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智史（以下、鶴田）：\u003C/b>まず、DeNAのゲームサービス事業において、長年培ってきた強力なIPとの協業は、今なお非常に重要な戦略の一つです。既存IPファンのユーザーの方々がブランドとどのような接点を持ち、どのような想いを抱いているのか、その文脈の解像度を高めた上で、いかに強固なコミュニケーションを築き、期待を超えるクオリティを届けるかが鍵になります。",{},{"id":97,"data":98,"type":68,"tunes":100},"b7mw6f9BNY",{"text":99,"align":67},"一方で、現在私たちが挑戦しているソフトローンチ事業は、これと並ぶもう一つの新たな柱です。既存のファン基盤に頼らない「新規のオリジナルタイトル」で、最初から「グローバル市場」の開拓を目指しています。すでにファンがいる状態での「顧客理解」にとどまらず、人間がもつ根本的な欲求や本能的な思考パターンを捉える「人間理解」に基づいた「市場特性の発見」が強く求められます。",{},{"id":102,"data":103,"type":113,"tunes":114},"snZW4scLzL",{"asset":104,"caption":112},{"id":105,"file":106},"6upQQUu7eGLPfqMmOGk7i0",{"url":107,"details":108,"fileName":111},"//images.ctfassets.net/7mrdlclm9xss/6upQQUu7eGLPfqMmOGk7i0/7e23c50e7c1d659ca14dcc494fa96b33/IMG_6526.jpg",{"size":109,"image":110},541139,{"width":55,"height":56},"IMG_6526.jpg","\u003Cb>▲ゲームサービス事業本部クロスマーケティング統括部 副統括部長 鶴田 智史（つるだ さとし）\u003C/b>\u003Cbr>ゲームアプリのマーケティング業務に10年以上従事し、現在はDeNAにて国内有数のIPホルダーとの協業タイトルのマーケティングプロデューサーや新たな開発スタイルで進めているタイトル群のマーケティングプロデューサーを担当。マーケティング戦略の立案や体制構築、マーケティング施策の企画実行など、マーケティングにおける上流から下流まで一連の流れに携わっている。 ","ctf-asset-image",{},{"id":116,"data":117,"type":68,"tunes":119},"C7uTVZPxh0",{"text":118,"align":67},"\u003Cb>井田 靖彦（以下、井田）：\u003C/b>そのグローバル市場で、投資のボラティリティを回避しながら事業成功へとつなげる戦略として、「ソフトローンチ」という手法を採用しています。完成したプロダクトをリリース日に向けて垂直立ち上げする従来の開発とは異なり、まずは機能を絞って小さく世に出し、市場の反応をデータで検証します。",{},{"id":121,"data":122,"type":68,"tunes":124},"SNbRyPCaX0",{"text":123,"align":67},"「このゲームは本当に投資に見合うか」をユーザーの方々に確認しながら開発を進めるため、開発費用を抑えつつ、確実な勝ち筋（再現性）が見えたタイトルにリソースを集中できる。マーケターがユーザーの方々に最も近い場所でデータをキャッチし、プロダクトの仕様そのものにフィードバックしていくことで、事業の成功確率を構造的に高めています。",{},{"id":126,"data":127,"type":113,"tunes":137},"mdMl1iZKTw",{"asset":128,"caption":136},{"id":129,"file":130},"u0BIPNHqfTDehoOUMB1Af",{"url":131,"details":132,"fileName":135},"//images.ctfassets.net/7mrdlclm9xss/u0BIPNHqfTDehoOUMB1Af/ecf16cb9a30bb0e1fdb6619fe097b5d5/IMG_6489.jpg",{"size":133,"image":134},595886,{"width":55,"height":56},"IMG_6489.jpg","\u003Cb>▲ゲームサービス事業本部クロスマーケティング統括部ソフトローンチ推進部マーケティンググループ グループマネージャー 井田 靖彦（いだ やすひこ）\u003C/b>\u003Cbr>2013年からゲームアプリ業界で企画開発・プロデュースからマーケティングまで幅広く10年以上従事。2023年にDeNAに中途入社し、現在はソフトローンチ戦略におけるタイトルのマーケティング戦略の立案と実行をリードし、チームマネジメントを行っている。