Cheerilee - the inheritors did not sell 2/3rds of their shares - it would have been impossible for them to release that many shares in the market and silly as well from a financial perspective - at best they sold a portion of their shares for inheritance tax purposes - and may sell the remaining shares over a period of the next decade - but this was expected and there is no reason for them to hold onto the company when they have nothing to do with it anymore. It pushes NCL to be more responsive to the evolving shareholding base and that is one of the reasons they built up such large cash reserves.
Moreover based on the public info we have - Yamauchi's cash was nowhere near enough to cover a billion dollars in tax liability (and the cash itself was taxed too) - enough to cover some shares but most likely just enough to cover the properties that they inherited as Yamauchi was one of the largest land-owners in Kyoto - the last big chunk of money he took out was when he sold about half a percent of the company and it involved a full sale of all his shares and a buyback of exactly 10% to generate some liquidity several years ago - Yamauchi also donated a lot of cash to charitable causes over the past 3 years including a cancer hospital
BTW - I am not sure where you get your info but I think your sources may not be correct all the time - for example, a screenshot of a subsidiaries list from a financial report you posted in an earlier thread about Rare was impossible to verify - I tried fact-checking it for hours and none of my investor reports matched up - infact I could not find a single report where HAL was ever listed as a subsidiary of NCL, which isn't surprising since HAL is a third party and NCL never owned shares in it beyond Yamauchi providing a personal loan to them for restructuring. Again I don't know your sources so I could be wrong entirely and I apologize if that's the case.
Nirolak - You are right - but in this case, Nintendo-style acquisition would most likely involve cross-shareholding to protect against hostile takeovers - so yes while cash is generally preferred in traditional Western-style M&A - in Japan, acquiring treasury shares and spreading them around companies and taking on their stock gives management the ability to both have partial ownership in another firm (for the purposes of collaboration) while exercising voting rights on those treasury shares by placing them in trust with other companies where they can be on the board and exercise votes.
IIRC Namco/Bandai/Capcom did this about 10 years ago and swapped 20% shares each to protect against takeovers.They ended it after Namco/Bandai merged. The goal and structure pursued by companies like Nintendo in M&A would be very different than the way Google or other tech companies acquire companies in Silicon Valley. In such cases it can make sense to have a sizable amount of treasury shares for share swap purposes.
Aquamarine - I understand your frustration - but I wouldn't overstate how much influence Yamauchi had on the Wii or the DS - he had a two-screen idea and told Nintendo to shoot for a novelty with the console - moreover, the Wii U was based exactly on Yamauchi's push for a second screen (there is an article about this). There is a variety of literature on this subject - but the best is to watch Miyamoto's GDC talk from 2007 where he talked about how NCL was thinking about getting out of console hardware that I think you will find interesting - you should also read a book called "Nintendo Magic" - which while a bit lame - will give you some idea of how the Wii went about being conceived as well as Yamauchi's true role with the company at that time.
Moreover, management styles of Iwata / Yamauchi are very different. Yamauchi would be a disaster for NCL today - particularly when he was totally against collaborations for the most part and ran an organization that was much smaller compared to NCL today. Iwata runs a giant company now - with operations around the globe, huge presence in Europe, online/offline marketing, thousands of global retail relationships, a variety of complex manufacturing relationships with a sophisticated supply chain, a variety of technology partners, investment in middleware and focus on development kits, maintaining a public face for the company, and a huge number of internal and external studios and subsidiaries with 3x the employees Yamauchi ever managed. All this in a hyper competitive market with tremendous talent scarcity. Iwata also delegates product responsibility to Miyamoto, Kelbaugh, and Takahashi among others. Yamauchi would have never done such a thing when he was actively running NCL preferring to make most production decisions himself.
/Done with this Thread