Japan's telecommunication markets

(c) 2015 Eurotechnology Japan KK www.eurotechnology.com Japan’s telecom markets (Version 66) July 6 2015
JAPAN’STELECOM MARKETS
Version 66 of July 6, 2015
by Gerhard Fasol PhD, Eurotechnology Japan KK
http://www.eurotechnology.com/
fasol@eurotechnology.com
this is a preview version with selected pages from the full report.
download the full report here:
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1

EXECUTIVE SUMMARY: JAPAN’STELECOM MARKETS
2
• Japan is the most exciting and the most advanced, and very large telecommunications market globally.
• Japan pioneered and brought to market a very large number of technologies, business models and ideas, long before
anywhere else in the world, including mobile internet, mobile music, cameras in phones, mobile advertising, mobile
commerce, 3G, and more.
• In the past, NTT and NTT’s wireless subsidiary, now named Docomo, and KDD (which very successfully restructured
via a series of acquisitions and is today named KDDI) had monopolies on Japan’s telecommunications. However, today
SoftBank is the most rapidly growing Japanese telecommunications company, and has recently overtaken NTT-Docomo
and KDDI in terms of revenues, operating income and net income, and many other KPIs.
• While SoftBank continues to grow aggressively both internally by turning around and growing existing business, and by
acquisitions, NTT-docomo recently withdrew from the Indian market, selling NTT-docomo’s investment in India, and
further withdrawing into Japan
• Japan’s fixed line internet services globally have the highest bandwidth (in many areas 1Gps) at lowest prices and the
highest FTTH penetration. Japan has more FTTH subscribers than all of EU+Iceland+Switzerland+Norway.
• This report explains Japan’s telecom market landscape and its key players quantitatively and qualitatively, displaying data
from our statistical data base graphically in easy to understand figures, and with our analysis.
• We show and analyze latest financial results, subscriber market shares and many other key market data and trends.

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JAPAN’STELECOM MARKETS-VERSION OVERVIEW
4
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Version Date Comments
8 September 19, 2004
10 October 28, 2004
14 May 28, 2005
15 June 21, 2005
17 January 15, 2006
20 August 4, 2006
22 October 10, 2006
23 January 4, 2007
27 June 12, 2007
30 January 17, 2008
31 August 7, 2008
32 August 22, 2008

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33 August 27, 2008
37 January 19, 2009
38 January 21, 2009
39 January 31, 2009
40 February 8, 2009
41 February 12, 2009
43 March 15, 2009
44 April 2, 2009
46 May 18, 2009
50 May 6, 2010
51 December 10, 2010

6
55 January 6, 2011
56 January 20, 2011
57 January 28, 2011
58 October 1, 2012
59 January 15, 2013
60 February 19, 2013 subscriber numbers updated
61 May 6, 2013 Financials for FY2012 added
62 May 12, 2013
63 July 19, 2013
63 March 16, 2014 subscriber data updated
64 May 1, 2014 Docomo results

7
65 May 6, 2014 ﬁnancial data FY to March 2014
66 July 6, 2015 updates and corrections
67
68
69
70
71
72
73
74
75
76

AGENDA - LIST OF CONTENTS
8
- Japan’s telecom industry – overview, key trends for 2015
- e-Japan, u-Japan and national policy
- globalization vs Japan’s “Galapagos Effect”
- the “post Galapagos working group” and its recommendations
- Evolution of Japan’s telecom landscape
- landscape overview and major M&A transactions
- The main players: NTT, KDDI and Softbank
- Financial overview: annual revenues, operating income, net income and investments
- Quarterly ﬁnancial data: quarterly revenues, operating income and net income
- NTT Group, NTT East, NTT West, NTT Communications, NTT Data and NTT docomo
- KDDI
- UQ Communications
- Softbank
- eAccess and eMobile
- Willcom
- Wireless City Planning
- Wireless markets
- Wireless spectrum allocation
- Mobile phone base station deployment for each operator
- Market shares and subscriber numbers and trends for each operator
- Prepaid mobile market
- From birth of internet to legacy: i-Mode, EZweb,Yahoo Keitai
- 3G and 3.5G and LTE in Japan
- From Galake to Smartphones: Mobile phone handset market, monthly sales statistics, and recycle time
- The AU design project: IIDA
- Sweets for teenage girls 
Raku Raku phones for the silver market,Tuka-S: pioneer for the silver market
- Mobile music, LISMO!
- Mobile payments and keitai credit
- FeliCa wallet phones
- MobileTV
- Fixed line markets, FTTH
- FTTH market
- DSL market
- Optical network
- Transition to NGN
- Business cases
- Japan’s telegram market
- Summary

KEYTRENDS FOR 2015
9
• Softbank is aggressively expanding market share in Japan, and global market share. Masayoshi Son said:“I am a man, and I
want to be number one”. Clearly Masayoshi Son is aiming for Softbank to become one of the top, if not Number 1
globally in the telecommunications sector.With his customary midas touch, Masayoshi Son may well achieve, what NTT-
docomo did not achieve with i-Mode: global success based on Japan’s mobile communications developments. Softbank
is reported to aim for additional acquisitions, e.g.T-Mobile of USA, and European operators have also been mentioned.
• Smartphones (ie phones using Apple’s iOS or Google’s Android operating systems) are set to dominate Japan’s mobile
communications market, with currently about 70% of all domestic mobile phones shipped. If iPhones, Samsung, htc, LG
and other non-Japanese mobile phones are included the smartphone shares of handset sales are even higher. Docomo,
KDDI and Softbank offer iPhones.
• With the rapid adoption of smartphones data trafﬁc rises dramatically, leading to accelerated LTE roll-out, and off-load
of data trafﬁc to WiFi networks wherever possible.
• With Softbank acquiring eAccess/eMobile and having become sponsor of Willcom’s rehabilitation and combining both
asY!Mobile, and KDDI acquiring 50% of cableTV company J:COM there is a clear trend to market consolidation with
three players: NTT, KDDI and Softbank. Japan’s General Affairs Ministry hoped to encourage new entrants, however all
new entrants have either failed, or were acquired, or operate with investment and under the wings of one of the three
dominating companies.
• eAccess/eMobile and Willcom will be combined, formingY!Mobile, and sold toYahoo KK, thus eAccess/eMobile and
Willcom will remain within the wider Softbank group.