2026年からゴルフを始めて目標は年内100切り。",{},{"id":139,"data":140,"type":68,"tunes":142},"Z1FQRNhA3q",{"text":141,"align":67},"\u003Cb>鶴田：\u003C/b>そして、この「データ検証のプロセス」において、マーケター自身の純粋なクリエイティビティが試されることになります。私たちが向き合うグローバル市場では、人間の「集めたい」「強くなりたい」などの万国共通の本能的な欲求の上に、ターゲットの北米をはじめとする、主要リージョン特有のカルチャーを掛け合わせたユーザー体験設計（UX設計）やクリエイティブ開発が求められます。",{},{"id":144,"data":145,"type":68,"tunes":147},"Qv6QdH5jFk",{"text":146,"align":67},"プロダクト自体がもっている体験や価値に立脚した通常の広告の枠組みを超え、「データによる検証」と「人間の本能を揺さぶる表現開発」の双方をハイブリッドにこなしていく。マーケターとしてこれ以上なく難しくも面白い環境だと言えますね。",{},{"id":149,"data":150,"type":84,"tunes":152},"29YE_Al9Gw",{"text":151,"level":23},"新戦略がもたらした現場の変化。打席数と学習量を最大化するプロセス開発の実践",{},{"id":154,"data":155,"type":68,"tunes":157},"_rDFsZglEB",{"text":156,"align":67},"\u003Cb>──これまでとは大きく異なるアプローチですが、これまでの成功体験が通用しなかった瞬間などはありますか。\u003C/b>",{},{"id":159,"data":160,"type":68,"tunes":162},"vhcvUyq-98",{"text":161,"align":67},"\u003Cb>井田：\u003C/b>めちゃくちゃありますよ。既存のIPタイトルであれば、版元様がユーザーの方々と向き合う中で積み上げてきた情報やインタビューを通じて「どのようなことを大切になされているか」という一定のユーザー像が見えていますが、ソフトローンチ事業が扱う新規のオリジナルタイトル、かつグローバル展開となると、過去の勝ちパターンが通用しません。日本での成功体験に依存せず、たとえばデザインの嗜好性、ネット環境や移動手段といったゲームプレイ環境、さらにはゲームの課金モデルへの受容度や没入感の傾向など、地域ごとに異なるプレイヤー行動や価値観をデータで捉え直す必要があります。",{},{"id":164,"data":165,"type":68,"tunes":167},"Xu9xBWzpS1",{"text":166,"align":67},"最初から完璧な正解を狙いにいくのではなく、高速で市場テストを回し、集まるデータを元にターゲットの解像度を最速で引き上げています。たとえば、クリエイティブの表現一つとっても、グローバルで受け入れられる表現は全然違います。過去の資産が使えないからこそ、ゼロから市場のデータをハックしていく難しさと面白さがありますね。",{},{"id":169,"data":170,"type":68,"tunes":172},"FZfnqPOwN0",{"text":171,"align":67},"\u003Cb>鶴田：\u003C/b>私が組織観点で最も大きいと思うのは、「スピード感に関する意識改革」です。従来の開発では強固なファン基盤への責任があるため、一つのアウトプットに対して関係者と時間をかけて調整し、100%の完成度までつくり上げる文化が最適解でした。",{},{"id":174,"data":175,"type":68,"tunes":177},"Nkb1dsT66I",{"text":176,"align":67},"しかしソフトローンチ事業では、不確実性の高いグローバル市場において、何がプロダクトのボトルネックかを特定するために、仮説検証のアウトプットのサイクルを最速化し、組織としての学習スピードを最大化する必要があります。これまでの「しっかり調整して作り上げる」という固定概念から脱却し、打席の数と学習の総量、そしてその積み上げをアウトプットに繋げて勝負する組織へシフトしていくことが重要だと考えています。これはマネジメント層も含めて、今まさに私たちが取り組んでいる変革になります。",{},{"id":179,"data":180,"type":68,"tunes":182},"OYrf1m_sD1",{"text":181,"align":67},"\u003Cb>──ソフトローンチ事業に求められるスピード感を実現するために、現場ではどのようなことを行っていますか。\u003C/b>",{},{"id":184,"data":185,"type":68,"tunes":187},"kDR6F1q7rb",{"text":186,"align":67},"\u003Cb>新井 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れいや）\u003C/b>\u003Cbr>2024年、DeNAに新卒入社。入社時よりソフトローンチ戦略のマーケティング部門に所属し、新規タイトルのマーケティング戦略立案から実行までを一貫して推進。