日本约有1亿手机 - 靠近全国1.28亿人民的一个。一半的人口从他们的手机访问互联网，这是世界上最高的速率之一。So when engineers at software maker DeNA Co. (pronounced D-N-A, with a silent “e” for e-commerce) approached founder and CEO Tomoko Namba five years ago and suggested that the company tailor its games and social networking sites for mobile phones, she didn’t hesitate to say yes.
今天，Dena的Moba-Ge-Town娱乐服务（名称意味着移动游戏镇）拥有1100万注册用户，远远领先于其最近的100万用户。随着在现场的广告和销量迅速扩张，Dena的整体销售额在截至同期截至同期截至同期截至同期截至同期截至同期的六个月，达到177亿日元（2.99亿美元）;盈利飙升81.5％，达到43亿日元。移动服务在最近的一半产生了82％的收入;互联网商务，包括在线拍卖，产生的大部分剩余部分。随着南巴巴简洁地说，“胜利者拿走了所有人。”
Not content with the company’s domestic success, Namba wants to take her show on the road. The executive, a former McKinsey & Co. consultant who boasts an MBA from Harvard Business School, sees competition rising at home and believes DeNA must expand in the big U.S. market to keep one step ahead. The company set up an office in San Mateo, California, in January and has begun offering a free mobile social networking community, MobaMingle, that enables users to write stories or create other digital-media content for sharing. She hopes to replicate the success that DeNA has had in Japan, where Moba-ge-town users have submitted 450,000 novels, 11 of which have been published in book form. “Some of those novels run to 2,000 or 3,000 pages,” she says. “All are written on the phone. Others are composing music.”
NAMBA是一股新的日本企业领导者的象征，他们正在接受改变，以产生创新的新产品和服务和驾驶增长。投资者显然很欣赏她的努力。他们在机构投资者第二次年度最佳首席执行官的第二次年度排名中，他们投票为日本最好的首席执行官。亚博赞助欧冠
其他获奖者包括T＆D Holdings的Naoteru Miyato，财务/保险，他追求恶作剧和合并以发展市场份额，并将公司建造成一个领先的日本保险公司;Yoshihiko Miyauchi在财务/其他人中，有助于找到Orix Corp.于1964年作为日本第一租赁公司，并将其成长为多元化的金融服务服装;和Terunobu Maeda在金融/银行，通过三个机构将Mizuho金融集团致力于日本领先的兆纳斯之一。（点击以下标题，查看我们的获奖者的完整列表日本最好的首席执行官survey).
These executives face a growing challenge to keep their companies at the front of the pack. Japan’s economy has entered a severe downturn, with output contracting at a 3.0 percent annualized rate in the three months ended June 30. Fears that the global financial crisis will further depress output and export earnings have sent stock prices reeling. Tokyo’s Nikkei 225 index flirted with the 7,000 level before recovering to 8,576.98 at the end of last month, down 44.0 percent for the year to date. Deleveraging triggered by the credit crisis, meanwhile, has caused a massive unwinding of the yen carry trade, boosting the Japanese currency by 14.3 percent so far this year, to 98.23 against the dollar at the end of last month.
奥里克斯的Miyauchi感受到了最多的财务下降。多元化的金融服务公司，他首领的股价自7月以来的股价跌幅近一半，在过去两年中大约三个季度。由于信贷危机，他归功于外国投资者销售的销售销售。此类投资者占血清股票的约57％，今年早些时候下降了63％。
Miyauchi helped found Orix, under the name of Orient Leasing Co., as Japan’s first leasing company. The company was backed by five banks and three trading companies, including Nichimen & Co., where Miyauchi started his career in 1960. As one of the first generation of Japanese business executives to study in the U.S. — he obtained an MBA from the University of Washington — and to speak English fluently, Miyauchi played a central role in importing the techniques and strategy of U.S. Leasing International, an American company that helped get Orient off the ground.
Since taking over as president and CEO in 1980 (he became chairman and CEO in 2000), Miyauchi has led Orix’s diversification into corporate lending, real estate, securitization and insurance, including buying 70 percent of the Los Angeles–based investment bank Houlihan Lokey Howard & Zukin for an estimated $500 million in 2006. Earnings soared more than sixfold between fiscal years 2003 and 2007, to ¥196.5 billion, but the impact of the widening credit crunch caused a 13.7 decline in the year ended March 31, to ¥169.6 billion. “That is my headache,” Miyauchi says. “It is quite natural that we must accept the decline of profit for the time being, bearing international conditions in mind.”