MAJOR RECENT M&ATRANSACTIONS (1)
10
Acquirer
Acquired
company
Value Date Comments
Softbank Vodafone-Japan US$ 15 billion March 17, 2006
accelerated
Softbank’s entry
into mobile
communications
Softbank SPRINT US$ 20 billion Oct 2012
Softbank acquired
approx. 90% of
SPRINT (subject to
negotiations...)
Softbank eAccess/eMobile US$ 2 billion Oct 2012
Softbank
preempted
acquisition attempt
by KDDI
KDDI and
Sumitomo
J:COM (Jupiter
Telecom), JCN
US$ 7 billion Oct 2012
KDDI, Sumitomo
switch from
competition to
cooperation

MAJOR RECENT M&ATRANSACTIONS (2)
11
Acquirer
Acquired
company
Value Date Comments
Yahoo KK eAccess + Willcom
YEN 324 billion
(US$ 3.2 billion)
summer 2014
Yahoo KK is part of
SoftBank group.
YEN 55.7 bill gain
for SoftBank
SoftBank GungHo
Softbank increases
shareholding from
33.6% to 58.5%
March 25, 2013 Tender Offer
SoftBank and
GungHo
SuperCell
US$ 1.53 billion for
51% share holding
October 15, 2013
SoftBank: $ 1.224
million (80%)
GungHo: $ 306
million (20$)
SoftBank BrightStar
US$ 1.26 billion for
57% shareholding
Oct 2013
CEO Marcelo
Claure appointed
to SoftBank Board

E-JAPAN AND U-JAPAN
AND
NATIONAL POLICY
12

E-JAPAN ANDTHE IT STRATEGY HEADQUARTERS
• Until the end 1990s, Japan’s internet pricing and availability was behind the US and Europe: internet
access was with dial-up, ISDN and priced per minute, leading to huge monthly bills even for moderate
internet use, preventing the development of internet.
• Japan had the highest internet access charges compared to almost all developed countries.
• Japan’s leaders recognized that national competitiveness was at stake and took action.
• In July 2000, the “IT Strategy Headquarters” were formed, which produced the “e-Japan” policy goals
within three months and announced them in September 2000:
• provide low cost internet access within 1 year (i.e. 2001)
• build the world’s most advanced internet networks within 5 years (i.e. 2005)
• These goals were achieved in time.
• Japan is not resting on these laurels, but instead is raising the bar; encouraged by the successes of the “e-
Japan” policies, Japan has formulated even more ambitious “u-Japan” goals (“u” stands for ubiquitous IT).
13

I-JAPAN 2015:
DIGITAL INFRASTRUCTURE
• Measures
• Broadband infrastructure
• national broad band mobile access in excess of 100 Mbps
• Universal connections (individuals, families, libraries, schools etc).Adoption of IPv6
protocol
• Devices for easy access
• National Strategy on Information Security
• Infrastructure for distribution and utilization of digital information
• Development of digital fundamental technologies
19

IPHONE AS ATURNING POINT
• Before the iPhone, Japan was clearly the global leader in mobile internet and wireless
communications, lead by the early introduction of iMode in 1999, by heavy investments in the
ﬁrst global roll-out of 3G, and early roll-out of GPS, and mobile payments and mobile cash.
• Much of this innovation was closed inside Japan, and did not succeed to gain global acceptance.
• Japan’s telecom industry was blind-sided by the introduction of the iPhone and iPad.
• Japan’s telecom industry is still very advanced with some of the best networks and the best
roll-out and integration into society of advanced services, however, the momentum for the
moment has passed to iPhone/iPad and Goggle’s Android system and other players such as
RIM/Blackberry, and also NOKIA.
• Japan’s momentum passed from technology driven NTT and KDDI to business driven
SoftBank, which has now overtaken both NTT and KDDI by most KPIs.
20

JAPAN-THE MOBILETIME MACHINE (PRE IPHONE)
21
Services, technologies Japan EU
3G 2001 2003/2004
HSDPA (3.6 Mbps, 7.2 Mbps) Nov 28, 2003 2006
Packet Switched Networks March 28, 1997 (DoPa = DoCoMo Packet) 2000
Mobile internet (i-Mode) on packet switched network February 22, 1999 2005/2006, true penetration after iPhone release 2007
SMS 1997 1995
Mobile email 1999 2002
Camera phones November 2000 2002
Clamshell phones 2000 2002
Apps on mobile phones (JAVA) January 2001 true penetration after iPhone release 2007
DigitalTV for mobile phones November 2005 (OneSeg)
Mobile money, wallet phones January 2004 maybe 2013 or later
Full songs for mobile phones 2002 2004, true penetration after iPhone release 2007
QR, 2D bar codes for mobile phones August 2002 2007-2008
LTE December 24, 2010 (DoCoMo) 2010
iPhone disruption -> smartphones 2008 USA (Apple + Google/Android) 2007 USA (Apple + Google/Android)

HOW DID JAPAN’STELECOM INDUSTRY BECOME ONE OF
THE WORLD’S MOST COMPETITIVE? (1)
• Until not so long ago:
• National telecommunications monopoly:
• NTT -> “Push-Phone charge”(for the upgrade from mechanical rotating wheel phones…) was collected by NTT well into
the 2000s, many years after the last mechanical phone and mechanical exchange has disappeared
• Everyone needs to buy a “Telephone-right” to use a ﬁxed line phone, price of telephone right =YEN 72,000 (US$ 700)
• International telecommunications monopoly:
• KDD -> ﬁrst minute =YEN 500, second minute =YEN 300 etc
• Call-back companies undercut KDD’s monopoly
• Japanese government asks US Embassy to stop the “crime” of undercutting KDD’s monopoly
• US does nothing
• Monopolies starts to crumble
• People predicted the bankruptcy of KDD, however, KDD (now KDDI) became one of the most amazing turn-round stories
(for details see: http://www.eurotechnology.com/store/kddi/ )
22

HOW DID JAPAN’STELECOM INDUSTRY BECOME ONE OF
THE WORLD’S MOST COMPETITIVE? (2)
23
Internet
• Japanese government ‘s telecom policies, and NTT’s plans for linear and traditional telecom development, were interrupted by
the sudden appearance of the internet
• First Japanese ISP license to a foreigner
• (Roger Boisvert:“it is easier to take away the license from me as a foreigner”…)
• Individuals took the initiative
• Internet recognized as driver for growth - national plan to introduce local optical ﬁbre access
• Today Japan is at the forefront of internet development, Softbank/YAHOO is driving broadband local access initially against
NTT’s ISDN interests
• The “E-Japan” initiative brought Japan to the forefront of internet and ecommerce globally and is followed by the “u-Japan”
initiative
Foreign direct investment as additional driver
• Early investments:AT&T forms AT&T-JENS, BritishTelecom and AT&T invest in Japan-Telecom and later sell these stakes to
Vodafone
• Cable & Wireless acquires IDC -> Cable & Wireless IDC (later acquired by SoftBank, now SoftBank-IDC)
• Vodafone acquires JapanTelecom (including J-Phone) from the JR-Railway companies
• Ripplewood acquires Japan-Telecom fromVodafone and sells it to Softbank
• Carlyle and Kyocera acquire DDI-Pocket from KDDI (now renamed Willcom)
• SoftBank acquiresVodafone KK, endingVodafone’s engagement in Japan

