Management Strategy

Parco are heightened because ofand the MZ generation what theyshould live. Currently, we live in asuch appeal of content, which willneed to enjoy the world with a

precious era in a sense. I think thebecome the main pillar of the Parcorich spirit and to ask them to shop

desire to enhance our lives arises

SC Business and the Developer

with us because the Parco Group

only because we are restricted fromBusiness.

provides many such products andfreely traveling due to COVID-19.

Deeper synergy with theDepartment Store“Renaissance” after COVID-19

precioustimethroughParcoʼscustomer strategy, which we mightstrong point, I am sure that

Shinsaibashi PARCO newly opened

say is completed in the Department

unchanged value provided by Parcoamid the third wave of spreading

Store. I think we will be able towill become more important in theCOVID-19

develop strategies so that thefuture.

infections.

However,more synergy with the adjoining

spiritually

generation

Awareness of sustainability will

Daimaru

who has a touch point with Parco

become more important in thethinks it is wonderful to spend at afuture. As I believe the employees

department store.

of Parco are unknowingly aware

Shinsaibashi

storeisPARCO

rich

MZ

widenedThe problem is that the MZof the Sustainability Policy, I would

the selection of products for thegeneration does not think of going

like to show what will become

customers of the Department Store.

shopping at a department store

important in the next era and co-

There is something about which

because they has no shopping

create exciting sustainable lifestyles

we could not get an idea if theexperience in a department store

with the next generation. And I

Department Store was expandedlike not reading a newspaper andwould like to hear people say that it

into the site of Shinsaibashi PARCO

not watching a television. The roleis Parco that incubated the coolness

and some items that cannot beof Parco is to carry out the “entry

and appeal of urban life.

provided there. Parcoʼs appeal wasfunction,” that is to say, to show

I think “renaissance” will comepeople who swagger around theafter COVID-19 comes to an end.

widened in the J. Front Retailingworld and make the nicest couple

New unconventional tangible andGroup.

consumption, which is organizedintangible goods, art and culture weTo take an example, we held an

carried by the Department Store are

While gaining understanding aboutbusinesses

tenantby Parco, that there is a department

have never seen, and furthermore,

exhibition of a famous artist whenit, we would like to work hard onservices digitally and grow tenants.

store beyond them when their lives

the business formats and business

Shinsaibashi PARCO opened. We

In the working space businessmodels that will greatly change

One of the important tasks oflarge scale projects such as urbanbecome rich in a real sense.

sold some of his works to gaisho

the Group is business portfolio

joint development considering ourand the wellness business, we arecustomers

Toward“renaissance”

transformation and I think thestrength and how we will work

already seeing success by bringing

are digital transformation, will beStore and they were sold out

growth of the Developer Businesswith other companies which arepeople who have various talents

immediately. The Department Store

has its key. The Real Estate Businessstrong in such projects.

and empathize with what ParcotheMatsuzakaya Department StoresGrowth as a developer

toimproveoftheDepartment

customersʼ lives and values, which
created in the process of achieving

current

recovery and reconstruction in theis very strong in making proposals

Medium-term Business Plan byis doing. We would like to fosterworld. Parco will carve out a path

to affluent customers typified by

backWeOsaka Shinsaibashi area and thecontent businesses in the Parcoto such an era by finding new buds

may say that we cannot imagine

to Parco last September and more

Nagoya Sakae area, people fromSC Business and provide contentand trying as an “adventure.” I

the world in 2030. The situation

the Department Store and thebeyond boundaries, which will

believe the role of the Parco Group

expectations have been placed onof the COVID-19 pandemic will

employees of Parco are working

also give a great appeal to thewill get bigger and bigger.

Parco.

together and brushing up the plans

Developer Business, to contributeat an accelerated pace.

to the Group.

gaisho customers and can conduct
a business with gaisho specialists
between customers and the storesin the system that is not constrainedby physical stores in a sense.
It was very impressive thatgaisho staffs were pleased that
their offerings increased whenShinsaibashi
PARCOopened.
They know individual customersʼ
preferences and what to propose
next to please them. I feel “throughpeople” is the most important.
In this respect, the next role of
Parco is to show the nouveau riche

wastransferredfromDaimaru

We will invest more money andhuman resources in the DeveloperInthedevelopmentofBusiness to steadily grow it. I think

As a matter of course, theA survey shows that the places thethis is a big point. The DeveloperDeveloper Business and the Parcomost foreign people want to visit

Business is also responsible forSC

attractive

after COVID-19 comes to an end areusing corporate real estate (CRE)

content. Parco has connections withTokyo in Japan and New York in thestrategy. So we have a very heavy

many people including tenants,

world. Parco creates various thingsrole

artists, designers and creators.

physically and digitally by altering

andresponsibility

and

it

Businessrequire

DeveloperI think it is desirable to develop

expression every day, which urban,

Business strategy takes long fromthrough co-creation by involving

global and cutting-edge people cangetting an idea to crystallizing it.

themenjoy most. I think expectations foris32

Director and Senior Managing Executive Officer
Representative Director,President and Executive Officer
Parco Co., Ltd.

It must be well possible for theOn November 22 last year,

Shinsaibashi

MAKIYAMA Kozo

Then, it will have more value
to provide experiences to spend
entertainment. As it is Parcoʼs

Most notably, newly opened

Management Strategy 【Special Report】Interview 02

various things.
Group to deepen and widen thecreated than we imagined.

▶

experiences and also produces

challenging.

Thein

necessarycontent

We

formulated
castingfromthe2030.

greatly change with the progress

It is only creativity that drives usof vaccination. I think people willto overcome this unprecedented

want to go to physical Parco stores

crisis and achieve recovery. In thewhen they can travel freely afterJ. Front Retailing Group and in theCOVID-19 comes to an end.

current rapidly changing society,

The subject of Parcoʼs popular“Pizarro”

we will continue to take on new(PARCOchallenges and realize Parcoʼs visionTheater) is who is an enemy. It is“Excite, Design and Create” to havealso a story that people in Utopia arean overwhelming presence.

entertainment

not necessarily happy. It is a story ofpeople who fight for someone, butultimately, a story about how we

Integrated Report 202133