to provide for client companies
mainly in Japan, the United States, and Europe services that
“make the inconvenient convenient,” including mainly OEM
(Original equipment manufacture) supplies of intangible goods
and services and BPO (Business Process Outsource) business.
In doing so, it will aim to become the NO. 1 company in each of
the different fields in which it operates as a company creating
services.
【Page 13 】
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Vision and Policy - 2nd Mid-term Business Plan
Policy
ƒ In the Automotive Assistance segment, the Company aims to increase sales and
profits by bolstering its competitive advantage with the expansion of services,
improvements in business efficiency using economies of scale, and approaches to
new targets.
ƒ The Company will develop markets for Japanese who are long-term overseas
residents and will refine its services. As part of the process, the Company will
strive to develop the credit card issue business in multiple areas and increase the
customer base in the healthcare program business.
ƒ The Company will make bold proposals of initiatives including cost reduction
proposals for potential clients, for which the second BPO Center will be used. The
Company then aims to improve unproductive parts early.
ƒ The Company is committed to maintaining and managing quality and improving
efficiency for each service line.
ƒ To create business that drives growth, the Company will offer packages of new
services and efficient business management to a large number of clients. To that
end, the Company will actively seek business alliances and perform other activities.
【Page 14 】
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Illustration of Growth in 2nd Medium-Term Business Plan
FY2010
Completing the plan
FY2009
• Achieving economies of scale
through expansion
FY2008
Establishing foundations
for achieving targets
• Stabilizing existing businesses
and executing strategies for
high revenue
Expanding the foundations
for growth
• Completing the foundations for
growth
• New businesses to drive growth
• Increasing revenue by expanding
existing businesses
Speeding up growth
• Increasing the ability to accept
new business processes
• Focusing on select businesses
• Establishing differentiation
【Page 15 】
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Group
Japan
Prestige International Inc.
Akita BPO Center
Makuhari BPO Center
Prestige Humansolution Inc.
Time Commerce Co., Ltd.
Premier RS Inc.
Temporary staffing
/ external capital 32%: ed1. Co., Ltd.
IT & Other Business
/ wholly owned subsidiary
Automotive assistance
/ wholly owned subsidiary
Power Technology Inc.
evolution Co., Ltd.
All Assist Inc.
Marketing support
/ external capital 80.7%
Job offer and application website management
/ external capital 41%
Insurance assistance
/ external capital 33.3%: Takken Brains K.K.
PI Capital Inc.
Premier Insurance Planning Inc.
Premier Lotus Network Inc.
Investment business
/ subsidiary
Insurance assistance
/ wholly owned subsidiary
Automotive assistance
/ external capital 64%: Lotus K.K., etc.
Overseas
Prestige International USA Inc.
（Irvine）
Honolulu
Prestige International UK Ltd.
（London）
Paris
【Page 16 】
Prestige International （S） Pte Ltd.
（Singapore）
Hong Kong
Sydney
Bangkok （Establishment plan of Apr. 2007）
Kuala Lumpur
Taipei
Jakarta
Ho Chi Minh
Prestige International CHINA Co., Ltd.
（Shanghai）
Corporation
Branch
Office
Copyright © 2007 Prestige International Inc. All Rights Reserved.
ＢＰＯ business
Financial
Services
PREMIO
Financial Contact Center
（Domestic）
Claim (Assessment)
Insurance
Assistance
Healthcare Program
Mutual Aid
Overseas
Expanding the area in which credit cards are
issued
Enhancing the contents of the PRMIO business
Bolstering services for Japanese living overseas
Developing luxurious consumer goods
(brand goods etc.)