GLOBALIZATIONVS JAPAN’S
“GALAPAGOS EFFECT”
24

JAPAN’S “GALAPAGOS EFFECT”
• “Galapagos effect” is a term which has been used since about 2005 even by Japanese Government to describe a
situation, where Japanese companies develop new technologies, and bring new services and business models to
Japan’s market, but fail to capture global value.
• The term “Galapagos effect” is often used to characterize Japan’s pioneering development of mobile internet and
mobile internet phones starting with DoCoMo’s i-Mode in 1999, while Japanese mobile phone handset makers
failed to capture global market share.
• Another similar example is electronic money and mobile payments, which Japan introduced much earlier than
other countries, but where Japanese companies failed to make global impact or capture global value.
• Recently this term is used much more broadly in many areas, and is also used to characterize the current crisis of
Japan’s electronics industry, especially SONY, SHARP and Panasonic.
25

JAPAN’S “GALAPAGOS EFFECT”
• DoCoMo’s pioneering mobile data service i-Mode started on February 22, 1999, about 14 years ago, and was soon
followed by KDDI/AU’s Ezweb and J-Phone’s Jsky mobile data services. Japan’s mobile phones at that time were far in
advance of mobile phones anywhere else in the world, and a wide range of mobile data services emerged.
• DoCoMo attempted to build a global business based on i-Mode, and Japan’s mobile phone makers and content businesses
hoped to build on DoCoMo’s global expansion.This attempt collapsed and failed, and DoCoMo wrote off about US$ 10
billion (investments in AT&T Wireless, KPM-Wireless, Hutchison Whampoa) during 2002-2003 as a consequence, leading to
net losses of US$ 10 billion. Japan’s mobile phones where the most advanced during this time, while Japan’s handset makers
failed to capture global market share with these “galake” phones.Today Japanese makers global market share is 5% or less,
and essentially restricted to Japan.
• It took until about 2008 – about 6 years – for this situation to sink in, and today even Japan’s Government and many press
articles and books are discussing the “Galapagos Effect”.
• “Galapagos effect”: on Galapagos islands many fantastic exotic species exist, which cannot survive in other parts of the
world. Similarly, when people talk about the “Galapagos effect”, they refer to beautiful technologies and business models
such as i-Mode, where globalization has been attempted but which failed.
26

REASONS FOR JAPAN’S “GALAPAGOS EFFECT”
• Reasons for Japan’s “Galapagos effect” include:
• Domestic Japanese companies focused on Japan only:“created by Japan, for Japan and of Japan, and
Japan is the crux of the issue” (JunkoYoshida, Journalist for EE-Times about Renesas and Renesas-
Mobile in the article entitled “Free Renesas from its golden cage called Japan”)
• (Temporarily) protected markets in Japan. e.g. Japanese mobile phone makers were almost exclusive
suppliers to Japan’s mobile phone operators. Missed the paradigm shift from “Galapagos Keitai” (=
Galakei) feature phones (using mainly Nokia’s Symbian OS) to smart phones (iPhone and Android
phones). Missed opportunities to grow business outside Japan.
• Lack of focus. Japanese electrical makers are spread very thinly over very many business areas at very
low or zero margins, and do not achieve global impact on any.
• Lack of diversity. Boards, management and employees are almost exclusively Japanese, therefore cannot
understand markets outside Japan in depth, and therefore miss important market trends, such as smart
phones. Lack of diversity reduces creativity and management quality. IMD President DominiqueTurpin
said “You can argue that the strength of Japanese culture, in terms of homogeneity, is also a weakness”
27

THE “POST-GALAPAGOS WORKING GROUP”
• The “Post-Galapagos Committee” has been convened and is
chaired by one of the three creators of i-Mode,Takeshi
Natsuno, and the author of this present report is the only
non-Japanese member working on this committee.
• Purpose of the “Post-Galapagos Committee” is to call
attention among Japanese leadership on changes necessary
in industry structure and thinking to enable more global
business to be built based on Japan’s advanced technologies
and content, and to encourage entrepreneurship.
28

“POST GALAPAGOS STUDY GROUP”
25 JAPANESE LEADERS + 1 FOREIGNER (GERHARD FASOL) WORKING
FOR ONEYEAR ON CONCEPTSTO OVERCOME JAPAN’S
29
see the article from ACCJ-Journal
http://www.eurotechnology.com/2013/10/07/galapagos/

RESULTS OFTHE GALAPAGOS WORKING
GROUP
• Recommendations to:
• telecom operators
• equipment makers
• content companies
30

FIVE RECOMMENDATIONSTOTELECOM
OPERATORS
• Japan’s telecom sector should recognize the global business potential of its advanced
technologies
• Japan’s communication terminal makers should acquire global marketing power and
cost competitiveness
• Japan’s communication terminal makers should understand that hardware, software
and services cannot be separated
• Japan’s communication industries should introduce diversity in their management
ranks
• Japan’s communication carriers should decide whether they expand overseas
depending on their long term strategy
31

SEVEN RECOMMENDATIONSTO
ELECTRONICS MANUFACTURERS
• Reshape the conglomerates
• Structural reform: withdraw from unproﬁtable business, focus on growth businesses
• In cases of overwhelming Japanese market share, make best use of cost reductions, and create
a strategy for overseas business development
• Strengthen the branding of Japanese technology
• Because of increasing modularization it is difﬁcult to enclose (black box) technology. It is
necessary to integrate technology and create services.
• It is necessary to create mechanisms and markets to evaluate and support novel technologies
• For innovation to emerge, it is necessary to educate and develop intermediaries (connectors)
between research and business
32

RESULTS OFTHE GALAPAGOS WORKING GROUP:VISION
OF RESTRUCTURING JAPAN’S ELECTRICAL COMPANIES
33
company A company B company C company D company E
TVs
batteries
solar cells
power stations
rice cookers
white goods
air conditioners
base stations
mobile phones
trains
For historic reasons combined with a low acceptance of M&A, Japan’s electrical conglomerates (Panasonic, Hitachi, Fujitsu etc) each are
thinly spread over a very large number of business areas. None of these business areas is typically large enough to have global impact,
and the necessary global market share to achieve high margins.
We believe it is necessary to restructure Japan’s electrical sector, from thinly spread conglomerates to narrowly focused companies.
Such restructuring has been done successfully for many companies in Germany, e.g. Germany’s chemical and pharmaceutical sector.