これまでに数十以上の新規タイトルのテストマーケティングを担当している。",{},{"id":207,"data":208,"type":84,"tunes":210},"2pej1N_q0_",{"text":209,"level":23},"市場のデータを武器に開発チームとプロダクトを創り上げる、対等なパートナーシップ",{},{"id":212,"data":213,"type":68,"tunes":215},"KNTJm5t7Ce",{"text":214,"align":67},"\u003Cb>──ユーザーの方々の反応をプロダクトに取り入れる際、開発チームとはどのように連携しているのですか。\u003C/b>",{},{"id":217,"data":218,"type":68,"tunes":220},"Df-ge6awzT",{"text":219,"align":67},"\u003Cb>鶴田：\u003C/b>以前は、職能間で連携が分断されてしまう課題もありました。しかし、現在はソフトローンチ事業の推進において目標達成に最短距離で動けるように、ゲームプランナー、エンジニア、デザイナーなどの開発とマーケが最初から一体となったプロダクトチームの編成を取り入れるなど、ミッションをベースに、複数の職能が混ざり合ったチームの在り方にも挑戦しています。現場では開発のメンバーとマーケターの直接的なコミュニケーションが増えており、互いの専門性に対する理解とリスペクトが自然に生まれる環境をつくっています。",{},{"id":222,"data":223,"type":68,"tunes":225},"i2ZRQdEucA",{"text":224,"align":67},"\u003Cb>井田：\u003C/b>その構造があるからこそ、私たちは開発チームに対して「これを実装してください」と依頼する関係ではなく、対等な立場で意見を出し合えるパートナーとしての関係性を築けています。",{},{"id":227,"data":228,"type":68,"tunes":230},"K7VxOseC6y",{"text":229,"align":67},"たとえば過去の事例として、ある訴求をした広告テストで非常に高いユーザー反応がデータとして実証されたことがありました。その結果をもとに、開発チームへ「プロダクトのこの仕様を変更することで、さらによい結果が得られる」と提案しました。既存の固定概念や役割の枠にとらわれない職能を越境したアプローチでしたが、「プロダクトを成功させる」というゴールが合致しているので、すぐに提案が反映されました。",{},{"id":232,"data":233,"type":113,"tunes":242},"Ve3pcXo0Hg",{"asset":234,"caption":7},{"id":235,"file":236},"7z8ItTGyPNlesAPN3taTt3",{"url":237,"details":238,"fileName":241},"//images.ctfassets.net/7mrdlclm9xss/7z8ItTGyPNlesAPN3taTt3/eca06361e1c4689b4623ad38f5cc5979/IMG_6474.jpg",{"size":239,"image":240},678204,{"width":55,"height":56},"IMG_6474.jpg",{},{"id":244,"data":245,"type":68,"tunes":247},"L6UnT--so2",{"text":246,"align":67},"\u003Cb>新井：\u003C/b>実際に、広告テストから収集できるさまざまなデータから「今、市場で受け入れられている本質的な欲求は何か」という解像度の高い情報を開発側にフィードバックしています。もちろん、開発側にも譲れないクオリティの基準や工期の制約がありますが、全員がデータという共通の事実を見て、同じゴールを目指しているからこそ、「どうすれば課題を解決できるか」という建設的な議論が生まれます。摩擦を恐れずに率直に意見を交わし、マーケターがプロダクトの中身にまで深く入り込んでいけるのは、この組織だからこそ経験できる非常にエキサイティングなポジションですね。",{},{"id":249,"data":250,"type":113,"tunes":259},"Orau3oaLSz",{"asset":251,"caption":7},{"id":252,"file":253},"1gUBQN5gNcQgQomykMe6zL",{"url":254,"details":255,"fileName":258},"//images.ctfassets.net/7mrdlclm9xss/1gUBQN5gNcQgQomykMe6zL/da840c598e0f0fb6bfb17c1bb9b9710f/IMG_6491.jpg",{"size":256,"image":257},718849,{"width":55,"height":56},"IMG_6491.jpg",{},{"id":261,"data":262,"type":84,"tunes":264},"0_Ohz8uHL1",{"text":263,"level":23},"ゼロからのインハウス運用への挑戦。