The SBI Group Vision & Strategy
(Sprache: Englisch)
Founded in 1999 by highly respected
Japanese business executive Yoshitaka Kitao, the SBI Group initially operated as an Internet-based financial group. But over the course of only a few short years, the company quickly became something much bigger. With...
Japanese business executive Yoshitaka Kitao, the SBI Group initially operated as an Internet-based financial group. But over the course of only a few short years, the company quickly became something much bigger. With...
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Klappentext zu „The SBI Group Vision & Strategy “
Founded in 1999 by highly respectedJapanese business executive Yoshitaka Kitao, the SBI Group initially operated as an Internet-based financial group. But over the course of only a few short years, the company quickly became something much bigger. With Kitao's leadership and vision as the catalyst, SBI transformed itself from a subsidiary of SOFTBANK CORP., to an affiliated company of the corporation, then to an independent holding company with the goal of expanding beyond the field of finance.
Underlying this strategy was Kitao's deep understanding of how Internet Age efficiencies-which had yet to be embraced by the financial community-so perfectly lent themselves to the business of finance. Now, for the first time ever, Kitao tells his story of how SBI has survived and thrived in one of the most competitive industries in the world-carefully revealing how he combined both managerial and entrepreneurial skills to start the firm as well as steer it through the tumultuous years of the Internet bubble and major reforms within the Japanese finance industry.
More than a history of one of today's most successful companies, The SBI Group Vision and Strategy also covers some of the most important contemporary challenges that exist in corporate management. Kitao skillfully addresses a wide range of topics, including: corporate value, with a particular emphasis on optimizing human capital; corporate organization; group management; growth strategies, such as corporate acquisitions, joint ventures, synergies, and strategic alliances; strategies relating to competitiveness; and corporate social responsibility (CSR).
While primarily focused on the financial industry, this book also incorporates detailed analysis of management theory-as it relates to the Internet age-into the discussion. Filled with in-depth insights and practical advice, The SBI Group Vision and Strategy will serve as a useful guide to business professionals in a wide range of industries-whether
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you're already in a management position, aspiring to become an executive, or contemplating becoming an entrepreneur.
Kitao's vision of a firm that provides true corporate value-that is, a combination of customer value, shareholder value, and human capital value-in order to create prosperity for individuals and society has enabled SBI to become a financial innovator and creator of new industries. With The SBI Group Vision and Strategy, you'll discover why this approach-one incorporating both traditional and modern elements into a continuously evolving management style-is so successful and how any organization can use it to achieve desired economic results and fulfill important social goals.
Kitao's vision of a firm that provides true corporate value-that is, a combination of customer value, shareholder value, and human capital value-in order to create prosperity for individuals and society has enabled SBI to become a financial innovator and creator of new industries. With The SBI Group Vision and Strategy, you'll discover why this approach-one incorporating both traditional and modern elements into a continuously evolving management style-is so successful and how any organization can use it to achieve desired economic results and fulfill important social goals.
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Inhaltsverzeichnis zu „The SBI Group Vision & Strategy “
- Preface.- 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.
- Internet Revolution.
- 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
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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.
- Author Profile.
- Index
- 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.
- Author Profile.
- Index
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Autoren-Porträt von Yoshitaka Kitao
Yoshitaka Kitao is the CEO of SBI Holdings, Inc., previously the finance arm of Softbank Corp. Mr. Kitao began his career at Nomura Securities Co., Ltd., where he was mainly engaged in the investment banking business. He joined Softbank Corp. in 1995 as Executive Vice President and CFO, and was then appointed CEO of the Softbank Finance group companies. Mr. Kitao holds degrees in economics from Keio University andCambridge University. He is one of the most recognized and successful financiers in Japan, and is the author of several books.
Bibliographische Angaben
- Autor: Yoshitaka Kitao
- 2007, 176 Seiten, Gebunden, Englisch
- Verlag: Wiley & Sons
- ISBN-10: 0470117982
- ISBN-13: 9780470117989
Sprache:
Englisch
Rezension zu „The SBI Group Vision & Strategy “
"Yoshitaka Kitao is a source of wisdom for tomorrow's leaders. He combines lessons from his predecessors with his own New Economy experiences in this unique guide to navigating today's business climate." - Mitchell H. Caplan, Chief Executive Officer, E*TRADE Financial Corporation"Yoshitaka Kitao's book offers an inside look at how he founded and built SBI Holdings into a major financial services company in just seven years. It's a remarkable and insightful story. Kitao also generously shares his innovative views on managing a company to build value for employees, customers, shareholders, and society at large." - Joe Mansueto, CEO, Morningstar, Inc.
"As a founder of the SBI Group, Yoshitaka Kitao shares his organizational strategy and the history of building a company in the Internet era. I have known the author for twenty-five years and have seen him develop his successful managerial philosophy. Readers will benefit from the ideas in his fine book." - Stanley Palmer, President, Marvin & Palmer Associates.
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