RECOMMENDATIONSTOTHE CONTENT
SECTOR
• Globalize
• Value real life, make real life more pleasant
• Improve and strengthen market communication and branding
• Soft power strategy
• Create global soft-power from Japanese lifestyle
• Keywords:“interesting high-tech”, fashionable high-tech”
• Create platforms similar to Disney
34

EVOLUTION OF JAPAN’S
TELECOM LANDSCAPE
35

THETHREE MAIN
PLAYERS
42

JAPAN’STHREE MAJORTELECOM OPERATORS FY 2014
43
Tokyo Stock
Exchange Code
FY 2014 sales
(ends March 31,
2015)
FY2014 net proﬁt
(ends March 31,
2015)
market cap
(July 3, 2015)
NTT 9432
¥ 11095 billion
US$ 90 billion
¥ 518 billion
US$ 4.2 billion
¥ 10,190 billion
US$ 83 billion
NTT docomo 9437
¥ 4383 billion
US$ 36 billion
¥ 410 billion
US$ 3.4 billion
¥ 9852 billion
US$ 80 billion
KDDI 9433
¥ 4573 billion
US$ 37 billion
¥ 428 billion
US$ 3.5 billion
¥ 7966 billion
US$ 64.8 billion
Softbank Group 9984
¥ 8670 billion
US$ 70.6 billion
¥ 764 billion
US$ 6.2 billion
¥ 8603 billion
US$ 70.7 billion

ANNUAL NET INCOME
49
• Clearly visible is the huge US$ 10 Billion hole in DoCoMo’s net proﬁts around 2002, due to DoCoMo’s failed attempt to build a
global business by investing in several companies around the globe including AT&T, KPN, and Hutchison/Three.Almost all of
Docomo’s international investments had to be written off. NTT-Docomo also withdrew from theTATA investment in India.
• SoftBank’s operating proﬁts have overtaken both NTT-Docomo’s and KDDI’s in size. Softbank’s successful acquisition (2006) and
turn-round ofVodafone-Japan is clearly visible.With the integration of Sprint, Gung-Ho, and SuperCell, SoftBank’s net income has
risen dramatically over the recent years. 
1997 1998 1999 2000 2001 20022003200420052006200720082009 2010 2011 2012 2013 2014 2015
0
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2000netincome(YENbillion)
US$ 5 billion
US$ 10 billion
US$ 15 billion
Annual net income of Japan's mobile operators
DoCoMo
SoftBank
KDDI
Vodafone
(c)2015EurotechnologyJapanKK
www.eurotechnology.com

NET INCOME
52
• SoftBank has overtaken both NTT-Docomo and KDDI in terms of net income
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KDDI
SoftBankVodafone Japan
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US$ 6 Bill
US$ 8 Bill
iPhone
SoftBank
July 11, 2008
iPhone 4S
KDDI
Oct 14, 2011
i-Mode
Feb 22, 1999
iPhone 5
Softbank+KDDI
Sept 21, 2012SoftBank acquires
Vodafone KK
March 17, 2006

QUARTERLY
FINANCIAL RESULTS
56

NET INCOME
59
• SoftBank’s net income (after tax) is positive since the July-September 2005 quarter. SoftBank’s net income was held back by servicing
the substantial debt from theVodafone-Japan acquisition.With the introduction of iPhone on July 11, 2008, and with the pay-down of
the debt from theVodafone-Japan acquisition, Softbank’s net income is increasing steadily, and has overtaken both Docomo’s and
KDDI’s net income on an annual basis.
• Back in 2005-2007 NTT-docomo’s net income was continuously falling, and NTT-docomo risked to fall into losses if the trend
continued. NTT-docomo succeeded to stabilize the net-income situation via cost-cuts (including equipment costs), as well as
increasing proﬁtability via additional services such as mobile ecommerce services.
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iPhone
SoftBank
July 11, 2008
iPhone 4S
KDDI
Oct 14, 2011
Quarterly net income/loss of Japan's mobile operators
DoCoMo
KDDI
SoftBank
Vodafone-Japan
US$ 1 Billion
US$ 2 Billion
iPhone 5
Softbank+KDDI
Sept 21, 2012
SoftBank acquires
Vodafone KK
March 17, 2006

NTT GROUP
62

NTT
64
Founded April 1, 1985 as a result of privatizing the nationally owned telephone operations
One on of the world’s largest telecommunications companies
Largest share holder:The Government of Japan
Discussions about reform of the group structure are continuing
Major NTT Group companies:
• NTT Communications (100% owned by NTT)
• NTT East (100% owned by NTT)
• NTT West (100% owned by NTT)
• NTT DoCoMo (65.3% owned by NTT)
• NTT Data ( 54.2% owned by NTT)
• Other NTT Group companies
• NTT Business Associe
• NTT Electronics
• NTT AdvancedTechnology
• NTT Facilities
• NTT Leasing
• NTT Urban Development
• NTT Advertising
• NTT Comware
• NTT Software
• NTTAFTY
• NTT Resonant
• and many more

NTT DOCOMO
70

NTT docomo docomo = do communications over the mobile network
Founded
August 14, 1991 as NTT Mobile Communications Planning Co.
April 1992 named NTT DoCoMo, July 1993 split from NTT
Founder
Headquarters Tokyo
Stock Exchange
TokyoTSE 9437 (IPO: October 22, 1998),
NYSE: DCM (IPO: March 2002), LSE: NDCM (IPO: March 2002)
Consolidated sales YEN 4240 Billion (US$ 47.5 Billion) (FY2011, ended March 31, 2012)
Number of employees 23,289, consolidated (March 2012)
Major share holders
NTT (66.65%) (since Japan’s Ministry of Finance owns 32.6% of NTT,
the Ministry of Finance owns 21.7% of NTT docomo via NTT)
Major business areas mobile communications

DOCOMO
72
For details see our report on NTT-Docomo: http://www.eurotechnology.com/store/docomo/

KDDI + OKINAWA
CELLULAR
73
For details see our report on KDDI:
http://www.eurotechnology.com/store/kddi/

KDDI DESIGN STUDIO
81
On March 4, 2005 KDDI opened
the “KDDI Designing Studio” in
Tokyo’s fashion district Harajuku.
The purpose of the “KDDI
Designing Studio” is:
•Promote the KDDI brand
•Collect customer feedback

UQ COMMUNICATIONS
(KDDI)
82

SOFTBANK
87
more about SoftBank: http://www.eurotechnology.com/store/softbank/

Softbank
Founded September 3, 1981
Founder Masayoshi Son
Headquarters Tokyo, Shiodome
Stock Exchange TokyoTSE 9984 (IPO: July 22, 1994)
Consolidated sales YEN 3202.4 Billion (US$ 35.9 Billion) (FY2011, ended March 31, 2012)
Number of employees 21,858, consolidated (March 2012)
Major share holders Masayoshi Son (21.4%)
Major business areas ﬁxed and mobile/wireless communications and data services