Roadside Assistance
Automotive
Assistance
Domestic
Extended Warranty
Automobile Contact Center
Establishing the superiority of the Akita BPO
Center
Enhancing the Group’s field network
Domestic CRM
CRM
Creating new business, as in small amount
and short term insurance products
Overseas CRM
【Page 17 】
Enhancing comprehensive packages
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Medium-Term Targets
（unit : million Yen）
Sales
FY2006
FY2007
FY2008
FY2009
FY2010
（Performance）
（Forecast）
（Target）
（Target）
（Target）
FY07 VS FY10
10,040
12,054
13,200
15,800
19,000
＋57.6％
Operating
Income
1,298
1,705
1,800
2,600
3,500
＋105.3％
％
12.9
14.1
13.6
16.5
18.4
─
655
996
1,015
1,490
2,010
＋101.8％
6.5
8.3
7.7
9.4
10.6
─
8,969.86 13,581.08
13,835
20,309
27,397
23.6
27.2
28.1
Net
Income
％
EPS （Yen）
ROE （％）
34.8
29.9
*ROE is calculated based on the performance for the year ended March
March 2006, and the forecast for the year ending March 2007.
【Page 18 】
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Medium-Term Targets （by Segment）
（unit : million Yen）
FY2007
（Forecast）
【Segment】
Automotive Assistance
Sales
6,150
6,600
897
559
603
663
2,401
2,500
3,300
4,000
451
612
942
1,242
1,096
1,580
1,800
2,200
70
106
158
267
1,701
2,150
2,550
3,200
261
433
581
844
Sales
－
300
1,100
2,000
Operating Income
－
30
217
374
509
870
900
1,000
23
60
100
110
Sales
Sales
Operating Income
Financial Services
Sales
Operating Income
Real Estate Assistance
IT & Other Business
Sales
Operating Income
【Page 19 】
FY2010
（Target）
5,800
Operating Income
CRM
FY2009
（Target）
6,345
Operating Income
Insurance Assistance
FY2008
（Target）
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Operations by Segment
【Page 20 】
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Automotive Assistance Segment
Market size
Share
Roadside assistance business for non-life insurance
About ¥10bn
About 45%
Roadside assistance business for manufacturers
About ¥14bn
About 5%
About ¥1bn
About 50%
About ¥35bn
－
Of the above, for imported car manufacturers
Road services for members
* The figures are estimates by Prestige.
The figures for the roadside assistance
business for manufacturers represent
the potential market including domestic
manufacturers.
Business Environment
Roadside assistance
ƒ In the roadside assistance business for non-life insurance, the Company’s market share increased,
and the pace of expansion has stabilized.
ƒ Meanwhile, the Company can expand its market share in the roadside assistance business for
manufacturers if the potential market including domestic manufacturers is taken into consideration.
ƒ Road services for members (by JAF etc.), which are B2C services, are standardized. The Company,
which provides services in accordance with the value of the vehicle model, can increase its market
share if it fully commits to this market.
Peripheral Business
ƒ Companies intent on developing programs that value customer satisfaction have a strong interest in
high value-added road services.
【Page 21 】
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Automotive Assistance Segment
FY2007
FY2007
（Forecast）
Forecast）
Sales
FY2008
FY2008
（Target）
Target）
FY2009
FY2009
（Target）
Target）
FY2010
FY2010
（Target）
Target）
FY2007
FY2007 VS FY2010
FY2010
Amount
％
6,345
5,800
6,150
6,600
＋255
＋4.0％
897
559
603
663
－234
－26.1％
14.1
9.6
9.8
10.0
Operating
Income
％
Business Policy
（unit : million Yen）
* With the conclusion of large outsourced projects, sales and operating
operating income should fall. Sales will
also decline with a change in the accounting procedure. (There is
is no influence on operating income.)
Roadside assistance
ƒ Will develop new profitable clients, maintain and increase the number of clients by diversifying services,
and shift from B2B to B2B2C.
ƒ Will bolster competitiveness by improving quality and cutting costs through field subsidiaries (PRS, PLN).
ƒ Will shift from services for vehicles involved in accidents and disabled vehicles to services for drivers.
