8. Enhancing our investment banking business
Based on the medium-term management plan, the Investment Banking Unit carried out a number of strategies, including collaboration with Daiwa Securities SMBC, a partner of the former Sumitomo Bank. When the merged bank opened, the partnership was relaunched so that the two companies could refer each other’s customers as appropriate according to the sector best suited to deal with their specific needs, including for bond and stock underwriting and IPO project management as well as banking services. Under the new plan, this business framework was enhanced principally by expanding M&A advisory services to provide hostile takeover defense strategies and by consolidating the sections that handled derivatives to centralize operations in the relevant department.
Also, SMBC implemented an array of initiatives, such as expanding syndicated loan eligibility, developing MBO/LBO (Management Buyout/ Leveraged Buyout) finance operations in and outside of Japan, and promoting proprietary investments in private equity funds and mezzanine funds. Additionally, the bank advanced into new markets ahead of other banks, such as trust businesses (as a financial institution concurrently operating in the trust business, for which SMBC obtained the necessary license in October 2002) for liquidation of loan claims, carbon emission credits trust, and intellectual property trust.
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Chapter 1The Financial Crisis and Realignment of the Financial Sector
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Chapter 2The Birth of SMBC and SMFG
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Chapter 3Initiatives Pursued by SMBC Banking Units in the Early Years
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Chapter 3Initiatives Pursued by SMBC Banking Units in the Early Years
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- Enhancing our retail consulting and payments & consumer finance businesses
- Enhancing corporate financial solutions
- Banking-Securities collaboration in the wholesale securities business
- Challenges facing our global banking business
- Actions by Treasury Unit in preparation for rising interest rates
- Integration of operating systems and administrative functions
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Chapter 4Embarking on Fresh Challenges Under New Leadership
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Chapter 4Embarking on Fresh Challenges Under New Leadership
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- Changes of leadership and the announcement of our new management policy
- Developing group business strategies
- Addressing antitrust issues
- Completing repayment of public funds
- LEAD THE VALUE
- Enhancing our retail financial consulting business
- Enhancing our corporate solution business
- Enhancing our investment banking business
- Global banking business turnaround
- Upgrading risk management in preparation for Basel II
- Development of human resources
- CSR activities
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Chapter 5SMFG’s Response to Global Economic and Financial Turmoil
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Chapter 6Preparing for the Next Decade
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Chapter 1Business Model Reform Under Challenging Business Conditions
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Chapter 1Business Model Reform Under Challenging Business Conditions
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- Our journey under new leadership (the second decade)
- Focusing on growth industries and businesses
- Reforming domestic business operations
- Promoting banking-securities collaboration in Wholesale Banking Unit
- Structural reform of our retail business
- Meeting the needs of an aging society
- Abenomics and Treasury Unit's nimble portfolio management
- Operating in a negative-interest-rate environment
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Chapter 2Enhancing Group Businesses
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Chapter 3Expanding Our Global Business
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Chapter 4Enhancing Corporate Infrastructure Under a New Governance Framework
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Chapter 4Enhancing Corporate Infrastructure Under a New Governance Framework
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- New leadership and enhancing corporate governance
- Introducing group-wide business units and CxO system
- Improving capital, asset, and cost efficiency
- Pursuing our cashless payment strategies
- Retail branch reorganization
- Customer-oriented business conduct
- Enhancing internal-control frameworks
- Valuing diversity and revision of our HR framework
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Chapter 5The Path for Our Future
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Chapter 6Opening a New Chapter in SMBC Group’s History