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[Translation from English to Japanese ] The Southeast Asian insider in DeNA Recently, the Asian technology scene h...
Original Texts
The Southeast Asian insider in DeNA
Recently, the Asian technology scene has been flooded with a flurry of Japanese activity. One of the latest headlining companies is social gaming company DeNA. First, with the acquisition of Punch Entertainment Vietnam followed by Chile-based Atakama Labs S.A, the Japanese gaming giant has also set foot in Singapore and is currently using a Japanese incubator cum launchpad called CROSSCOOP Singapore. The recently launched KDDI and Singapore Economic Development Board supported incubation facility for Japanese companies transitioning into the region is capable of housing up to 50 companies and 170 staff. To find out more about DeNA’s expansion strategies and plans for the region, e27 met up with DeNA Asia Pacific Holdings managing director, Tetsuya Mori, to hear more about the Singapore headquarter’s roadmap. Mori draws from a very diverse and rich background starting with an MBA at Yale and stints at McKinsey & Co., Silicon Graphics, Sun Microsystems and Mitsubishi UFJ Capital before joining the gaming industry. Mori’s investing experience has exposed him to the potential of Southeast Asia, with a special admiration for Vietnam which he calls ‘The Hidden Gem’. “As I started investing more, I start to discover that Southeast Asia is fascinating. The whole region has a very fast growth, driving every industry to the right trajectory and cultivating ‘promising tomorrow’ psych in everyone’s mind,” said Mori.
Mori explains that DeNA’s Singapore subsidiary is the only subsidiary of the company that has a “holdings” status. The reason is because DeNA sees a lot of potential in the region and has actually laid out three goals that they hope to achieve in the region. The first is to identify talent in the region and provide them with support. Mori explains that the mobile game industry, unlike the console game industry, does not require a huge amount of capital and that a single talent within the group can actually provide them with substantial advantages over their competitors. Such is the appreciation and value of talent that DeNA is looking to connect with the developers in the region to identify and get these developers on board. The second goal for DeNA is to establish partnerships within the region. Mori understands that as DeNA expands out into different countries, they require a lot of understanding of the various foreign markets. With plans to launch a mobile game in a Southeast Asian market by the first half of next year, it makes understanding the selected market even more crucial. According to Mori, “You’ll need lots of creativity, lots of local knowledge. This is not a market where you can go in and say ‘We are the big guys and we are going to put our flag on your soil.’ That is not going to work. You really have to fine-tune each market, you have to find out the right way, the right time. Otherwise, nothing will work.” DeNA’s third goal differs slightly from the earlier two and focuses on the practical business decision for DeNA’s globalization movement. DeNA’s primary Japanese market and also their investments in the US are one of their higher revenue generating sources. Their last fiscal year brought in about US $1.5 billion in revenue with profit margins close to 50 percent. However, these markets are also one of the highest taxed markets in the world and DeNA is, like any other expanding Japanese company, searching for global opportunities where they can maintain a sustainable growth trajectory for the company.
Tetsuya Mori struck me as one that is well-versed with the cultural practices of the region. He understands the negative implications of an acquisition and maintains that DeNA only resorts to acquiring a company if they have specific goals to validate a buyout. For example, in the case of Punch Entertainment Vietnam. “They (Punch Entertainment Vietnam) are a very efficient and effective engineering house with very good experience. We wanted to augment our in-house development capacity outside of Japan because hiring inside of Japan can be difficult and expensive,” said Mori. Mori also noted that Punch Entertainment’s value was also with their systematic development process that DeNA hopes to integrate into it’s own. Other than that, DeNA resorts to more conventional ways of winning the hearts of foreign developers through supporting them by providing tools, knowledge and if necessary, some funding.
Mori will be involved in three of Techventure 2011′s panel discussing on the coming of age in Asian innovations, venture incubation and adoption and mobile gaming.
Recently, the Asian technology scene has been flooded with a flurry of Japanese activity. One of the latest headlining companies is social gaming company DeNA. First, with the acquisition of Punch Entertainment Vietnam followed by Chile-based Atakama Labs S.A, the Japanese gaming giant has also set foot in Singapore and is currently using a Japanese incubator cum launchpad called CROSSCOOP Singapore. The recently launched KDDI and Singapore Economic Development Board supported incubation facility for Japanese companies transitioning into the region is capable of housing up to 50 companies and 170 staff. To find out more about DeNA’s expansion strategies and plans for the region, e27 met up with DeNA Asia Pacific Holdings managing director, Tetsuya Mori, to hear more about the Singapore headquarter’s roadmap. Mori draws from a very diverse and rich background starting with an MBA at Yale and stints at McKinsey & Co., Silicon Graphics, Sun Microsystems and Mitsubishi UFJ Capital before joining the gaming industry. Mori’s investing experience has exposed him to the potential of Southeast Asia, with a special admiration for Vietnam which he calls ‘The Hidden Gem’. “As I started investing more, I start to discover that Southeast Asia is fascinating. The whole region has a very fast growth, driving every industry to the right trajectory and cultivating ‘promising tomorrow’ psych in everyone’s mind,” said Mori.