ƒ Will speed up processing and upgrade data analysis by radically changing the system.
ƒ Will enter the B2C roadside assistance business for luxury cars in earnest (differentiating the Company
from JAF)
Peripheral Business
ƒ Will realize high value-added services by bundling the extended warranty business and roadside
assistance business for manufacturers.
【Page 22 】
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Overseas Japanese Citizens Market
ƒ The credit card issuing business for credit support and the healthcare program business
for medical support for Japanese living overseas, including long-stay residents (such as
company representatives and
alleviate the inconvenience of
students) and permanent
living abroad, bridging the
residents,
gap to the
are designed to
level of services
expected by Japanese living in Japan. The Company aims to expand its operations, and
will look at integrating them.
ƒ The potential market is large. In addition, the Company is the sole operator in the market
for overseas Japanese. This enables further business development.
Breakdown of Japanese living
overseas by area
North
America
39％
Europe
16％
Asia
26％
* Source: Foreign Ministry
【Page 23 】
Oceania
7％
US
350,000
Chine
110,000
Shingapore
25,000
Thailand
36,000
Philipine
13,000
UK
54,000
0%
Other
12％
20%
40%
60%
80%
Long stay
100%
Permanent
Breakdown of Japanese
by countries
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Insurance Assistance Segment
Market size
Claim (Assessment) business
Healthcare Program business
About ¥3bn
About ¥8bn
Our share
About 45%
About 5%
* Prestige has estimated the figures based on the number
of companies operating overseas and the number of
their employees living overseas
Business Environment
Claim (Assessment) Business
ƒ Although the Company expects an increase in turnover in China, overall performance has stalled.
Healthcare Program Business
ƒ Since the targets are Japanese companies operating overseas, the potential market size is large. (There
are 800 companies operating overseas.)
ƒ The business is being recognized by an increasing number of companies. The number of companies
using the service has increased from one in 2002, to seven now. The Company expects further growth.
Other Business
ƒ Outsourcing of operations such as household staff mutual aid assigned by large mutual benefit societies
is increasing. The Company also expects to accept comprehensive services including systems for small
amount and short term insurance products. Hence, there is potential for further growth in this field.
【Page 24 】
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Insurance Assistance Segment
FY2007
FY2007
（Forecast）
Forecast）
Sales
Operating
Income
％
Business Policy
FY2008
FY2008
（Target）
Target）
FY2009
FY2009
（Target）
Target）
FY2010
FY2010
（Target）
Target）
FY2007
FY2007 VS FY2010
FY2010
Amount
％
2,401
2,500
3,300
4,000
＋1,599
＋66.6％
451
612
942
1,242
＋791
＋175.3％
18.8
24.5
28.5
31.0
（unit : million Yen）
* A change in accounting procedure alters annual sales by ¥300m but does not affect operating income.
Healthcare Program Business
ƒ Will allocate management resources to developing new client companies, enhancing sales power
and expanding the scale of the business.
ƒ Will invest in systems and bolster business efficiency.
ƒ Will pursue a marketing strategy to improve awareness of the healthcare program.
Other Business
ƒ Will accept new medical checkup reservations for employees and other services and expand the
new services as pillars of the Company’s businesses.
【Page 25 】
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Financial Services Segment
No. of Japanese
（LongLong-stay +
permanent residents）
residents）
US
PREMIO
Cardholder
350,000
27,000
China
90,000
500
Thailand
36,000
N.A.
Hong Kong
25,000
1,300
Singapore
25,000
N.A.
Philippines
13,000
N.A.
Indonesia
11,000
N.A.
Malaysia
10,000
N.A.
UK
54,000
N.A.
Australia
52,000
N.A.
Canada
42,000
N.A.
Business Environment
PREMIO Business
ƒ Membership in the United States has doubled
in 3 years.
ƒ Since the business is still in its infancy in
China and Hong Kong, membership is expected
to rise there.
