Japan's economy has a number of things going for it right now, not least of which is the unwavering support of one of the world's richest central banks.
It is also benefiting from record levels of employment that have driven a significant rise in average earnings after the best period of sustained economic recovery it has seen in 20 years or more.
Tourism to the island nation is also booming; it is expected to hit 40 million visitors a year by 2020 and there is a Rugby World Cup before that.
There are also encouraging signs the government is looking to make life easier for Japanese companies. Its Finance Ministry is now pushing hard for legislation that will encourage corporate restructuring and, hopefully, help to unwind the knotted mass of corporate cross-holdings in Japan, which still deters overseas investors.
The practice of 'keiretsu', as it is known, goes back decades. It involves Japanese companies taking minority equity stakes in one another supposedly as a means to strengthen business ties, ward off hostile takeovers and facilitate secure long-term planning.
In reality, it has created a tangled, opaque web of cross-holdings that makes it difficult for investors to see what they are actually buying and which reduces the return on equity.
It also ensures every quoted company has a base of friendly, like-minded shareholders who never challenge a company's (virtually all-male) board.
Back at the start of the 1990s, such cross-holdings accounted for around half of Japan's stockmarket. Today the figure is closer to 15%.
The latest rules are designed to improve the tax position for mergers, management buyouts and reverse mergers, which should ease corporate restructuring and help to further loosen the knot at the centre of the Japanese stockmarket.
The locals have been quick to respond with recent buyback announcements from the likes of SoftBank ($5.5bn), Sony (its first ever), Yamaha, Itochu, JXTG and Japan Tobacco.
Interestingly, anecdotal evidence suggests liberalisation is being accompanied by heightened appetite for domestic investment.
Many Japanese companies are now planning to increase their domestic capex - quite a different approach to their peers in the US, for example, where the recent bounty of tax breaks and record profits has fueled a binge of share buybacks and dividend hikes (and little else).
Already this year, a slew of medium-sized Japanese food, consumer product and cosmetics manufacturers such as Tatsumi, Starzen, Nissin, Lion, Shiseido, Unicharm, Kao and Fancl have all announced plans to build significant new factories in Japan, as have the international tool makers Asahi Diamond and Disco.
And, even as Japan's larger companies were busily spending a record $191bn last year on overseas acquisitions - led by Takeda Pharmaceutical's blockbuster £46bn bid for the UK's Shire - they were also noticeably busy starting joint ventures at home with all manner of smaller, younger new companies.
Although the latter investments are smaller by several degrees of magnitude, the rash of such deals illustrates how many of Japan's biggest corporate titans go about capturing new innovation, technologies and demographics, namely by seed funding companies.
With non-financial Japanese companies sitting on an estimated cashpile of $890bn and with growth increasingly hard to come by, we can expect to see the trend gaining momentum in the year ahead.