MASAYOSHI SON
89
• Similar to Bill Gates’ role as Founder and long-time leader of Microsoft, Masayoshi Son is the founder and leader of the
SoftBank Group of companies.
• Masayoshi Son was born on August 11, 1957 inTosu (Saga-Prefecture Japan) with Korean nationality and of Korean
origin. Son became a naturalized Japanese citizen later in life.
• According to FORBES Magazine, Masayoshi Son is worth about US$ 7 Billion, and it is largely Masayoshi Son’s
reputation and track record, which was essential to obtain the US$ 15 billion ﬁnance for SoftBank to acquireVodafone
KK in March 2006.
Short personal history
• August 11, 1957, Born inTosu (Saga Prefecture, Japan) with Korean nationality
• Around 1972: Met with McDonald’s Japan Founder and CEO, Den Fujita, who recommended Son to learn English and
to study in the USA
• 1973, at age 16 moved to San Francisco, went to high-school in San Francisco
• Enrolled at University of California in Berkeley in Economics
• Invented and patented translation device, and sold patent rights to SHARP Electronics for US$ 1 million (later used by
SHARP for the Wizard series of SHARP PDAs)
• Imported Space Invaders arcade game machines from Japan to the UC Berkeley Campus.
• 1980 Graduated with BA in Economics from Berkeley
• Founded Unison in Oakland, CA (acquired by Kyocera)
• 1981 returned to Japan, and founded SoftBank Capital
• 1995 acquired 37% ofYAHOO, buildsYAHOO-Japan, and acquires controlling interest in e-Trade
• 1996 acquired COMDEX and KingstonTechnology
• 2001 based on acquisition ofTokyo-Metallic, foundsYAHOO-BB, which becomes Japan’s leading ADSL broadband
internet provider
• Campaigns for several years to obtain mobile operator license in Japan, which he is granted in December 2005
• March 17, 2006: agrees withVodafone plc to acquireVodafone KK
• October 1, 2006:Vodafone KK renamed SoftBank Mobile KK and trading under the brand “SoftBank”.
• October 2012: acquired eAccess/eMobile and SPRINT for Softbank

VODAFONE JAPAN > SOFTBANK MOBILE
98
•On Friday, March 17, 2006 SoftBank andVodafone announced the sale ofVodafone KK (Vodafone’s Japan operations) to the SoftBank
group.
•On Monday, March 20, 2006 SoftBank moved Headquarters fromVodafone-Japan’s former Atago-HQ to Softbank’s Shiodome HQ,
and started the turn-round
•During Summer 2006Vodafone’s brand was changed to Softbank.

VODAFONE JAPAN > SOFTBANK MOBILE
99
•On Friday, March 17, 2006 SoftBank andVodafone announced the sale ofVodafone KK (Vodafone’s Japan operations) to the SoftBank
group.
•On Monday, March 20, 2006 SoftBank moved Headquarters fromVodafone-Japan’s former Atago-HQ to Softbank’s Shiodome HQ,
and started the turn-round
•During Summer 2006Vodafone’s brand was changed to Softbank.

EACCESS, EMOBILE
(NOW MERGED WITH WILLCOM
AND RENAMEDY!MOBILE)
100
more about eMobile and eAccess: http://www.eurotechnology.com/store/emobile/

DR SACHIO SEMMOTO
101
While SoftBank is driven by Masayoshi Son, eAccess and eMobile are
driven by serial mega-entrepreneur Sachio Semmoto.
In contrast to SoftBank’s Masayoshi Son who was financially
independent since his student days by selling a patented invention,
Sachio Semmoto intially worked several years at Japan’s
telecommunications giant NTT, before becoming an entrepreneur as
co-founder of the new telecommunications company DDI, which today
is part of KDDI. Semmoto had a leading role in building DDI in record
time, leading to an IPO. DDI was later acquired by KDD - the resulting
merged company changed the name to KDDI, reflecting the merger of
KDD with DDI (for an overview of KDDI, including the M&A history,
see: http://www.eurotechnology.com/store/kddi/ ).
Short personal history
NTT: developed fibre optic systems
1974-1980: Japan’s representative to the ITU on optical fiber and ISDN
Kyocera Corporation
Co-Founder of DDI Corporation (today part of KDDI),
IPO onTokyo Stock Exchange
Merged with KDD, the resulting company named KDDI
Professor at Graduate School of Business Administration of Keio
University
November 1999: founded eAccess
October 2003: IPO on Mothers
November 2004:Tokyo Stock Exchange, First Section

WILLCOM
(NOW MERGED INTO
Y!MOBILE)
107

PHS ANTENNAS
110
•Photo shows a PHS base station used by the now defunct ASTEL PHS operator.
•PHS was initially developed around 1989 by NTT Laboratories as a wireless local loop access system for IDSN type circuit switched
local loop access.
•at it’s peak PHS was used in Japan by DoCoMo,Astel, and several other operators, in China for low cost mobile communications and
in several countries in South America.

WIRELESS CITY
PLANNING
113

Wireless City Planning
Founded June 11, 2010
Founder Masayoshi Son
Headquarters Tokyo
Stock Exchange -
Consolidated sales -
Number of employees -
Major share holders
Advantage Partners 50%
Softbank 30%
Major business areas
mobile communications based on 110Mbps AXGP (Advanced
eXtended Global Platform) 4G network, compatible withTD-LTE

WIRELESS MARKETS,
MOBILE COMMUNICATIONS
117

SPECTRUM ALLOCATION
AND MOBILE BASE STATIONS
118

RADIO SPECTRUM ALLOCATION FOR
MOBILE COMMUNICATIONS
119
Radio spectrum allocation in Japan is decided by the General Affairs Ministry in process including public input through
open submission and advisory committees of experts.
Recently the General Affairs Ministry has decided on a policy of ﬂexible frequency band re-allocation to react to changes
of usage and technological advances and in particular the new needs for 3G, 3.5G, 4G wireless communications an other
kinds of wireless communications such as wireless LAN etc.
The ﬂexible policy includes the principle, that underused frequency bands should be reallocated, and the costs of
transition of previous users shall be paid out of a type of tax on new more needy users, who present a better social an
economic case than previous users.
In principle, several sections of the spectrum are under review. In particular, at present (during 2004-2005) the 800MHz
band allocation is under review. Preliminary announcements have been made by the General Affairs Ministry and lead to
strong worded discussions between the different interested parties. In particular,“new entrant” Softbank is arguing
strongly to obtain more radio spectrum in the “Platinum” 800MHz band for new 4G services - Softbank was recently
awarded “Platinum band” spectrum.

