Softbank Group Corp. · TSE:9984

Softbank — Merger or Acquisition (May 2013)

10 slides from Softbank's merger presentation, May 2013

  1. Slide 1: Synergy Overview

    Synergy Overview SoftBank Corp. May 2013

  2. Slide 2: Cautionary Statement Regarding Forward Looking Statements

    Cautionary Statement Regarding Forward Looking Statements This document includes “forward-looking statements” within the meaning of the securities laws. The words “may,” “could,” “should,” “estimate,” “project,” “forecast,” “intend,” “expect,” “anticipate,” “believe,” “target,” “plan,” “providing gu

  3. Slide 3: SoftBank / Sprint Synergy Framework

    SoftBank / Sprint Synergy Framework  SoftBank projects more than $2bn of average annual Sprint operating expense synergies from 2014 – 2017 with an annual run-rate of over $3bn by 2017  SoftBank also projects Sprint capital expenditure synergies of 32% to 36% of Sprint’s planned network investment

  4. Slide 4: SoftBank / Sprint OpEx Synergy Drivers

    SoftBank / Sprint OpEx Synergy Drivers SoftBank projects average annual operating expense synergies of more than $2bn from 2014 – 2017 with an annual run-rate over $3bn by 2017 % of 2014 - 2017 Item OpEx Synergies Description Device / Accessory 38% - Joint development through SoftBank global vendor

  5. Slide 5: SoftBank / Sprint CapEx Synergy Drivers

    SoftBank / Sprint CapEx Synergy Drivers SoftBank also projects to generate capital expenditure synergies of 32% to 36% of Sprint’s planned network investment through 2017 % of 2014 - 2017 Item CapEx Synergies Description Vendor Scale Benefits 42% - Equipment / construction incentives and discounts f

  6. Slide 6: Device / Accessory Procurement OpEx Synergies

    Device / Accessory Procurement OpEx Synergies1 (% Discount) 8.3% 8.4%  Joint development through SoftBank global vendor relationships 5.7%  Develop comprehensive portfolio of emerging 3.3% products  Volume incentives / discounts from joint purchasing power 2014 2015 2016 2017 Source: SoftBank Pro

  7. Slide 7: IT OpEx

    IT OpEx (% of Service Revenue) Historical Performance 1 Opportunities 1.9% 66%  Consolidation of 1.5% Improvement since development 1.2% Vodafone Acquisition resources 1.0%  Independence from 0.8% 0.7% 0.6% vendors  Joint development of cost-efficient IT 2006 2007 2008 2009 2010 2011 2012 platfor

  8. Slide 8: Customer Care OpEx

    Customer Care OpEx (Customer Care per Subscriber) Historical Performance 1 Opportunities 41%  Improved handling Improvement since times $11.8 $11.7 Vodafone Acquisition $10.2  Enhanced care $9.5 $8.4 $8.2 service structure $7.0  Paperless operations  Collections rate improvement 2006 2007 2008 2

  9. Slide 9: Involuntary Churn OpEx

    Involuntary Churn OpEx (% Involuntary Churn) Historical Performance 1 Opportunities 0.33% 67%  Improved credit Improvement since analysis 0.24% Vodafone Acquisition 0.21%  New pricing 0.15% structures 0.11% 0.11%  Involuntary churn 0.08% reductions  CPGA savings 2006 2007 2008 2009 2010 2011 201

  10. Slide 10: Network Scale CapEx Synergies

    Network Scale CapEx Synergies (% Discount) 27.6%  Network equipment and 26.0% construction incentives / discounts from joint 21.1% 18.7% purchasing power  Focus on post-Network Vision build 2014 2015 2016 2017 Source: SoftBank Projections. Note: Reflects % discount to network investment plan, excl

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