Still, Miyauchi, who played a key role in pushing for deregulation as a member of several government advisory bodies on regulatory reform for a decade from the mid-1990s, is confident that Orix will steer itself successfully through the current crisis, just as it did after Japan’s stock market bubble burst in the early 1990s. “The greatest lesson of the bubble period was that it led to losses,” he says, “but the greatest success was that it didn’t bankrupt us.”
尽管经济萧条的经济衰退，重申该公司对房地产的承诺，但宫池致力于利用沮丧的股票市场价值，以便在9月份购买39％的开发人员联合公司的39％股权。“如果你看看日本，”他说，“大多数投资都是与房地产相关的业务。工厂没有大量的投资。所以当你谈论日本的整个金融部门时，我认为房地产是财务的核心部分。“投资者希望Miyauchi的敏锐和时机仍然敏锐。
T＆D Holdings'Miyato是一家金融先锋，其创新帮助公司成为该国的第六大终身保险公司，尽管市场等待着久违。Miyato在Midtier保险公司Daido Life Insurance Co.的行列中崛起了32年。在成为总统，相当于首席执行官，1999年，正如Daido与竞争对手的竞争对手的长期联盟一样，Miyato强烈推动这笔交易，辩称，这些公司需要更大的规模来面对来自外国保险公司的竞争的前景。两年后，他为前东京人寿保险公司Daido和Taiyo的联合收购了T＆D金融人寿保险公司的联合收购成为初级保险公司，分别于2002年和2003年举行并获得证券交易所上市。这三家公司在单一控股公司，T＆D控股，次年与Miyato担任首席执行官。
行政长官介绍了保险公司的漫长转变为“我生命中最大的成就和最艰难的考验。”这三家公司继续在自己的品牌下经营，具有大的独立性：Daido主要通过中小型公司，太多市场到家庭，以及T＆D专门为国内生产。“太阳生活和Daido Life每个人都有100年的历史;他们完全不同的方式和文化，“他告诉II。亚慱体育app怎么下载很重要，他补充说，“让每个玩家保持已经存在的最佳元素 - 这对保留这一点至关重要。”
虽然T＆D对日本人寿保险行业的更广泛的下降并不免疫，但Miyato的战略在很大程度上努力了。公司增加了1999年至2005年销量的新寿命政策数量为18.5％;销售额从截至3月31日，截至1999年的水平低1.8％。相比之下，整个行业，在过去十年中，人生业务在56.4％的百分比中看到了生命事业。
Mizuho的Maeda是另一家金融合作者。2000年，63岁的首席执行官合并了他的旧机构，商业银行富士银行，投资银行业工业银行和零售重量级蔡康康野银行，形成日本三兆头，Mizuho金融集团。一些分析师质疑他是否可以有效地整合三个庞大的银行并克服迫使合并的债务问题;当Mizuho的IT系统于2002年4月1日坠毁时，加强了怀疑论，这是三家银行业务整合的第一天。但是马德斯坚持不懈。他前往议会发出公共道歉。他还将自己的薪水削减了50％的两年，并对所有高级管理人员进行了类似的削减，并在部门酋长减少20％至30％。“我的哲学是我决定支付水平，”他告诉II。
削减有其预期的效果。“这样做，”在东京一位退伍军人议长说：“这是一个肯定的方式来到巨大的Mizuho工作人员时代艰难。”Maeda的决定性领导有助于将Mizuho返回强大的盈利能力，并使其在2006年的政府援助中偿还1.95万亿日元。
从日本的银行危机中恢复是一个明确的成就，但Maeda发现它更加难以产生可持续增长。Mizuho于2006年列出了纽约证券交易所的股份，以展示其在国外扩大的准备，但进入美国抵押贷款市场的昂贵。该银行在次级抵押贷款证券上缩小了64.5亿日元，截至3月31日止年度，截至311.11亿日元，造成50％的收益。Maeda也被燃烧了他试图从美国的利润中获利。银行在1月份在Merrill Lynch＆Co Co.的敞篷车首选股票购买了12亿美元，然后将其持有持有的普通股，以8月份的价格为33美元。Merrill的股票上个月的交易价格约为18美元，目前尚不清楚Mizuho旨在通过美国银行公司的小股权实现，这将在美国博客关闭其收购Merrill之后最终举行。与此同时，竞争对手已经完成了一些战略性购物：三菱UFJ金融集团花费了90亿美元购买摩根士丹利的21％，罗曼兄弟持有欧洲，中东和亚洲的持股业务为20亿美元。
尽管如此，一些分析师的信用Maeda通过迅速和坦率地处理最新的挫折。他将Mizuho的计划¥4000亿日元回购10月份为1500亿日元，以节省资本，因为日本经济逆转，股价下跌。“他是三个兆头的首席执行官最好的，”一家日本分析师在东京一家西岸。“Maeda有一个非常明确的资本战略。”
现在是努力的部分 - 获得该资本的回报。与其他日本首席执行官一样，Maeda需要大量的决心和创新在这些困难时期取得成功。
Yoshiko Miyauchi.
