Hakuhodo Dy Holdings Incorporated · TSE:2433
Hakuhodo Dy — Investor Presentation (2019)
23 slides from Hakuhodo Dy's investor presentation, 2019
Slide 1: Greetings from the President & CEO
Greetings, I am Hirokazu Toda, President & CEO of Hakuhodo DY Holdings Inc. Please allow me to provide an explanation on the Hakuhodo DY Group’s new Medium-Term Business Plan. 0
Slide 2: Progress under the previous Medium-Term Business Plan
First, I will talk about the progress we made under the previous Medium- Term Business Plan. 1
Slide 3: Previous Medium-Term Business Plan overview
In the five years since the November 2013 announcement of the previous Medium-Term Business Plan, which you see on this slide, the Group has continued to pursue proactive business development. Since we had made solid progress under the plan, we made an upward revision to the plan’s numerical targets
Slide 4: Progress in terms of strategies
First, I will talk about the progress we have made in terms of strategies. As a result of our aggressive investment of resources, we have made significant progress under each of the three Growth Drivers we adopted to realize our Core Medium-Term Strategy. In regard to strengthening of Sei-katsu-sha
Slide 5: Progress with numerical targets
Next I will explain the progress we made with our numerical targets. In FY2018, we realized a temporary boost in terms of profit following the sale of shares in Mercari, Inc. I will provide an explanation on our progress with numerical targets using comparisons that exclude the impact of this sale.
Slide 6: Outline for growth progress
In regard to the outline for growth that we adopted at the start of the plan, I believe we have made progress that has generally been in line with our predictions. In the domestic advertising market, our main area of operations, we have been able to strengthen our competitiveness through the impleme
Slide 7: New Medium-Term Business Plan
Taking into consideration the review I provided of the previous Medium- Term Business Plan, I will now explain our new Medium-Term Business Plan. The new plan will cover the five-year period from the fiscal year ending March 31, 2020, to the fiscal year ending March 31, 2024. 6
Slide 8: Changes in the business environment
I will start off by talking about the changes in the business environment surrounding the Group. To put it simply, I believe we are seeing the arrival of an era of extreme innovation as a consequence of the shift to what we call complete digitalization. Digitalization has advanced with a focus on in
Slide 9: Three major trends of innovation
We believe that there are three major trends to innovation happening as a result of complete digitalization. The first trend is the digitalization of entire lifestyles, as the rollout of never-seen-before services and infrastructure spreads digitalization from information to everyday lives. Through
Slide 10: Group strengths and source of competitiveness
So, amid these environmental changes, what are the Group’s strengths and the source of our competitiveness? Allow me to explain. With sei-katsu-sha insight, our Group’s policy, as our cornerstone, we are able to intermesh sei-katsu-sha data and technology infrastructure, creativity that can shape th
Slide 11: Core Medium-Term Strategy
The Group has determined the following to be its Core Medium-Term Strategy: With sei-katsu-sha insight as our cornerstone, the Hakuhodo DY Group will combine its creativity, integrative capabilities, and data and technology utilization skills to play a leading role in evolving companies’ marketing a
Slide 12: Three fundamentals for growth
Moving on, I will offer an explanation on our efforts to strengthen three fundamentals for growth, which we have established in order to realize the Core Medium-Term Strategy we adopted as a company. The three fundamentals for growth are (1) Establish a leading position in the broader digital domain
Slide 13: Three fundamentals for growth
Moving on, I will offer an explanation on our efforts to strengthen three fundamentals for growth, which we have established in order to realize the Core Medium-Term Strategy we adopted as a company. The three fundamentals for growth are (1) Establish a leading position in the broader digital domain
Slide 14: Enhancing Sei-katsu-sha Data-Driven Marketing
First, I will talk about enhancing the sophistication of Sei-katsu-sha Data- Driven Marketing. In anticipation of complete digitalization, it is essential that we continuously update our technologies, data and systems, and solutions. Additionally, we are entering a phase in which besides seeing how
Slide 15: Response to diversification of digital touchpoints
Next, let me explain our response to the diversification of digital touchpoints. In the age of complete digitalization, new markets will be created through the digitalization of conventional offline media, such as the four mass media and outdoor media. Additionally, new digital touchpoints such as s
Slide 16: Expanding structure in Internet media
Moving on, I will talk about the other strategic measure, expanding our structure in the rapidly growing domain of Internet media. It is essential that we establish an optimal structure for the provision of services that can meet the diverse individual needs of our clients. As a corporate group comp
Slide 17: Response capabilities for borderless corporate activities
Continuing on, I will explain the second fundamental for growth, strengthen response capabilities for borderless corporate activities. As I stated in the section on our understanding of the business environment, the shift to complete digitalization is further accelerating borderless corporate activi
Slide 18: Accelerating innovation through external collaborations
Now let us move on to the third fundamental for growth, accelerate innovation through external collaborations. In line with the shift to complete digitalization, it will become increasingly more essential that corporations pursue dynamic innovation, such as incorporating cutting-edge technologies an
Slide 19: SDGs and workstyle reforms
We recognize efforts toward the Sustainable Development Goals (SDGs) and workstyle reforms as two other important issues we need to address. These are issues that we need to focus on not just during the period of the new Medium-Term Business Plan, but continuously. We will proactively work on each i
Slide 20: Medium-term business targets
I have thus far provided detailed explanations of our growth strategies. Now, I will talk about our medium-term business targets based on these strategies. By the final year of the new plan, the fiscal year ending March 31, 2024, we aim to increase operating income before amortization of goodwill, w
Slide 21: Outline for growth during the plan
Finally, I will explain our outline for growth during the period of the new Medium-Term Business Plan. While there may be minor upswings and downswings, we basically expect to realize a high level of growth in revenue after adjustments, which excludes investment projects, on a continuous basis throu
Slide 22: Outline for growth during the plan
Finally, I will explain our outline for growth during the period of the new Medium-Term Business Plan. While there may be minor upswings and downswings, we basically expect to realize a high level of growth in revenue after adjustments, which excludes investment projects, on a continuous basis throu
Slide 23: Closing remarks
This concludes my explanation of the Group’s new Medium-Term Business Plan. There are various elements that are placing downward pressure on the current global economy, including the intensifying trade conflict between the United States and China and the stagnation of growth in the Chinese economy,