| Valuation method | Value, ¥ | Upside, % |
|---|---|---|
| Artificial intelligence (AI) | 625.20 | 4 |
| Intrinsic value (DCF) | 487.51 | -19 |
| Graham-Dodd Method | 1035.49 | 72 |
| Graham Formula | 420.20 | -30 |
Greenland Resort Company Limited (9656.T) is a Japan-based company specializing in tourism, hospitality, and leisure services. Headquartered in Arao, the company operates amusement parks, golf courses, sports facilities, restaurants, and engages in real estate management. Founded in 1964 and formerly known as Greenland Co., Ltd., the company rebranded in 2006 to reflect its diversified resort and entertainment focus. Greenland Resort caters to domestic and international tourists, capitalizing on Japan’s robust tourism industry. With a market cap of ¥6.46 billion, the company plays a niche role in Japan’s consumer cyclical sector, particularly in regional leisure and hospitality. Its integrated business model—combining entertainment, dining, and lodging—positions it as a key player in Japan’s mid-tier resort market. Despite competition from larger global chains, Greenland Resort maintains a loyal customer base through localized offerings and strategic facility management.
Greenland Resort presents a mixed investment profile. On the positive side, the company reported a net income of ¥534 million in its latest fiscal year, with diluted EPS of ¥51.66 and a dividend payout of ¥15 per share, indicating stable profitability. Operating cash flow of ¥791 million suggests decent liquidity, though high total debt (¥5.54 billion) relative to cash reserves (¥400 million) raises leverage concerns. The company’s low beta (0.001) implies minimal correlation with broader market volatility, offering defensive appeal. However, its small market cap and regional focus limit growth scalability compared to international resort operators. Investors may find value in its dividend yield and niche market positioning, but should weigh risks tied to Japan’s tourism demand fluctuations and high debt load.
Greenland Resort competes in Japan’s fragmented leisure and hospitality sector, where it differentiates through localized, integrated resort offerings. Unlike global giants such as Oriental Land (operator of Tokyo Disney Resort), Greenland focuses on regional facilities, reducing direct competition but also capping addressable market share. Its strengths lie in asset diversification (golf courses, amusement parks, real estate) and operational synergies between its businesses. However, the company lacks the brand recognition and economies of scale enjoyed by international peers. Its debt-heavy balance sheet also limits agility in expansion or modernization. Competitively, Greenland Resort is a small player in a market dominated by larger domestic and international chains, relying on regional tourism trends rather than premium or luxury positioning. Its real estate holdings provide a secondary revenue buffer, but dependence on Japan’s domestic tourism recovery post-pandemic remains a key vulnerability.