董事长兼首席执行官Orix Corp.
销售：¥1.2万亿日元（12亿美元），收益：¥1696亿日元
员工数量：18,702
13高管创立欧力士集团之一a leasing company in 1964 and as CEO since l980, Yoshihiko Miyauchi has unquestioned authority over the financial services company and shows no signs of retiring, even at the age of 73. Born in l935 in western Japan and educated at Kwansei Gakuin University, Miyauchi obtained an MBA from the University of Washington before starting his career at Osaka-based trading company Nichimen & Co. in l960. Fluent in English, Miyauchi has the experience to match his years. He sits on the board of Sony Corp. and has overseen everything from real estate to private equity to asset management. “It all boils down to managing money,” he says. Miyauchi also volunteered to help the government in the 1990s in addition to running Orix. He advised five prime ministers, including the reformist premier Junichiro Koizumi, and earned the nickname “Mr. Deregulator” for his long stint as head of the Regulatory Reform Committee.
Tomoko Namba.
Chief Executive Officer, DeNA Co.
销售：¥297亿日元（2.97亿美元）;收益：¥68亿日元员工：540
Tomoko Namba是日本的罕见现象 - 一个通过男性主导的商业世界削减血液的女性。Born into a Niigata family in l962, Namba studied English at Tokyo’s Tsuda College, earned an MBA from Harvard Business School and then spent nearly a decade at consulting firm McKinsey & Co. — where she became only the third Japanese woman to make partner — before leaving to set up DeNA in l999, recruiting a young, technologically savvy staff to write gaming software. After four loss-making years, Namba decided to target the market for mobile-Internet services, where she felt her company could grab an early lead and keep it. DeNA established a successful mobile auction site, Mobaoku, in March 2004, and followed that two years later with Moba-ge-town, a gaming and social networking site that dominates the fast-growing Japanese market. Now she’s targeting the U.S., hoping to sell America’s youth on the attractions of playing games and sharing stories and music through their cell phones. “I must build a strong company,” she says.
Naoteru Miyato
T＆D Holdings总裁兼代表总监
销售：¥2.3万亿日元（232亿美元）;收益：¥367亿日元
No. of Employees: 11,882
作为日本人寿保险行业的41年的退伍军人，Naoteru Miyato在这个部门的省主义中了解完全良好 - 这使他的成就更令人印象深刻。Miyato joined Daido Life Insurance Co. in 1967 after graduating from Tokyo’s Keio University, and rose to become president in 1999. Then he coaxed rivals Taiyo Life Insurance Co. and T&D Financial Life Insurance Co. to merge in stages and form T&D Holdings in 2004. “These firms — Daido from Osaka and Taiyo from Tokyo — are so very different,” he says, “so getting them to join up was hard.” Miyato shares a floor of T&D’s new Tokyo headquarters with the presidents of the three operating companies, which trade under the Taiyo, Daido and T&D Financial brand names. The formula appears to be working, though. Premium income has declined 14 percent over the past four years, but T&D has suffered less erosion than the industry; it ranked fourth in new life policies in the year ended in March with 9.3 percent of the market, just behind Nippon Life Insurance Co. Miyato credits growth areas such as term life, where the company leads the market. “T&D stands for ‘try and discover,’ ” he says.
Terunobu Maeda
Mizuho金融集团总裁兼首席执行官
收入：¥1.66万亿日元（167亿美元）;收益：¥311.2亿日元
员工数量：49,000
Terunobu Maeda在他的桌子上有英语标志，读，“没有借口”。由于在2000年以三元合并后创造了Mizuho金融集团负责人，Maeda已经有足够的时间来提及该标志。2003年，他强加了50％的人削减了自己，并强调了管理层致力于解决银行遗产的债务的承诺。现在，他必须在接触次贷款美国抵押证券的次级抵押贷款证券后获得¥64.5亿日元后备受利润。Maeda没有躲避投资者投诉，但他拒绝在6月股东大会道歉，告诉投资者，管理层没有疏忽，银行业务涉及冒险。1945年出生于九州大分，1945年，Maeda是五个孩子的最大;他在L968中学习了东京大学的法律，加入了Mizuho的成分之一的富士银行。一位以自己的费用为笑话 - 在企业日本的艰难方面 - 马德在被告被称为日本最佳银行首席执行官的机构投资者的调查中笑。亚博赞助欧冠“我是最糟糕的首席执行官，”他反驳道。