Mori explains that DeNA’s Singapore subsidiary is the only subsidiary of the company that has a “holdings” status. The reason is because DeNA sees a lot of potential in the region and has actually laid out three goals that they hope to achieve in the region. The first is to identify talent in the region and provide them with support. Mori explains that the mobile game industry, unlike the console game industry, does not require a huge amount of capital and that a single talent within the group can actually provide them with substantial advantages over their competitors. Such is the appreciation and value of talent that DeNA is looking to connect with the developers in the region to identify and get these developers on board. The second goal for DeNA is to establish partnerships within the region. Mori understands that as DeNA expands out into different countries, they require a lot of understanding of the various foreign markets. With plans to launch a mobile game in a Southeast Asian market by the first half of next year, it makes understanding the selected market even more crucial. According to Mori, “You’ll need lots of creativity, lots of local knowledge. This is not a market where you can go in and say ‘We are the big guys and we are going to put our flag on your soil.’ That is not going to work. You really have to fine-tune each market, you have to find out the right way, the right time. Otherwise, nothing will work.” DeNA’s third goal differs slightly from the earlier two and focuses on the practical business decision for DeNA’s globalization movement. DeNA’s primary Japanese market and also their investments in the US are one of their higher revenue generating sources. Their last fiscal year brought in about US $1.5 billion in revenue with profit margins close to 50 percent. However, these markets are also one of the highest taxed markets in the world and DeNA is, like any other expanding Japanese company, searching for global opportunities where they can maintain a sustainable growth trajectory for the company.
Tetsuya Mori struck me as one that is well-versed with the cultural practices of the region. He understands the negative implications of an acquisition and maintains that DeNA only resorts to acquiring a company if they have specific goals to validate a buyout. For example, in the case of Punch Entertainment Vietnam. “They (Punch Entertainment Vietnam) are a very efficient and effective engineering house with very good experience. We wanted to augment our in-house development capacity outside of Japan because hiring inside of Japan can be difficult and expensive,” said Mori. Mori also noted that Punch Entertainment’s value was also with their systematic development process that DeNA hopes to integrate into it’s own. Other than that, DeNA resorts to more conventional ways of winning the hearts of foreign developers through supporting them by providing tools, knowledge and if necessary, some funding.