市場のデータをプロダクトへ還元する検証インフラの確立",{},{"id":266,"data":267,"type":68,"tunes":269},"dR2gxy17Z7",{"text":268,"align":67},"\u003Cb>──最近では、広告運用のインハウス（内製化）にも取り組んでいると伺いました。\u003C/b>",{},{"id":271,"data":272,"type":68,"tunes":274},"l2_uzdKeOn",{"text":273,"align":67},"\u003Cb>井田：\u003C/b>ソフトローンチ戦略において獲得単価を抑えて損益分岐点を改善し、事業効率を高めるため、従来の代理店運用から自社でのインハウス運用へ移行しました。ただ、その立ち上げは非常に大変なプロセスでした。主要媒体のアルゴリズムやキャンペーン構造、予算配分のアロケーションロジックをブラックボックス化させずに自分たちの手で一度解剖し、ソフトローンチ事業に最適化した形でゼロから再構築していく必要があったからです。",{},{"id":276,"data":277,"type":68,"tunes":279},"pdhrIVNwL7",{"text":278,"align":67},"代理店任せにせず、アカウントの細部まで自社でコントロールし切る体制をつくることは、単なるコスト削減ではなく、「市場のデータ解像度を1秒でも早くプロダクトへ還元する」という組織能力を自社に蓄積するための試行錯誤でしたね。",{},{"id":281,"data":282,"type":113,"tunes":291},"3idJpTL9J0",{"asset":283,"caption":7},{"id":284,"file":285},"4oUdVlZ8dLvBis3KMWlxaT",{"url":286,"details":287,"fileName":290},"//images.ctfassets.net/7mrdlclm9xss/4oUdVlZ8dLvBis3KMWlxaT/0140c17af9b4cb72ad8d85529deec2e1/IMG_6521.jpg",{"size":288,"image":289},868550,{"width":55,"height":56},"IMG_6521.jpg",{},{"id":293,"data":294,"type":68,"tunes":296},"i3t6SeoffO",{"text":295,"align":67},"\u003Cb>鶴田：\u003C/b>短期的には組織的な学習コストがかかる決断でしたが、中長期的なメリットは極めて大きいです。これにより、私たちが描いたマーケティング戦略と、現場の戦術が一気通貫で直結し、データ検証の実行スピードが向上しました。戦術の精度を自社で極限までコントロールできる体制が整ったことで、グローバル市場におけるマーケティングの成功確率をさらに確固たるものにしています。",{},{"id":298,"data":299,"type":84,"tunes":301},"c9snFzPAot",{"text":300,"level":23},"失敗を組織全体のナレッジへ昇華させ、成否の裏にある「能力の発揮」を見極める評価ガバナンス",{},{"id":303,"data":304,"type":68,"tunes":306},"8FXY_bA2FW",{"text":305,"align":67},"\u003Cb>──新しい挑戦には失敗もつきものだと思いますが、組織としてはどのように捉えていますか。\u003C/b>",{},{"id":308,"data":309,"type":68,"tunes":311},"kAIId_3p5J",{"text":310,"align":67},"\u003Cb>鶴田：\u003C/b>私たちは失敗を、不確実なグローバル市場を攻略するために不可欠な仮説検証のデータであると捉えています。重要なのは、個人がその仮説検証のデータを現場のブラックボックスにせず、組織全体のナレッジとして積み上げられる構造をつくることです。誰もが過去の失敗の知見に最速でアクセスし、同じ失敗を二度と繰り返さない「学習する組織」の仕組み化を徹底しています。",{},{"id":313,"data":314,"type":113,"tunes":323},"ojGxBMNr5j",{"asset":315,"caption":7},{"id":316,"file":317},"7eUjhb62b0klw8yxwbcq8l",{"url":318,"details":319,"fileName":322},"//images.ctfassets.net/7mrdlclm9xss/7eUjhb62b0klw8yxwbcq8l/1bc716279d5dd618d44264bc998486fe/IMG_6437.jpg",{"size":320,"image":321},648132,{"width":55,"height":56},"IMG_6437.jpg",{},{"id":325,"data":326,"type":68,"tunes":328},"OgAGSO0qvO",{"text":327,"align":67},"\u003Cb>──人事評価の面では、その仮説検証のプロセスはどのように評価されるのでしょうか。