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Leading High Performing Remote Teams
How can leaders ensure that performance remains high in remote or hybrid-work environments?
Content Marketing
In this course, youโll learn how compelling blogs, videos, podcasts, and other media can reach customers and drive sales. Youโll also learn steps for creating an effective content marketing plan, and some important ways to measure its impact and success.
Content marketing is a essential digital marketing strategy for companies looking to provide relevant and useful information to support your community and attract new customers.
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Sustainable Innovation in Times of Disruption: Choices for a Better Society
There are opportunities for progress all around us. The key is to innovate on these opportunities sustainably.
To help identify most effective path forward, you'll need to gain a global perspective to these challenges in an open discussion. How can Japan and the world take action to create a more sustainable, innovative world? Where do you fit in?
It's time to find out.
Social Media & Digital Communications: Impact on Global Public Opinion
Social and digital media have dominated the communications industry for decades. But it's no secret that social media has the power to sway public opinion, and the way in which many companies use these platforms could be seen as manipulative.
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Discover what top media and communications experts have to say.
CAGE Distance Framework
Want to expand overseas? The CAGE distance framework can help ensure you're constructing a solid global strategy in four areas: cultural, administrative, economic, and geographic. Learn how to leverage useful differences between countries, identify potential obstacles, and achieve global business success.
Servant Leadership
There's more to leadership than driving a team to profit. In fact, there's a word for looking beyond self-interest to prioritize individual growth: servant leadership. Try this course for a quick breakdown of what that is, how it works, and how it can lead to organizational success.
Strategy: Creating Value Inside Your Company
Have you ever wondered why certain companies are more successful than others? The answer is strategy: internal processes that control costs, allocate resources, and create value. This course from GLOBIS Unlimited can give you the tools you need for that strategic edge.
Strategy: Understanding the External Environment
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Using Japanese Values to Thrive in Global Business
Japanese companies have unique cultural, communication, and operational challenges. But they also have values that have led to remarkable longevity. Check out this seminar to hear how these values help earn trust from overseas head offices and develop employees.
Marketing: Reaching Your Target
Every company works hard to get its products into the hands of customers. Are you doing everything you can to compete? In this course, youโll find a winning formula to turn a product idea into real sales. Follow along through the fundamentals of the marketing mix and see how companies successfully bring products to market.
Basic Accounting: Financial Analysis
Want to compare your performance vs. a competitor? Or evaluate a potential vendor? Then you'll need to conduct a financial analysis. This course will teach you how to use three financial statements and evaluate financial performance in terms of profitability, efficiency, soundness, growth, and overall strength.
Career Anchors
What drives you to be good at your job?
Career anchors are based on your values, desires, motivations, and abilities. They are the immovable parts of your professional self-image that guide you throughout your career journey.
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Leadership with Passion through Kokorozashi
The key ingredient to success? Passion.
Finding your kokorozashi will unify your passions and skills to create positive change in society. This GLOBIS Unlimited course will help you develop the values and lifelong goals you need to become a strong, passion-driven leader.
GLOBIS Partner Faculty Cristian Vlad discussed leadership, culture, and modern hospitality practices in Japan with Kato Pleasure Group (KPG) Founder and Representative Director Tomoyasu Kato. Kato Pleasure Group owns Fufu Resorts, Tsuru Tontan restaurants, along with numerous other entertainment facilities, river cruise boats, high-end restaurants, and hotels. The discussion offers insights into service management practices typical of Japan, as well as recommendations for those who aspire to build a career in Japan.

Cristian Vlad: What prompted your interest in the hospitality industry? It’s a very competitive and tough game to play, with new entrants and so many substitutes these days.
Tomoyasu Kato: When I was twenty-two years old, my father passed away, and I inherited a family business.
Rather than interest, I entered the world of service and hospitality out of a mission to repay the debts and protect my employees and their families. I worked diligently every day, but as I directly provided products and services to customers and received compliments such as “delicious” and “thank you,” I realized a very simple but extremely important thing: that “the joy of our customers is our joy.” This has become my motto, my main driver for value creation, and my daily motivation.
Thanks to everyone concernedโguests, work colleagues, and the broader societyโI am now able to further expand the business, and I truly believe it has become my lifework and vocation.
The Heart of Japanese Hospitality
Vlad: What characteristics do you think Japanese hospitality has? Can it be replicated in other countries?
Kato: I strongly believe that the quality of hospitality in Japan is, by far, the best in the world. Of course, there are many star players highly regarded in other countries, but I think Japan’s strong sense of hospitality, which stems from our national character, and the heartfelt spirit that goes beyond service and customer care are significant factors.
Additionally, the level of comprehensive hospitality that is achieved through teamwork is exceptionally high compared to other countries. In particular, Japan’s fundamental standards are high not only in the high-end class but also across all casual segments, which I believe is a strength. While it is not easy for people from other countries to offer the same level of hospitality, I feel that the level of hospitality in other countries in Asia has been rising significantly through information, training, and focus on customer experience.
To us, though, I believe it is a source of pride for us Japanese people that more people can experience our hospitality here in Japan and then take back lingering memories to their respective countries. When it comes to replicating this experience production mechanism in other countries, we have to take into account both operations and mindset. It is not just a system; it is a matter of feelings, emotions, consideration, passion, and pride in everything that we do.
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Building a Global Brand: A Look at KPG’s Future Strategy
Vlad: How do you envision your future business strategy? What kind of competitive advantage do you think you will be able to create and maintain?
Kato: At Kato Pleasure Group (KPG), we believe that our unique total production capability, enabling the development of various business formatsโfrom casual zones to high-end classes across a wide range of fieldsโis a key point of absolute competitive advantage. We think our strength lies in our commitment to “customer satisfaction,” which encompasses tailored marketing by location, business format development, facilities under our own brand, and operations by caring and passionate hospitality specialists.
We have several ideas for future business initiatives, including creating a theme of Japanese resorts that can be promoted worldwide, through which we plan to expand the “Fufu brand” nationwide and complete the journey with “Fufu Tokyo Ginza,” which is scheduled to open this coming winter. Furthermore, we aim to not only have customers visit our facilities but also to successfully implement a new project called the “Branded Asset Sales Project,” which allows guests to enjoy our offerings while owning our properties. Additionally, we aim to achieve the “One Thousand Room Project” across Okinawa to gain market share.