NOTE.
120
Note that the radio spectrum and base station data are of November 2010, and there have been some changes in
spectrum allocation and base station roll-out since that date.
We are currently working on updating this section, and the updated data will be included in one of the following editions
of this report shortly. Make sure you subscribe to this report series, then we will send you the updated versions while
your subscription is current.
Subscribe here:

SPECTRUM ALLOCATION AND BASE STATIONS FORTHE
1.4-2.7 GHZ BANDS
123
•This ﬁgure shows the number of base stations deployed by Japan’s mobile operators in different licensed spectrum bands
•Width of bands shows actual spectrum widths, for both up- and down-link. Height of bands shows the total number of base stations
deployed in all of Japan. Note that details of spectrum usage differs for different geographic regions of Japan with the highest number of
base stations deployed in the Kanto (Tokyo) region.
•Willcom’s next generation PHS system has been transferred into Softbank controlled Wireless City Planning Corp. 
1400 1500 1600 1700 1800 1900 2000 2100 2200 2300 2400 2500 2600 2700
100
500
1000
5000
10000
50000
100000
frequency MHz
Basestations Base stations vs spectrum allocation status Nov. 2010
DoCoMo
wCDMA
DoCoMo wCDMA LTE
KDDI AU
SoftBank
SoftBank
eMobile
Wireless City Planning
local WiMax
UQ
PHS
c2011EurotechnologyJapanKK

MOBILE PHONE BASE
STATION DEPLOYMENT
126

HOW MANY REPEATERS AND BOOSTERS ARE INSTALLED?
137
•End 2006, SoftBank started to roll-out about 120,000 boosters and repeaters to improve coverage.With ramp-up of full base-stations
SoftBank is reducing the number of boosters
•DoCoMo and KDDI use a much smaller number of repeaters and boosters 
Jul 2006 Jan 2007 Jul 2007 Jan 2008 Jul 2008 Jan 2009 Jul 2009 Jan 2010 Jul 2010
0
20000
40000
60000
80000
100000
120000
boosters,repeaters
Cellular boosters,
repeaters, IMCSs in Japan
DoCoMo
KDDI AU
SoftBank 3G
eMobile

FEMTO-CELLS
139
Softbank announced femto-cells on March 28, 2010.
As of Sept 2010, Softbank had 54,000 applications for femtocells.
Softbank’s femto-cells are produced by Ubiquitisys.
Softbank gives the femto-cell equipment free of charge to customers.
Calls and data services handled by the femto-cell are routed through
the customers ADSL or FTTH connection, thus effectively extending
Softbank’s network. Customers pay for there wireless data and voice
connection, so Softbank can expect to receive increased air charge
revenues because customers will use the network more often with
better connection.

HOW MANY PHS BASE STATIONS ARE INSTALLED?
140
•Willcom (formerly DDI Pocket) operates about 180,000 PHS basestations
•Willcom is the only operator still using the PHS system. DoCoMo used to operate a PHS system with another 200,000 base stations,
however DoCoMo’s PHS system was shut down in 2008, and the base stations were dismantled and are not included in the ﬁgure
above.
•During 2010 Willcom came under bankruptcy protection:Willcom was facing declining subscriber numbers and pressure on prices,
while at the same time having to invest heavily into next generation PHS systems.
•Softbank has been appointed the bankruptcy rehabilitation partner, so effectively Willcom has become part of the SoftBank Group.
For more details see our Softbank report: http://www.eurotechnology.com/store/softbank/  
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
0
50000
100000
150000
200000
numberofPHSbasestations
PHS base stations in Japan DDI Pocket, Willcom
does not include DoCoMo's terminated PHS system

FROM GROWTHTO
SATURATION AND BATTLE
FOR MARKET SHARES
141

MARKET SHARES FEB 2014VS.APRIL 2013
149
•Current market shares are:
•DoCoMo: 40.8% (decreased from 42.0% in April 2013)
•Softbank (including eMobile,Willcom,Wireless City Planning): 30.3% (vs. 29.3% April 2013)
•KDDI (including UQ): 28.9% (vs. 28.7% in April 2013) 
DoCoMo 42.0
KDDI UQ 28.7
UQ
SoftBank eM Willc WSP 29.3
eMobile
Willc.WSP
Mobile Operator group market shares April 30, 2013
DoCoMo 40.8
KDDI UQ 28.9
UQ
SoftBank eM Willc WSP 30.3
eMobile
Willc.WSP
Mobile Operator group market shares February 28, 2014

MONTH-TO-MONTH BATTLE FOR SUBSCRIBERS
153
•Since 2010, Softbank won the race for acquisition of new subscriptions almost every month.
•DoCoMo currently (2013) does not offer iPhones, so subscribers who want iPhones need to leave
DoCoMo for Softbank or KDDI. 
Net growth month of subscriptions
DoCoMo
KDDI
SoftBank
eMobile
Willcom
UQ
WCP
iPhone 4S
SoftBank KDDI
Oct 14, 2011
iPhone 5
Softbank KDDI
Sept 21, 2012
Jan 2010 Jan 2011 Jan 2012 Jan 2013 Jan 2014 Jan 2015
100000
0
100000
200000
300000
400000
500000
600000
700000
netgrowthmonth

PREPAID MOBILE
157

JAPAN’S PREPAID MOBILE PHONE MARKET
158
While in Italy about 90% of mobile phones are prepaid phones, in Japan less than 1% are prepaid
mobile phones.
Prepaid phone users are predominantly “credit challenged” people
DoCoMo has only 36,400 prepaid users, less than 0.2% of all subscribers, and DoCoMo has
announced that it will discontinue prepaid services
DuringVodafone times, Japan’s government coalition has announced that it is working on a law which
will forbid prepaid phones.This plan was then softened down, and more strict identity checks for
people registering prepaid mobile phones were introduced. It was made illegal to pass registered
phones to others.
Prepaid phones are said in Japan to be much used for crimes such as the “ore-ore” crime, where
someone phones pretending to be a relative in dire need with severe consequences, unless an
amount of money is paid into a certain bank account (usually an account where the account holder
cannot be identiﬁed easily)

159
Japan’s prepay market is very small, less than 1% of the total mobile phone market, and shrinking.
Currently SoftBank has the largest part of the prepay market, but places no importance on increasing the prepay market
A large part of SoftBank’s prepay users had 2G phones.Therefore there is a sharp decrease of prepay users in April 2010, when
Softbank switched off the 2G network. Prepay user numbers have slowly recovered since April 2010.The slow recovery shows that
those prepay users who’s 2G phones became useless from April 2010, did not miss these phones very much, otherwise there would be
a much faster recovery of prepay phones 
Jan 2007 Jan 2008 Jan 2009 Jan 2010 Jan 2011 Jan 2012 Jan 2013 Jan 2014
0
500000
1000000
1500000
2000000
2500000
3000000
prepayphones
Prepay phones in Japan
eMobileSoftBank
KDDI TuKa
KDDI AU
DoCoMo

160
Softbank has the largest share of the very small and shrinking prepay market in Japan 
2007 2008 2009 2010 2011 2012 2013 2014 2015
0
500000
1000000
1500000
2000000
subscriptions
Prepaid mobile phones in Japan
DoCoMo
AU
TuKa
SoftBank
eMobile