\u003C/b>",{},{"id":330,"data":331,"type":68,"tunes":333},"ucbh5BUWk1",{"text":332,"align":67},"\u003Cb>鶴田：\u003C/b>当然、事業としての成果を上げることが最大のバリューですが、私たちは成否の背景にある「能力の発揮」も見極めています。具体的には、単なる行動の量を評価するのではなく、「なぜその仮説を立てたのかという論理的な思考プロセス」と、「その失敗から得た学びをどれだけ再現性のある知見として組織に還元できたか」を、成果評価とは別軸の能力評価として明確に見ています。",{},{"id":335,"data":336,"type":84,"tunes":338},"X62DiPdYsz",{"text":337,"level":23},"どんな事業でも通用する「本質」の獲得。新たな事業のスタンダードを自ら創り上げるプロフェッショナルへ",{},{"id":340,"data":341,"type":68,"tunes":343},"vHAMnfAckf",{"text":342,"align":67},"\u003Cb>──最後に、現在募集しているポジションについて、どのような方に来てほしいですか。\u003C/b>",{},{"id":345,"data":346,"type":68,"tunes":348},"_Jxa9SCg_B",{"text":347,"align":67},"\u003Cb>鶴田：\u003C/b>従来のゲームマーケティングは、既にあるプロダクトがもっている魅力や価値をいかに広く知ってもらうかのプロモーション重視の傾向がありました。しかし、私たちのソフトローンチ事業では「市場の発見」からUX設計、クリエイティブ戦略、さらにはプロダクトの投資判断まで、極めて広範な事業領域に当事者としてコミットします。",{},{"id":350,"data":351,"type":68,"tunes":353},"hfbA6t9WTI",{"text":352,"align":67},"DeNAは、ゲーム業界の枠に留まらずあらゆるプロダクトを勝たせられる『本質的なマーケティング力』が身につく環境です。高度な人間理解と、仮説検証から導き出したデータを武器に、ご自身の市場価値を圧倒的に高めることができます。ゲームサービス事業本部の新たな事業におけるマーケティングのスタンダードを自らつくり上げるような、高い志をもった方にぜひ来ていただきたいですね。",{},{"id":355,"data":356,"type":113,"tunes":365},"INfoNDH33c",{"asset":357,"caption":7},{"id":358,"file":359},"2oKgbGV9xg9EwiazMWJ6I2",{"url":360,"details":361,"fileName":364},"//images.ctfassets.net/7mrdlclm9xss/2oKgbGV9xg9EwiazMWJ6I2/bbd69bb53d127992e5a3cb848d79a728/IMG_6518.jpg",{"size":362,"image":363},724956,{"width":55,"height":56},"IMG_6518.jpg",{},{"id":367,"data":368,"type":68,"tunes":370},"_Zrk9xRk8s",{"text":369,"align":67},"\u003Cb>井田：\u003C/b>具体的には、各媒体の特性を深く理解し、インハウスでゲームアプリの広告運用ができる専門的なスキルをもつ方を求めています。私たちはインハウスの強固なインフラをようやく立ち上げた過渡期にあります。トップダウンの指示を待つ従順な作業者ではなく、自律的な姿勢で、自らの専門性をレバレッジしてチームを世界水準へ引き上げてくれるような方を切望しています。新しい方が入ることで、その方の専門性を取り入れながら、チーム全体で切磋琢磨していきたいですね。",{},{"id":372,"data":373,"type":68,"tunes":375},"ksPsajlyMl",{"text":374,"align":67},"\u003Cb>新井：\u003C/b>ソフトローンチという日本ではユニークな戦略で、データの管理や運用体制を自ら設計し、それが上手く機能してグローバル市場へインパクトを与えられた時の手応えに、私自身毎日わくわくしています。これほど高度な検証パイプラインの上で、新規ゲームタイトルのマーケティングをハイスピードで経験できる環境は他になかなか無いのかなと思います。そんな環境で新しいことに一緒に挑戦していける方と働けるのを楽しみにしています。",{},{"id":377,"data":378,"type":68,"tunes":380},"wUyVnKpDmh",{"text":379,"align":67},"\u003Cb>井田：\u003C/b>正直、ここでは話しきれていないことや、試行錯誤したエピソードがまだまだたくさんあります。