The Korean conflict had been a windfall. Taki Homosoto started a tire retreading business in 1946, during the occupation of Japan. The Americans were so smart, he thought. Bring over all of your men, tanks, jeeps and doctors not telling us the truth about radiation, and you forget spare tires. Good move, Yankee.
Taki gouged the Military on pricing so badly, and the Americans didn't seem care, that the Pentagon didn't think twice about paying $700 for toilet seats decades later. Taki did give great service - after all his profits were so staggeringly high he could afford it. Keep the American's happy, feed their ego, and they'll come back for more. No sense of pride. Suckers.
When the Americans moved in for Korea, Tokyo was both a command post for the war effort and the first choice of R&R by service- men. OSO Industries was in a perfect position to take advantage of the US Government's tire needs throughout the conflict. OSO was already in place, doing a good job; Taki had bought some friends in the US military, and a few arrangements were made to keep business coming his way.
Taki accumulated millions quickly. Now he needed to diversify.
Realizing that the war would come to an end some day, Homosoto begin making plans. OSO Radio sets appeared on the market before the end of the Korean Police Action. Then, with the application of the transistor, the portable radio market exploded. OSO Industries made more transistor radios than all other Japanese electronics firms combined. Then came black and white televi- sions. The invention of the single beam color TV tube again brought OSO billions in revenues every year.
Now, OSO was the model of a true global corporation. OSO owned banks and investment companies. Their semiconductor and electron- ics products were household words. They controlled a vast network of companies; electronic game manufacturers, microwave and appli- ance manufacturers, and notably, acres and acres of Manhattan Island, California and Hawaii. They owned and operated communi- cations companies, including their own geosynchronous satellite. OSO positioned itself as a holding company with hundreds of subsidiaries, each with their own specialty, operating under thousands of names. Taki Homosoto wove an incredibly complex web of corporate influence and intrigue.
OSO was one of the 10 largest corporations in the world. Reaga- nomics had already assisted in making OSO and Homosoto himself politically important to both Japan and the US. Exactly how Homosoto wanted it. American leaders, Senators, Congressmen, appointees, lobbyists, in fact much of Washington coddled up to Homosoto. His empire planned years in advance. The US Govern- ment, unofficially craved his insights, and in characteristic Washington style, wanted to be near someone important. Homosoto relished it. Ate it up. He was a most cordial, unassuming humble guest. He played the game magnificently.
Almost the entire 66th floor of the OSO Bank Building was dedi- cated to Homosoto and his immediate staff. Only a handful of the more then 200,000 people that OSO Industries employed had access to the pinnacle of the OSO tower which graced the Tokyo skyline.
The building was designed by Pei, and received international ac- claim as an architectural statement. The atrium in the lobby vaulted almost 700 feet skyward precursoring American hotel design in the next decade. Plants, trees over 100 feet tall and waterfalls graced the atria and the overhanging skylobbies. The first floor lobby was designed around a miniature replica of the Ging Sha forest, fashioned with thousands of Bonzai trees. The mini forest was built to be viewed from various heights within the atrium to simulate a flight above the earth at distances from 2 to 150 miles.
The lobby of OSO Industries was a veritable museum. The Van Gogh collection was not only the largest private or public assemblage in the world, but also represented over $100 Million spent in Sothby and Christies auctions worldwide since 1975.