To ensure flexible and rapid response to the needs of the day, we are focusing on three business areas: real-estate, hotels & resorts, and investments.
Mori Trust's general policy is to apply its trusted attitudes and corporate structures to the creation of high-quality urban assets. How does the company put this policy specifically into effect?
Our guiding principle is flexible adaptation, both in our business model and in the organization as a whole.
These days, there are a variety of ways to acquire business resources.
Responding to the expansion of its group business and changes in the social environment, Mori Trust will focus on three areas--real-estate, hotels and resorts, and investments--to maximize synergy among these fields and to ensure the most rapid response to the demands of the times. |
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In the real-estate business, our plan is to create valuable urban spaces and maximize land potential through the efficient combination of four types of urban real estate: offices, residences, retail spaces, and hotels.
Since we assume overarching responsibility for our projects--from planning and design to marketing and management--our system is designed to allow each division, as it gains expertise in its respective area, to share its acquired knowledge of tenant and community needs with the remaining divisions.
We intend to strengthen the Mori Trust building brand even further, enhancing an already high reputation for structures and services that respond to the full range of customer needs. |
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The Mori Trust Group established Mori Kanko Trust Co., Ltd. in 1973 to operate the Laforet Club, a luxury club for corporate members, marking the start of the Group's expertise in the development and operation of hotels. In addition, we were invited to become involved in the ownership and operation of the Mampei Hotel, and InterContinental Yokohama Grand, and later founded a joint operating company for the Conrad Tokyo, the premium luxury hotel brand of the Hilton Group.
There are various methods of hotel operation- through direct management, commissioned management, and business partnerships, to cite a few--and various ways to acquire hotels, such as through development, acquisition, or joint projects. For future deals in the hotel business, we must choose the optimal method of operation and means of acquisition for each particular community and development project. In doing so, we hope to gain the expertise that will allow us to respond flexibly to the changing demands of the hotel business. |
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The resources required for urban development projects--from land and buildings to the services and know-how needed to maintain urban structures--must be drawn from a wide range of fields and businesses. Given that the methods of acquiring these resources have diversified over time, diversity and flexibility are essential within the corporate structure, to ensure that the end products of these resources will function effectively.
We are positioning the investment business as one of our major areas of focus, with an aggressive approach designed to ensure rapid response to changes in the business environment. Our aim is to contribute to the growth of the Mori Trust Group through the effective use of a range of company resources, from REIT-related businesses and the establishment of funds in the real-estate sector to mergers and acquisitions.
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