ƒ Japanese people are living in many countries.
The potential market is large.
Peripheral Business (Domestic)
ƒ Credit card companies face the need to cut
costs in a rapidly changing environment
following the raising of gray zone interest
rates. They need to relocate their call centers
to local cities soon.
* The number of Japanese residents are based
on Foreign Ministry statistics.
【Page 26 】
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Financial Services Segment
FY2007
FY2007
（Forecast）
Forecast）
Sales
Operating
Income
％
FY2008
FY2008
（Target）
Target）
FY2009
FY2009
（Target）
Target）
FY2010
FY2010
（Target）
Target）
FY2007
FY2007 VS FY2010
FY2010
Amount
％
1,701
2,150
2,550
3,200
＋1,499
＋88.1％
261
433
581
844
＋583
＋223.5％
15.4
20.1
22.8
26.4
（unit : million Yen）
Business Policy
PREMIO Business
ƒ Will step up the pace of development of the business into Thailand, Singapore and other Asian countries
(during the 2nd medium-term business plan).
ƒ Will set up a portal site for providing information and pursuing convenience for long-stay Japanese
residents in the United States and enhance content such as shopping and auctions.
ƒ Will promote the sale of PREMIO Regular Cards, which are sold in the United States (you cannot get
airline mileage points with the card), to permanent Japanese residents through new business partners
(community-based retailers, etc.).
Peripheral Business (Domestic)
ƒ Will make proposals for the effective use of the 2nd BPO Center to credit card companies and focus on
concluding large contracts.
【Page 27 】
Copyright © 2007 Prestige International Inc. All Rights Reserved.
CRM Segment
FY2005
CRM market
Of the above, customer servicerelated market
FY2006
FY2007
（Estimate）
FY2007
（Estimate）
¥557.6bn
¥651.1bn
¥741.4bn
¥841.0bn
¥346.3bn
¥419.2bn
¥486.0bn
¥558.0bn
* Source: 2006 Call Center White Paper
Business Environment
Call center Business
ƒ The market for call center business emphasizing CS (customer satisfaction) will grow.
ƒ Although the market is expected to grow, there is fierce competition for customers.
In addition, there are few elements of differentiation. Price competition is thus likely to
occur in the market.
ƒ With the Akita BPO Center, the Company employs mainly full-time and long-term
employees. This leads to stable operation, for which the Company has earned high
marks.
【Page 28 】
Copyright © 2007 Prestige International Inc. All Rights Reserved.
CRM Segment
FY2007
（Forecast）
Forecast）
Sales
FY2008
FY2008
（Target）
Target）
FY2009
FY2009
（Target）
Target）
FY2010
FY2010
（Target）
Target）
FY2007
FY2007 VS FY2010
FY2010
Amount
％
1,096
1,580
1,800
2,200
＋1,104
＋100.7％
70
106
158
267
＋197
＋282.0％
6.4
6.7
8.8
12.2
Operating
Income
％
（unit : million Yen）
Business Policy
Call center Business
ƒ R&D in this field has the potential to develop businesses that will become mainstays of the
Company. (The Company will strive to identify customer needs and acquire business-specific
expertise.)
ƒ Will avoid competition with major call center companies (will not participate in competition)
and select companies with which the Company can partner.
ƒ Is increasing proposals for comprehensive customer services, including customer consultation,
support for the introduction of e-commerce, and the management of e-commerce for the
luxury consumer goods industry, which is increasingly outsourcing operations to the Company.
ƒ Will strive to expand customer service contracts with Internet companies.
【Page 29 】
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Real Estate Assistance Segment
The Company is launching a new real estate-related business as part of the expansion of its
operating base. It will establish a joint venture that will deliver synergy and a network for
providing day-to-day assistance services, including the handling of water leaks, renovations,
and repairs. Operations will get fully underway in April 2007.