Mori will be involved in three of Techventure 2011′s panel discussing on the coming of age in Asian innovations, venture incubation and adoption and mobile gaming.
ディー・エヌ・エー東南アジアの経営者
最近、アジアのハイテク産業は日本企業の活発な活動で溢れかえっている。その中でも、一番最近報道の見出しを賑わしているのがソーシャルゲーム企業のディー・エヌ・エー（DeNA）だ。まず、同社は「Punch Entertainment Vietnam（パンチ・エンターテイメント・ベトナム）」、そしてチリの「Atakama Labs S.A」を買収し、シンガポールにも事務所を開設して、現在は「CROSSCOOP Singapore」と呼ばれる日本のインキュベーション施設を利用している。 KDDIやシンガポール経済開発庁によって最近設立された「CROSSCOOP Singapore」は、日本企業の同地域への参入を支援するインキュベーション施設で、50社170人のスタッフを収容できる。
最近、アジアのハイテク産業は日本企業の活発な活動で溢れかえっている。その中でも、一番最近報道の見出しを賑わしているのがソーシャルゲーム企業のディー・エヌ・エー（DeNA）だ。まず、同社は「Punch Entertainment Vietnam（パンチ・エンターテイメント・ベトナム）」、そしてチリの「Atakama Labs S.A」を買収し、シンガポールにも事務所を開設して、現在は「CROSSCOOP Singapore」と呼ばれる日本のインキュベーション施設を利用している。 KDDIやシンガポール経済開発庁によって最近設立された「CROSSCOOP Singapore」は、日本企業の同地域への参入を支援するインキュベーション施設で、50社170人のスタッフを収容できる。
DeNAの事業拡大戦略や同地区での計画をもっと知るために、e27はDeNAアジアパシフィックホールディングスの森徹也社長にお会いし、シンガポール本社の今後の計画について尋ねた。森氏の経歴は多様で豊かだ。まず、イエールでMBAを取得し、その後マッキンゼー (McKinsey & Co.)、シリコングラフィックス、サン・マイクロシステムズ、三菱UFJキャピタルを経て、DeNAに加わった。森氏は、投資業界での経験を通じて東南アジアの可能性に気づき、特に「隠れた宝石」と同氏が呼ぶベトナムには特別な関心がある。「投資を増やし始めるにつれ、東南アジアが魅力的な地域だと分かり始めた。」と森氏は語る。
地域全体が急成長しており、あらゆる産業を正しい道筋に導き、すべての人の心に”明るい明日”という心理を培っている」と森氏は語る。
同氏は「ホールディングス」という位置づけにある子会社はDeNAシンガポール事務所だけだと説明している。それは、DeNAは同地区に大きな可能性を見いだしており、その地域で同社が達成したい３つの目標を実際に立てているからだ。まず１つめは、同地区で優秀な人材を確保し支援することだ。
同氏は「ホールディングス」という位置づけにある子会社はDeNAシンガポール事務所だけだと説明している。それは、DeNAは同地区に大きな可能性を見いだしており、その地域で同社が達成したい３つの目標を実際に立てているからだ。まず１つめは、同地区で優秀な人材を確保し支援することだ。
森氏は、モバイルゲーム産業はコンソールゲーム産業とは違って巨額の資金が不要で、チーム内に１人でも優秀な人材がいれば、他の競合企業よりも大きなメリットを提供することができると言う。優秀な人材は非常に大切で価値があるので、DeNAはそういった人材を確保するために同地域のディベロッパーとつながりを持ち、一緒に働きたいと願っている。
DeNAの２つめの目標は、同地区内でパートナーシップを築くことだ。DeNAが様々な国に進出すると同時に、各外国市場についてよく理解する必要があることは森氏も理解している。来年の前期までに東南アジアでモバイルゲームを導入するという計画もあり、選ばれた市場を理解するのはなおさら重要なことだ。「創造性や現地に関する知識がたくさん必要になる。ここは、 参入したからと言って『自分達は大手なんだ。ここに自分達の旗を立てるよ』と言えるマーケットではない。そういったことは通用しない。各市場に相応しい微調整を必ずしなければならないし、適切なやり方、タイミングを見つけなければならない。そうでなければ、何も成功しない。」と森氏は語る。
3つ目の目標は先の２つとは少し違い、DeNAのグローバル戦略のための実践的な事業決定に重点をおいている。DeNAの日本市場やアメリカでの投資が同社にとっての大きな収入源である。DeNAの昨年度の収益は約15億ドルで利益率は50％弱であった。だが、日本もアメリカも世界で最も税金の高い国でもあり、DeNAは事業拡大を進めている他の日本企業と同じように、同社にとって成長が維持できる機会をグローバルに模索している。
森徹也氏は地域の文化的慣行に精通している人だと感じた。同氏は買収によるマイナスの影響を理解しており、DeNAは買収が有効であると認める具体的な目標のある企業のみを買収するという考えを擁護した。例えば、Punch Entertainment Vietnamがその１例だ。「同社は非常に効率効果のよいエンジニア企業で、実績も非常によい。DeNAは日本国内での雇用はとても困難で高いでの、日本以外で社内の開発能力を増強したかった。」と森氏は語った。
また同氏は、 DeNAが社内に取り入れたいと思う Punch Entertainment Vietnamの組織的な開発プロセスの価値についても触れた。それ以外では、ツールや知識、必要であれば資金を提供して外国のディベロッパーを支援しハートを掴むという、より慣例的な方法をとっている。
森氏は、「Techventure 2011」で行なわれる、「アジア・イノベーション時代の到来」、「ベンチャーインキュベーションおよびアダプション」、「モバイルゲーム」という３つのパネルディスカッションに参加する予定だ。
森氏は、「Techventure 2011」で行なわれる、「アジア・イノベーション時代の到来」、「ベンチャーインキュベーションおよびアダプション」、「モバイルゲーム」という３つのパネルディスカッションに参加する予定だ。
Result of Translation in Conyac
- Number of Characters of Requests:
- 4591letters
- Translation Language
- English → Japanese
- Translation Fee
- $103.305
- Translation Time
- about 12 hours
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zhizi
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