Unravelling the mystery of low Japanese profit rates

Japanese companies have, it is claimed, pursued growth and market share at the expense of profitability and dividends–precisely those policies which those concerned with the "creation of shareholder value" would deplore. This paper shows that while operating profitability has indeed been lower in Japan than in the West, returns to shareholders have been higher. While part of the difference is explained by differences in business conventions, a gap remains. An examination of valuation and price-earnings ratios suggests that the growth in the underlying value of the business has generally more than compensated for lower operating profits. Japanese experience suggests that excessive emphasis on "shareholder value" may not only damage the economy but may not be in the interest of shareholders themselves.