FROM BIRTH OF MOBILE
INTERNETTO LEGACY: IMODE,
EZWEB,YAHOO-KEITAI
161

I-MODE IN A NUTSHELL
164
•i-Mode was an essential part of Japan’s social and economic infrastructure - until smart-phones and
app’s, and social media (FaceBook,Twitter etc) replaced it.
•Most Japanese people depend on a DoCoMo, KDDI/au/EZweb, Softbank) phone for a big part of
their everyday communication, information, transaction and entertainment needs and pleasures.
•i-Mode was the model forVodafone Live! (nowYAHOO!-keitai in Japan), KDDI’s EZweb services,
and today’s iPhone and Android app-stores have many elements of i-Mode.
Menu-List Weather & News
Weather
i-Menu
(Macromedia
Flash Format)
inside Camera
for video-calls and
self/group-portraits

LTE, 4G IN JAPAN
165

3G IN JAPAN
169

TRANSITION FROM 2G/PDCTO 3G
171
Japan’s last 2G phones were shipped in December 2007. Since January 2008 no more 2G handsets have been shipped in Japan.
All 2G networks have been switched off, and all mobile phones in Japan today are either 3G or LTE phones, or PHS handsets. 
3G subscr. total
2G subscr. total 3G phones shipped total
2G phones
shipped total
10
20
30
40
50
60
70
80
90
100
Jan 2001 Jan 2002 Jan 2003 Jan 2004 Jan 2005 Jan 2006 Jan 2007 Jan 2008 Jan 2009 Jan 2010 Jan 2011 Jan 2012
shipmentssubscriptionsasoftotal
mobile phone shipments and subscriptions in Japan

FROM “GALAKE”TO
SMART PHONES
173

CELL PHONE SALES (JAPANESE MAKERS ONLY)
175
Figures shows monthly sales of cell phones in Japan (Japanese makers only are included here: NEC-Infrontier, NEC-Casio Mobile
Communications, Casio, Kyocera, Sharp, Sony, Panasonic-Mobile Communications, Hitachi, Hitachi-International, Fujitsu)
Non-Japanese makers (Samsung, htc,Apple, LG, etc) are not included in the ﬁgures above (we are planning to include foreign makers in
future editions of this report).
Change of the sales models (conversion to installment payment plans) led to a drop of sales in autumn 2008 down to 1 million phones/
month, followed by partial recovery to between 2-3 million phones/month currently. 
Due to the success of Samsung and other Android phones, and Apple’s iPhone, the number of Japan-made cellphones and smartphones
is rapidly shrinking and may disappear altogether in the near future. Between 2008 and 2014, the number of Japanese cell phones and
smartphones sold dropped from about 5 million devices/month to about 1 million devices/month.
cellphones
PHS
smart phones
Japan: mobile phones delivered per month
Japanese makers only
Jan 2002 Jan 2004 Jan 2006 Jan 2008 Jan 2010 Jan 2012 Jan 2014
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
mobilephonesdeliveredmonth

THE AU DESIGN
PROJECT - IIDA
182

AU DESIGN PROJECT:
TALBY BY MARC NEWSON
189

SWEETS FORTEENAGE
AND SUB-TEENAGE GIRLS
190

PHONES FOR MARKET SEGMENTS.“SWEETS” FOR
TEENAGE AND SUB-TEENAGE GIRLS
191
Colors:
cassis mousse
vanilla beans
mango pudding
“Sweets” include software for
13-15 year old school girls, e.g.
school and homework time
tables etc

PHONES FOR MARKET SEGMENTS.“SWEETS”
FORTEENAGE AND SUB-TEENAGE GIRLS
192

STYLE-UP PANELS
193
•style up panels for “galake”
• covers for smart phones

RAKU-RAKU PHONES
FORTHE SILVER MARKET
194

TUKA-S:
PIONEER FORTHE SILVER
MARKET
197

EMONEY AND MOBILE
PAYMENT
200

FELICA WALLET
PHONES
203

MOBILETV,“1SEG”
208

MOBILETV - ONESEG
212
•About 80 million handsets with mobileTV have been shipped by summer 2010
•More: http://www.eurotechnology.com/store/mobiletv/  
total of mobile TV phones shipped in Japan
total number of mobile TV
phones shipped in Japan
sales started
October 2005
Jan 2005 Jan 2006 Jan 2007 Jan 2008 Jan 2009 Jan 2010 Jan 2011 Jan 2012
0
10000000
20000000
30000000
40000000
50000000
60000000
70000000
80000000
90000000
100000000
110000000
120000000
totalmobileTVphonesshipped

FIXED LINE BROADBAND
ACCESS MARKET
213

FTTH MARKET
216

SPLIT MARKET FOR FTTH:
(1) FTTH/FTTB (2) “MANSION-TYPE”
220
Mar 2007 Mar 2008 Mar 2009 Mar 2010 Mar 2011 Mar 2012
0
10000000
20000000
30000000
FTTHsubscriptions
FTTH FTTB vs Mansion type FTTH
FTTH FTTB
mansion type FTTH
Source: http://www.eurotechnology.com/store/jcomm/

DSL MARKET
228

DSL WAS PROPELLED BYTHREE FACTORS
229
1.Deregulation (June 2001): unbundling and collocation
•howeverTokyo Metallic entered the market in 1999 and went
bankrupt.Was “too early”.
•Was acquired by Softbank, and represents the entry by Softbank
into telecommunications
2.Competition between ADSL operators (especially Softbank
attacking NTT)
3.Technology development enabling 12-24Mbps

DSL MARKET (34 COMPANIES)
(STARTED BYTOKYO METALLIC, NOW SOFTBANK, IN 1999)
230
Mar 2006 Mar 2007 Mar 2008 Mar 2009 Mar 2010 Mar 2011 Mar 2012
0
5000000
10000000
15000000
DSLsubscriptions
DSL subscriptions
SoftBank 38.8
eAccess 23.6
NTT East 16.9
NTT West 17.7
Other 3

DSL MARKET
231
Mar 2006 Mar 2007 Mar 2008 Mar 2009 Mar 2010 Mar 2011 Mar 2012
0
10
20
30
40
50
60
70
80
90
100
DSLmarketshares
DSL market shares in Japan
SoftBank 38.8
eAccess 23.6
NTT East 16.9
NTT West 17.7
Other 3

OPTICAL ACCESS
NETWORK
232

SPLIT MARKET FOR FTTH:
(1) FTTH/FTTB (2) “MANSION-TYPE”
234
Figure shows utility poles typically used in most of Japan except in city centers. Poles carry electricity
wires, telephone wires, optical ﬁber cables, CATV cables, various transformers, branching equipment
and local wireless access base stations.

