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Company-Wide
Initiatives to
Accelerate
Growth

To accelerate growth across the Group as a whole, we are also advancing three additional Key Initiatives for Growth. These are: the Proactive Leverage of M&A, which raises the speed of growth itself; building an organization resilient to a changing environment on the premise of AI, for long-term growth (Build an AI-Native Organization); and Group-wide synergy initiatives to equip the Group with collective strength across businesses (Strengthen a Unified Marketing Infrastructure and Other Group-Wide Synergies).

01

Proactive Leverage of M&A

To accelerate growth, we also make use of an inorganic approach. Prioritizing core growth areas with high potential for synergies, we actively consider M&A targets beyond startups as well. Based on the guidelines regarding investments conscious of the cost of capital, particularly for large-scale investments, we ensure a decision-making process with maximum awareness of capital efficiency, taking into account the specific degree of contribution toward our ROE targets.

Priorities and Basic Approach of M&A

  1. 1

    Core Growth Areas (Sports & Smart Cities / Live Entertainment / IP & Anime-related Businesses)

    • Broadly screening pipelines to evaluate potential opportunities
    • Achieving immediate earnings contributions and mid-to-long-term business value enhancement through value chain completion and leveraging existing strengths
  2. 2

    New Areas

    • Businesses with potential for growth in leaps or significant value creation enabled by AI
    • Focusing on businesses with scalable potential to become a future core business
    • Realizing short-term investment returns while maintaining a high contribution to ROE enhancement as a prerequisite
  3. 3

    Other Existing Business Areas

    • Selective screening based not only on high profitability but also on contribution toward achieving each business's vision
    • Realizing short-term investment returns while maintaining a high contribution to ROE enhancement as a prerequisite
See "Basic Approach to Capital Allocation" (page 45-)
02

Build an AI-Native Organization

DeNA was an early adopter of AI in operations, driving a steady increase in company-wide productivity. AI utilization has permeated all daily operations, not just development, and we are rolling out successful initiatives across the company. The human resources freed up in this way are being drastically shifted toward new ventures and high-yield activities, and we are advancing our transition to an organization optimized for an AI era.

Technology Strategy Evolving Technology Strategy Systematization through Thorough DX From Cloud to AI All-In
See "Technology Strategy" (page 35-)
03

Strengthen a Unified Marketing Infrastructure and Other Group-Wide Synergies

We are accelerating Group-wide synergy initiatives to equip our businesses with collective strength, rather than having each business pursue growth in isolation.
The "DeNA Account," which can be used in common across multiple businesses within our Group, has operated since December 2024, and from 2025 we have been rolling it out sequentially, starting with services provided by the Yokohama DeNA BayStars, such as "BAYSTARS STAR GUIDE."
Going forward, we aim to deepen synergies with various businesses and services across the Group, and to develop this into a marketing infrastructure.

Our Journey of Value Creation
Case Study: GO Inc. Case Study: Sports & Smart City Business Company-Wide Initiatives to Accelerate Growth
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