We will also continue with our projects for regional revitalization through the operation of beloved facilities rooted in the community, such as Island Nagasaki in Nagasaki’s Iojima, ASOBIYUKU Kyoto Rurikei Onsen in Nantan City, Kyoto, and Izu Akazawa Onsen in Izu City, Shizuoka Prefecture. We understand the strong importance of branding, and we are currently considering the development of new business initiatives under the banner of “New KPG Vision.”
Leading with the KPG Mind: A Philosophy for Team Growth
Vlad: You must have a fantastic team to conceive and deliver all these initiatives. How do you maintain motivation within your team? How do you make sure that they all grow? While asking this, I am also wondering whether you also learn from your team as part of your journey?
Kato: To my mind, the term “team” refers to “values of the heart.” We also have a company motto named the “KPG Mind”โwe share this with everyone working at KPGโwhich emphasizes that it is not just about building a career along a defined career path but also about respecting and honoring one another, and genuinely sharing values of the heart as a “one team.”
Furthermore, it is essential to convey to our guests that our daily work creates precious moments and joy that transcend various boundaries, and that it is a job full of dreams with infinite possibilities. I communicate this through internal workshops and other means of engagement to maintain and enhance the motivation of everyone involvedโmyself and the broader team.
Needless to say, it is difficult to keep track of the growth of all 5,000 KPG members, but I believe we have highly reliable talent working at each business location, each of whom has formed excellent teams and are all performing well. Their growth can be felt directly when visiting and using our hospitality facilities nationwide, but above all, I believe it is reflected in the voice of the customers who utilize those facilities. Sometimes there is, of course, negative feedback from customers as well, but I believe that this indicates areas where I and our teams may not be living up to their expectations, and we need to seek ways for immediate improvement, while compliments and other positive feedback are evidence that our people are growing daily and are able to provide high levels of service.

I make a point to spend time with my colleagues and provide guidance and support on-site, while also seeking opportunities to learn from their experience with our guests and stay focused on creating ultimate experiences for allโour guests, of course, but also our colleagues and communities.
My profession is fundamentally based on “people” first and foremost. This includes not only our guests but also all the team members, our colleagues, our suppliers, our ecosystem partners, who understand my vision, share it wholeheartedly, and convey that sentiment directly to everyone involved in our value chain on the front lines. Just as I feel trust and respect from all of them, I also learn daily about trusting and relying on whom I can in the same way, and I wish to return the gift of learning and growing to everyone who works with and for us.
Vlad: Is there any advice you might have for young entrepreneurs in Japan and to those who study at GLOBIS University?
Kato: As you well know, currently, Japan’s competitive advantage in business is changing significantly alongside environmental changes, but I believe there are potential business opportunities in all fields and industries.
I also think there are many wonderful Japanese entrepreneurs who are active today, but when I reflect and compare the times in which I started my business with those of my predecessors, I often feel that society as a whole in Japan now lacks a hungry spirit. When I see young entrepreneurs and venture founders in Asian countries working tirelessly to climb to the top in their markets and industries, I feel that such energetic vitality is one of the keys to success. I hope that everyone going forward will have a strong mindset, resolution, aspirations, and commitment to achieve success not only in Japan but also on a global scale, maintaining a spirit of perseverance to challenge various ventures until the end.
I would really like to see such entrepreneurial spirits emerging, challenging, and transforming the business landscape of our country. I would like to encourage everyone to learn from both failure and success and to build grit and resilience, while staying focused on value creation for all those who are part of our ecosystem of creating social impact and growth.