Client Company
End-user
Service information
sells
Outsources
Dispatches
personnel
calls
Prestige Group
＝
AKITA BPO Center
＝
Requests arrange
【Page 30 】
Premier RS
Alliance companies,
specialty companies
Network
New company
（JV）
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Real Estate Assistance Segment
FY2007
FY2007
（Forecast）
Forecast）
FY2008
FY2008
（Target）
Target）
FY2009
FY2009
（Target）
Target）
FY2010
FY2010
（Target）
Target）
FY2007
FY2007 VS FY2010
FY2010
Amount
％
Sales
－
300
1,100
2,000
－
－
Operating
Income
－
30
217
374
－
－
－
10.0
19.7
18.7
％
（unit : million Yen）
Business Policy
ƒ Will narrow targets by industry and by product and make proposals
ƒ Will expand sales channels through a new company to be established in April 2007
Target business area
No. of targets
Mortgages (new contracts per year)
About 500,000
Fire insurance
About 11m
Credit cards
About 270m
Condominiums
About 4.85m
[Housing supply]
Real estate management
firms, housing construction
companies,
trading companies, etc.
[Mortgage agreements]
Financial institutions,
[Insurance, guarantees]
New
targets
Life insurance companies,
nonnon-life insurance
companies, etc.
[Housing services]
Home security companies,
*Sources
renovation companies, etc.
credit card companies, etc.
Number of mortgages: Ministry of Land, Infrastructure and Transport
Transport
Number of fire insurance policies: General Insurance Association of Japan
Number of credit cards issued: Japan Consumer Credit Industry Association
Association
Number of condominiums: Real Estate Companies Association of Japan
Japan
(accumulated number of condominiums supplied)
Copyright © 2007 Prestige International Inc. All Rights Reserved.
【Page 31 】
Investment for growth ①
In the 2nd medium-term business plan, the Company will recoup the substantial
investments that were made in the 1st medium-term business plan for the 2nd BPO
Center, etc. At the same time, it will use capital increases and loans to fund actively
investment to accelerate growth.
Expansion of business bases
– Will establish a company in Thailand during the business plan to expand the local
currency-denominated credit card business.
– Will expand the network of satellite bases in China, Hong Kong, and Singapore.
(Will consider entering Vietnam and India.)
– Will commit to the launch of the 3rd BPO Center during the business plan.
– Will consider building employee housing and additional day-care facilities in the
area adjacent to the Akita BPO Center to secure human resources.
Æ Will develop good, community-based working conditions.
【Page 32 】
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Investment for growth ➁
Improving efficiency
– Will invest in training field subsidiaries to bolster quality and invest in improving
their operating efficiency.
– Will refine systems for the overseas accident insurance assessment business and
healthcare programs.
– Will upgrade the system to improve the efficiency of the Akita BPO Center as a
whole and to reduce expenses.
M&A, alliances
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–
–
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【Page 33 】
Will not perform mergers and acquisitions for scale expansion (basic policy).
Will promote alliances to create a growth engine and synergy for business.
Will search for alliances to bolster the system division.
Will establish a joint venture (real estate assistance business) in April 2007
as the first step for creating new businesses.
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Akita ＢＰＯ Center
A large space enables the development of peripheral facilities.
Total investment: 1,250 million yen
Number of seats (2nd BPO Center seats 550 people)
Facilities to improve the working environment
Two cafeterias, each having about 100 seats
On-site day-care facilities
Two centers are built on
a large site of 36,300 square meters.
Refreshing room
Parking facilities for employees (for 800 vehicles)
Theater-like training room that seats 100 people
The Company aims to win high marks by differentiating itself
and maintaining quality based on long-term employment.
The facilities will be operating at full capacity in 3 years.
【Page 34 】
Copyright © 2007 Prestige International Inc. All Rights Reserved.
Thank You
March 08, 2007
Prestige International Inc.
Osaka Securities Exchange Hercules・Growth： 4290