Introduction The Six Formative Years of the SBI Group.
The Days Leading Up to the Birth of the SBI Group.
Softbank Finance Emerges to Connect the Internet to Financial Business.
Within Only a Few Years After the Formulation of the Softbank Finance Group, Nine Group Companies Go Public.
Management Bases of the SBI Group at Present.
SBI Investment Co., Ltd.
SBI E*TRADE SECURITIES Co., Ltd.
SBI Securities Co., Ltd.
Morningstar Japan K.K.
Finance All Corporation.
SBI Mortgage Co., Ltd.
SBI Lease Co., Ltd.
SBI Partners Co., Ltd.
Suruga Bank Softbank Branch.
Chapter 1 The Two Major Events That Brought About Structural Changes to the Financial Industry.
The Japanese Financial Big Bang.
A Twenty-Year Delay in the Deregulation of Stock Brokerage Commissions.
Indirect Financing Weighed Heavily in the Old Financial System.
The Disappearance of the Barriers between Financial Institutions.
Direct Targeting of Financial Institutions Through the Internet.
Collapse of the Trade-Off Brought On by Digital Information Goods.
Customer-Centric Marketplace and Business Opportunities.
Near-Future Vision of Financial Businesses: Integrated Financial Company.
Triple Service Offering.
Creation of a Network Value.
The Concept of “Corporate Value” of the SBI Group Companies.
Management Philosophy of the SBI Group Companies.
Three Fundamental Business Building Concepts.
Adherence to the Customer-Centric Principle.
Development of Structural Differentiation.
Comprehensive Support System: The SBI Group Takes Care of Every Customer.
Synergies Generated from the Formation of a Business Ecosystem and the Creation of a Network Value.
Degree of Relatedness among Multiple Business Entities and Business Performance.
Chapter 2 The History and Deepening of the SBI Group’s Organizational Strategy.
Numerical Measurement of Business Expansion.
Rapidly Changing Environment as the Driver of Dramatic Growth.
Interface between the Internet and the Financial Industry.
Tracing the SBI Group’s Growth.
History of the SBI Group: Five Stages.
Stage 1: Creation of Operating Companies.
Stage 2: Positioning of Core Companies.
Stage 3: Careful Selection of the Business Portfolio.
Stage 4: Maximization of the Shareholder Value of an Operating Holding Company.
Stage 5: Transition to a Holding Company System.
Decision-Making Analysis of the Transition to a Holding Company System.
Chapter 3 Vision of the New SBI Group.
Criteria for Creating the SBI Group’s Vision.
Maximize Corporate Value.
Increase Aggregate Market Capitalization to 3.0 Trillion Yen in Three Years and 5.0 Trillion Yen in Five Years.
Four Strategies to Achieve the Target.
From a “Strong Company” to a “Strong and Respected Company”.
Chapter 4 Four Strategies for Realizing the SBI Group’s Vision.
Further Development of the Business Ecosystem Through Expansion into New Business Fields.
Self-Advancement of the Business Ecosystem Through Pursuit of Synergies.
Further Expansion of the Existing Business Ecosystem with External Management Resources.
Financial Business Fields.
Nonfinancial Business Fields.
Global Development of Existing Financial Businesses.
Expansion into New Business Fields.
Strengthening of a Corporate Communication (CC) Strategy.
Changes in the CC Strategy of the SBI Group.
Background of the Establishment and Promotion of the SBI Brand.
Recent CC Activities of the SBI Group.
Creation of a Well-Built Corporate Culture.
Process of Creating a Corporate Culture.
Relationship between a Corporate Culture and Long-Term Business Performance.
DNA of the SBI Group’s Corporate Culture.
Social Contribution as a Strategic Investment.
Business Management in the Real World.
Role of a Corporation as a Member of Society.
Changes in the Characterization of Stakeholders from a Corporate Perspective.
Social Contribution in the Context of Corporate Social Responsibility.
Continuous Enhancement of Corporate Value Through CSR Activities.