TRANSITIONTO
NGN
EXIT POTS
239

NTT FTTH BUSINESS
DEVELOPMENT
AND STRATEGY
243

KDDI ASTHE CHALLENGER
IN FTTH
258

JAPAN’STELEGRAM
MARKET
261

JAPAN’STELEGRAM MARKET
262
•Japan’s telegram market has been decreasing but still has a size of approximatelyYEN 52 Billion (=
approx. US$ 500 Million)
•Telegrams in Japan are sent mainly by businesses for congratulations, condolences, to debtors or for
other urgent communications where correspondents cannot be reached by phone, and for personal
congratulations at weddings etc.
•Until April 2003, Japan’s telegram market was a 100% monopoly of NTT (= NipponTelegraph
Telephone), and still today NTT has about 90% of the telegraph market
•Currently there are about 12 companies offering competing telegraph services, among them KDDI,
and Softbank (from 2009/2010).
•Telegrams are often sent through the special 115 number, which is currently operated by NTT.The
Ministry is considering to open 115 service to competitors of NTT, such as Softbank.

SUMMARY
263

SUMMARY:
JAPAN’STELECOM MARKETS
264
•The size of Japan’s telecom operator industry alone is about US$ 200 billion in annual sales, and
annual investments are on the order of US$ 30 billion
•While Japan’s Government took some steps to encourage new entrants, these either failed or were
acquired.As a consequence Japan’s fixed and wireless telecommunications services markets are
totally dominated by three groups:
•NTT - the former monopoly operator, and still today 32.6% owned by Japan’s Ministry of
Finance
•KDDI - with major shareholders Kyocera (12.76%),Toyota (11.09%)
•Softbank - driven by founder Masayoshi Son, who also is the major shareholder, owning 21.4%
•Japan introduced many services and technologies first globally, the global mobile internet revolution
started with DoPa and i-Mode on February 22, 1999. However, Japan did not succeed to capture
global value from this innovation, and today global leadership has been taken over by Apple’s i-
Phone and Google’s Android, and Samsung has become the global handset market share leader.This
effect is now generally known as Japan’s “Galapagos effect”.
•Japan has more FTTH (fibre to the home) subscriptions than all of Europe, and NTT has announced
to switch completely to optical Next-Generation-Networks, and to switch off traditional copper
based telephone and ISDN networks.
•One of the most important questions for the success of Japan’s telecom sector on the global
platform this year is, whether Softbank’s acquisition of SPRINT can be successful.

EUROTECHNOLOGY JAPAN KK
265

FOUNDED: FEBRUARY 1997 INTOKYO
266
Services and products - focus areas are high-technology, telecommunications, software, middle-ware,
environmental technology and medical equipment:
- Market entry to Japan for European and US high-tech companies, turn-round, reshaping, planning
and building of distribution networks
- European business development and strategy for Japanese companies
- M&A (European and US companies acquiring Japanese companies, Japanese companies acquiring or
investing in Europe)
- Turn-round preparations and management of foreign business in Japan
- Market research and strategy
- Due diligence of high-tech companies, environmental due-diligence
- Advisory services for investment fund managers and investors in technology ﬁelds
- we publish a series of market reports for about 10 years, which are purchased world-wide,
distributed direct and via distribution partners: http://www.eurotechnology.com/store/

267
- Leading high-technology business development boutique inTokyo, working globally
- Founded in 1996/1997 - 14 years experience, relationships, cooperations and success record.
- CEO works with Japan’s high-tech / telecom sector since 1984 - 27 years experience, resources,
cooperations.
- Wide network of cooperations in Governments, Embassies, trading companies, distributors, ﬁnance,
VCs, traditional corporations, venture start-ups, industry associations
- Experience: market-entry, restructuring, M&A, acquisitions, due-diligence
Customers include:
- More than 100 investment fund managers
- Industrial customers:
- NTT-Communications, SIEMENS, DeutscheTelekom, Cubic, Unaxis (now: Oerlikon), CITI Group,
CLSA Asian Markets, Genscape, Google, IKEA, Isabellenhuette, Landis+Gyr, National
Instruments, Swisscom,TechnoCom,
- Government
- NewYork Police Department, European Union,TEKES (Technology Research funding
organization of the Government of Finland)
Deep Japanese technology market knowledge - we publish a series of market reports for about 10
years, which are purchased world-wide.You can purchase our reports on Bloomberg: https://
www.bmart.com/search?&nuts%5B%5D=WIRE%3AEUT, and via eSellerate: http://store.eSellerate.net/
s.aspx?s=STR0576176470 and from http://www.eurotechnology.com/store/

GERHARD FASOL
PROFILE: HTTP://WWW.FASOL.COM/PROFILE/
268
- Worked successfully with Japan’s high-tech sector since 1984 - 27 years. Came first to Japan in
1984 to help build NTT’s first international R&D cooperation on semiconductor lasers
- Entrepreneur inTokyo since 1996, Eurotechnology Japan KK worked with many large corporate
groups (e.g. SIEMENS, NTT, DeutscheTelekom,Asahi Glass...), more than 100 investment fund
managers
- Assoc. Professor of Electrical Engineering atTokyo University. Record of Fasol-Laboratory atTokyo
University: http://www.fasol.com/tokyo_university/
- Elite “Sakigake” (Pioneer) R&D project on Spin-Electronics of Japanese Government Science and
Technology Agency.This work was evaluated by US National Science Foundation and US
Department ofTrade: http://www.wtec.org/loyola/erato/ch7_5.htm
- Co-initiator of spin-electronics device research in Japan, one of the first to start work on spin-
electronics in Japan in 1991
- Tenured Faculty member at Cavendish Laboratory/University of Cambridge.
- Assoc. Professor of Electrical Engineering atTokyo University
- PhD in Solid-State Physics (Cambridge University,Trinity College, UK)
- Diplom-Physiker, Ruhr-University Bochum (Diplom-Thesis on Superconductivity)
- Publication list (Books, patents and publications, several publications are specifially concerning
electron-spin and spin-electronics): http://www.fasol.com/profile/publications.shtml
- Languages: English, German (native), French, Japanese, and some Swedish

GERHARD FASOL WITHTETSUZO MATSUMOTO, EXECVP OF
SOFTBANK MOBILE CORPORATION
269

25 JAPANESE LEADERS + 1 FOREIGNER (GERHARD FASOL) WORKING
FOR ONEYEAR ON CONCEPTSTO OVERCOME JAPAN’S
270
see: http://www.eurotechnology.com/2013/10/07/galapagos/

25 JAPANESE LEADERS + 1 FOREIGNER (GERHARD FASOL) WORKING FOR
ONEYEAR ON CONCEPTSTO OVERCOME JAPAN’S “GALAPAGOS EFFECT”
271
see: http://www.eurotechnology.com/2013/10/07/galapagos/

CONTACT AND MORE INFORMATION
272
Contact
•Gerhard Fasol PhD
•Eurotechnology Japan KK,Tokyo, Japan
•http://www.eurotechnology.com/
•Mobile +81-90-8594-6291
•fasol@eurotechnology.com
•gfasol@gmail.com
More information:
•reports:http://www.eurotechnology.com/store/
•twitter: http://twitter.com/gfasol/
•website: http://www.eurotechnology.com/
•personal site: http://fasol.com

Japan's telecommunication markets

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