少しでも気になった方は、まずはカジュアルに面談でお話ししましょう。ご応募、心よりお待ちしております！",{},{"id":382,"data":383,"type":68,"tunes":385},"ekZagn3WG7",{"text":384,"align":67},"\u003Cb>>>>\u003Ca href=\"https://herp.careers/v1/denacareer/7hTkajaJ1gOv\" target=\"_blank\">グローバルマーケティングプランナーの募集要項はコチラ\u003C/a>\u003C/b>",{},{"id":387,"data":388,"type":113,"tunes":397},"BpRhospV70",{"asset":389,"caption":7},{"id":390,"file":391},"6tjE2yZSo5oUqikq6LCTU9",{"url":392,"details":393,"fileName":396},"//images.ctfassets.net/7mrdlclm9xss/6tjE2yZSo5oUqikq6LCTU9/a7b525a450bbef3a9fde222af5a2f3f6/IMG_6566.jpg",{"size":394,"image":395},591631,{"width":55,"height":56},"IMG_6566.jpg",{},{"id":399,"data":400,"type":401,"tunes":402},"Kd6In3jIjV",{},"delimiter",{},{"id":404,"data":405,"type":68,"tunes":407},"Qo7DtmT397",{"text":406,"align":67},"DeNAのゲームサービス事業における「ソフトローンチ戦略」の最前線は、広告運用のインハウス化や開発・マーケの連携といった、地道な仕組みづくりの積み重ねの上に成り立っていました。",{},{"id":409,"data":410,"type":68,"tunes":412},"sJYTzXW35S",{"text":411,"align":67},"いまだ誰も攻略しきれていないグローバル市場を相手に、データと仮説検証を繰り返しながらマーケターの役割を再定義しようとするその取り組みはまだ途上にあります。今後どのような成果につながっていくか、引き続き注目していきたいです。",{},{"id":414,"data":415,"type":401,"tunes":416},"Ak6KkGgh9z",{},{},{"id":418,"data":419,"type":68,"tunes":421},"qpy1-VL3rE",{"text":420,"align":67},"※本記事掲載の情報は、公開日時点のものです。",{"wrapped":422},{"types":423},[424],"note",{"id":426,"data":427,"type":68,"tunes":430},"6817--N-lq",{"text":428,"align":429},"執筆：坂部 史生、眞子 絵梨香\u003Cbr>撮影場所：WeWork 渋谷スクランブルスクエア 共用エリア/会議室","RIGHT",{},"2.26.4","DeNAのゲームサービス事業本部が新たに推進する「ソフトローンチ戦略」。市場の反応を細かく取り入れながら改善を繰り返すこのアジャイルな開発手法において、DeNAではマーケターの役割が大きく広がっています。\n\n国内市場に依存してきた時代が転換期を迎えるなか、市場のニーズからプロダクトをつくり、これまで日本のゲーム企業が本格的に攻略しきれていないグローバル市場へデータと仮説検証を武器に挑む──。難度は高いが、成功すれば事業のスケールが一変する領域です。\n\nそんな、これまでとは一線を画すマーケターの最前線について、異なる役割をもつ鶴田、井田、新井の3名に話を聞きました。\n\n「顧客理解」から「人間理解」へ。プロダクトの仕様にまで踏み込むマーケターの新たな役割\n\n──まずは、DeNAのゲーム事業におけるソフトローンチ事業の位置づけと、マーケターの役割の変化について教えてください。\n\n鶴田 智史（以下、鶴田）：まず、DeNAのゲームサービス事業において、長年培ってきた強力なIPとの協業は、今なお非常に重要な戦略の一つです。既存IPファンのユーザーの方々がブランドとどのような接点を持ち、どのような想いを抱いているのか、その文脈の解像度を高めた上で、いかに強固なコミュニケーションを築き、期待を超えるクオリティを届けるかが鍵になります。\n\n一方で、現在私たちが挑戦しているソフトローンチ事業は、これと並ぶもう一つの新たな柱です。既存のファン基盤に頼らない「新規のオリジナルタイトル」で、最初から「グローバル市場」の開拓を目指しています。すでにファンがいる状態での「顧客理解」にとどまらず、人間がもつ根本的な欲求や本能的な思考パターンを捉える「人間理解」に基づいた「市場特性の発見」が強く求められます。