Dena executives talk about social games: maintaining entrepreneurship through decentralization

Beijing Time October 18 News, Dena chief executive Tomoko Namba said she is not an assertive CEO, but it turns out she can be a good copycat.　　Dena, one of Japan's largest social gaming companies, was founded in 1999, and Namba has been emphasizing the importance of building new business internally, so it largely avoids acquisitions, from internet auction sites to mobile portals to social networking services. However, last week Dena announced the acquisition of Ngmoco. Ngmoco, a mobile gaming developer based in San Francisco, is only two years old and is still in the red.　　It is also the largest takeover case for Dena, which in the past has not yet integrated other companies.　　Namba, a former management consultant at McKinsey, said Ngmoco meets Dena's standards and has a strong management team, a good product line and a platform to run both the iphone and Android. Namba said: "For us, this is a perfect choice, it is important to get the company." I'm not worried about overpayment. Obviously, this is the way we should go. "The Dena Mobile Community" Mobage-town "combines the functions of social networks and web portals, but it is most appealing to simple payment platform features and free gaming."　　The game is free, but the "Mobage-town" 20 million players will buy props for the game.　　But almost all of the users are Japanese, and it is in line with Dena's long-term goal to buy a similar Ngmoco company to go global. Namba says her goal is to get Dena's market value up to 10 times times by March 2015, to $40 billion trillion, and to increase revenue by four times times to $4 billion trillion.　　She hopes eventually the Japanese and overseas revenues will balance. "We want to keep the spirit of entrepreneurship," said Namba, 48 years old. To achieve this, growth is very important. Growth is energy, the pursuit is the key. I prefer to challenge new things than stick to the original mode. "Dena over the past two years, the company's market capitalisation reached 321 billion yen (3.95 billion U.S. dollars), which is bigger than the Japanese video game maker Konami and Square Enix LC, with net sales reaching three times times the same period in the three months ending June 30,　　Net profit grew from 1.78 billion yen to 6.53 billion yen. Analysts say Namba is longer than strategy and will soon lead the company to execute.　　Many companies like to go into every decision, but Namba is not afraid to authorize others. Namba said early in the company that the company is not a single skill organization, empowering others is better. "When young people are talented and empowered, they will be very impressive," he said.　　"Namba owns nearly 15% per cent of Dena, worth 590 million of dollars. Namba says it is making Dena a risky business. She believes that many of Japan's capable people are now afraid of taking risks, so they hide behind large consortia and seek safety. "Unfortunately, I think this is the biggest risk because the Japanese model is not useful everywhere," Namba said. Japanese companies are increasingly introverted and slow, and Japanese industries are losing competitiveness globally. "As an excellent woman, Ceo,namba said she had no sex problems in the Japanese male-dominated business world." "We have more options," she said. Men usually have to do business and do well, women have more space and more freedom. "(Digging the shell net)