Many see Japan as a value play. The real opportunity is its high number of quality companies (250+ with >40% gross margins) that were historically mismanaged. Ongoing governance reforms are now unlocking the potential of these high-margin franchises.

Buffett financed his massive investment in Japanese trading houses by borrowing in Yen at near-zero interest rates. This created a 'positive carry' where the high dividend yields (6-9%) paid for the costless debt, generating hundreds of millions in free cash flow annually. The yen-denominated debt also perfectly hedged the currency risk of the yen-denominated assets.

For years, Japan was a value trap: cheap companies with poor governance hoarded cash. The game changed when Prime Minister Shinzo Abe introduced stewardship and governance codes, creating a top-down, government-backed catalyst for companies to finally improve capital allocation and unlock shareholder value.

With passive investing dominating and market-wide flows unreliable, investors can no longer wait for multiple expansion. The best small-cap investments are companies actively closing their own valuation gaps through significant buybacks, strategic M&A, or other aggressive, shareholder-aligned capital allocation.

Investors fixate on Japan's high sovereign debt. However, Wagner points out that the central bank owns a large portion. More importantly, the corporate and household sectors are net cash positive, making the overall economy far less levered than the single headline number suggests.

Profitable, self-funded public companies that consistently use surplus cash for share repurchases are effectively executing a slow-motion management buyout. This process systematically increases the ownership percentage for the remaining long-term shareholders who, alongside management, will eventually "own the whole company."

The Tokyo Stock Exchange has issued an ultimatum to companies: get your price above book value or be delisted. This is forcing an end to centuries-old practices of corporate cross-ownership and compelling companies to engage in buybacks and other shareholder-friendly actions, providing a powerful catalyst for the market.

When advising a Japanese company focused on societal good over profits, don't just push for buybacks. Frame improved financial performance (e.g., higher ROE) as the key to gaining the operational and financial flexibility needed to sustainably achieve their long-term societal and cultural objectives.

A tender offer, where a company buys a large block of its stock in a set price range, signals higher conviction than a typical buyback program. It forces management to put a stake in the ground, indicating they believe the shares are significantly undervalued at a specific price.