\n\n▲ゲームサービス事業本部クロスマーケティング統括部 副統括部長 鶴田 智史（つるだ さとし）ゲームアプリのマーケティング業務に10年以上従事し、現在はDeNAにて国内有数のIPホルダーとの協業タイトルのマーケティングプロデューサーや新たな開発スタイルで進めているタイトル群のマーケティングプロデューサーを担当。マーケティング戦略の立案や体制構築、マーケティング施策の企画実行など、マーケティングにおける上流から下流まで一連の流れに携わっている。 \n\n井田 靖彦（以下、井田）：そのグローバル市場で、投資のボラティリティを回避しながら事業成功へとつなげる戦略として、「ソフトローンチ」という手法を採用しています。完成したプロダクトをリリース日に向けて垂直立ち上げする従来の開発とは異なり、まずは機能を絞って小さく世に出し、市場の反応をデータで検証します。\n\n「このゲームは本当に投資に見合うか」をユーザーの方々に確認しながら開発を進めるため、開発費用を抑えつつ、確実な勝ち筋（再現性）が見えたタイトルにリソースを集中できる。マーケターがユーザーの方々に最も近い場所でデータをキャッチし、プロダクトの仕様そのものにフィードバックしていくことで、事業の成功確率を構造的に高めています。\n\n▲ゲームサービス事業本部クロスマーケティング統括部ソフトローンチ推進部マーケティンググループ グループマネージャー 井田 靖彦（いだ やすひこ）2013年からゲームアプリ業界で企画開発・プロデュースからマーケティングまで幅広く10年以上従事。2023年にDeNAに中途入社し、現在はソフトローンチ戦略におけるタイトルのマーケティング戦略の立案と実行をリードし、チームマネジメントを行っている。2026年からゴルフを始めて目標は年内100切り。\n\n鶴田：そして、この「データ検証のプロセス」において、マーケター自身の純粋なクリエイティビティが試されることになります。私たちが向き合うグローバル市場では、人間の「集めたい」「強くなりたい」などの万国共通の本能的な欲求の上に、ターゲットの北米をはじめとする、主要リージョン特有のカルチャーを掛け合わせたユーザー体験設計（UX設計）やクリエイティブ開発が求められます。\n\nプロダクト自体がもっている体験や価値に立脚した通常の広告の枠組みを超え、「データによる検証」と「人間の本能を揺さぶる表現開発」の双方をハイブリッドにこなしていく。マーケターとしてこれ以上なく難しくも面白い環境だと言えますね。\n\n新戦略がもたらした現場の変化。打席数と学習量を最大化するプロセス開発の実践\n\n──これまでとは大きく異なるアプローチですが、これまでの成功体験が通用しなかった瞬間などはありますか。\n\n井田：めちゃくちゃありますよ。既存のIPタイトルであれば、版元様がユーザーの方々と向き合う中で積み上げてきた情報やインタビューを通じて「どのようなことを大切になされているか」という一定のユーザー像が見えていますが、ソフトローンチ事業が扱う新規のオリジナルタイトル、かつグローバル展開となると、過去の勝ちパターンが通用しません。日本での成功体験に依存せず、たとえばデザインの嗜好性、ネット環境や移動手段といったゲームプレイ環境、さらにはゲームの課金モデルへの受容度や没入感の傾向など、地域ごとに異なるプレイヤー行動や価値観をデータで捉え直す必要があります。\n\n最初から完璧な正解を狙いにいくのではなく、高速で市場テストを回し、集まるデータを元にターゲットの解像度を最速で引き上げています。たとえば、クリエイティブの表現一つとっても、グローバルで受け入れられる表現は全然違います。過去の資産が使えないからこそ、ゼロから市場のデータをハックしていく難しさと面白さがありますね。\n\n鶴田：私が組織観点で最も大きいと思うのは、「スピード感に関する意識改革」です。従来の開発では強固なファン基盤への責任があるため、一つのアウトプットに対して関係者と時間をかけて調整し、100%の完成度までつくり上げる文化が最適解でした。\n\nしかしソフトローンチ事業では、不確実性の高いグローバル市場において、何がプロダクトのボトルネックかを特定するために、仮説検証のアウトプットのサイクルを最速化し、組織としての学習スピードを最大化する必要があります。これまでの「しっかり調整して作り上げる」という固定概念から脱却し、打席の数と学習の総量、そしてその積み上げをアウトプットに繋げて勝負する組織へシフトしていくことが重要だと考えています。これはマネジメント層も含めて、今まさに私たちが取り組んでいる変革になります。\n\n──ソフトローンチ事業に求められるスピード感を実現するために、現場ではどのようなことを行っていますか。\n\n新井 伶弥（以下、新井）：ソフトローンチ事業においてマーケターに求められるのは、単に広告を運用するだけではなく、市場検証までのリードタイムを極限まで短縮する「プロセス開発」そのものです。いかに従来の重厚な承認フローを簡素化・高速化できるかという仕組みの再設計にも挑戦しています。\n\n実際に、これまでも複数回にわたり業務フローを刷新してきました。チーム全体に「完璧さよりもスピードと学習」という共通の価値観が浸透しているため、「単にステップを削る」という力技ではなく、「削ることで生じるリスクを組織としてどう補填し合えるか」という、構造的かつ建設的な議論を日常的に行っています。\n\n▲ゲームサービス事業本部クロスマーケティング統括部ソフトローンチ推進部マーケティンググループ 新井 伶弥（あらい れいや）2024年、DeNAに新卒入社。入社時よりソフトローンチ戦略のマーケティング部門に所属し、新規タイトルのマーケティング戦略立案から実行までを一貫して推進。これまでに数十以上の新規タイトルのテストマーケティングを担当している。\n\n市場のデータを武器に開発チームとプロダクトを創り上げる、対等なパートナーシップ\n\n──ユーザーの方々の反応をプロダクトに取り入れる際、開発チームとはどのように連携しているのですか。\n\n鶴田：以前は、職能間で連携が分断されてしまう課題もありました。しかし、現在はソフトローンチ事業の推進において目標達成に最短距離で動けるように、ゲームプランナー、エンジニア、デザイナーなどの開発とマーケが最初から一体となったプロダクトチームの編成を取り入れるなど、ミッションをベースに、複数の職能が混ざり合ったチームの在り方にも挑戦しています。現場では開発のメンバーとマーケターの直接的なコミュニケーションが増えており、互いの専門性に対する理解とリスペクトが自然に生まれる環境をつくっています。\n\n井田：その構造があるからこそ、私たちは開発チームに対して「これを実装してください」と依頼する関係ではなく、対等な立場で意見を出し合えるパートナーとしての関係性を築けています。\n\nたとえば過去の事例として、ある訴求をした広告テストで非常に高いユーザー反応がデータとして実証されたことがありました。その結果をもとに、開発チームへ「プロダクトのこの仕様を変更することで、さらによい結果が得られる」と提案しました。既存の固定概念や役割の枠にとらわれない職能を越境したアプローチでしたが、「プロダクトを成功させる」というゴールが合致しているので、すぐに提案が反映されました。\n\n新井：実際に、広告テストから収集できるさまざまなデータから「今、市場で受け入れられている本質的な欲求は何か」という解像度の高い情報を開発側にフィードバックしています。もちろん、開発側にも譲れないクオリティの基準や工期の制約がありますが、全員がデータという共通の事実を見て、同じゴールを目指しているからこそ、「どうすれば課題を解決できるか」という建設的な議論が生まれます。摩擦を恐れずに率直に意見を交わし、マーケターがプロダクトの中身にまで深く入り込んでいけるのは、この組織だからこそ経験できる非常にエキサイティングなポジションですね。\n\nゼロからのインハウス運用への挑戦。市場のデータをプロダクトへ還元する検証インフラの確立\n\n──最近では、広告運用のインハウス（内製化）にも取り組んでいると伺いました。\n\n井田：ソフトローンチ戦略において獲得単価を抑えて損益分岐点を改善し、事業効率を高めるため、従来の代理店運用から自社でのインハウス運用へ移行しました。ただ、その立ち上げは非常に大変なプロセスでした。主要媒体のアルゴリズムやキャンペーン構造、予算配分のアロケーションロジックをブラックボックス化させずに自分たちの手で一度解剖し、ソフトローンチ事業に最適化した形でゼロから再構築していく必要があったからです。\n\n代理店任せにせず、アカウントの細部まで自社でコントロールし切る体制をつくることは、単なるコスト削減ではなく、「市場のデータ解像度を1秒でも早くプロダクトへ還元する」という組織能力を自社に蓄積するための試行錯誤でしたね。\n\n鶴田：短期的には組織的な学習コストがかかる決断でしたが、中長期的なメリットは極めて大きいです。これにより、私たちが描いたマーケティング戦略と、現場の戦術が一気通貫で直結し、データ検証の実行スピードが向上しました。戦術の精度を自社で極限までコントロールできる体制が整ったことで、グローバル市場におけるマーケティングの成功確率をさらに確固たるものにしています。\n\n失敗を組織全体のナレッジへ昇華させ、成否の裏にある「能力の発揮」を見極める評価ガバナンス\n\n──新しい挑戦には失敗もつきものだと思いますが、組織としてはどのように捉えていますか。\n\n鶴田：私たちは失敗を、不確実なグローバル市場を攻略するために不可欠な仮説検証のデータであると捉えています。重要なのは、個人がその仮説検証のデータを現場のブラックボックスにせず、組織全体のナレッジとして積み上げられる構造をつくることです。誰もが過去の失敗の知見に最速でアクセスし、同じ失敗を二度と繰り返さない「学習する組織」の仕組み化を徹底しています。\n\n──人事評価の面では、その仮説検証のプロセスはどのように評価されるのでしょうか。\n\n鶴田：当然、事業としての成果を上げることが最大のバリューですが、私たちは成否の背景にある「能力の発揮」も見極めています。具体的には、単なる行動の量を評価するのではなく、「なぜその仮説を立てたのかという論理的な思考プロセス」と、「その失敗から得た学びをどれだけ再現性のある知見として組織に還元できたか」を、成果評価とは別軸の能力評価として明確に見ています。\n\nどんな事業でも通用する「本質」の獲得。新たな事業のスタンダードを自ら創り上げるプロフェッショナルへ\n\n──最後に、現在募集しているポジションについて、どのような方に来てほしいですか。\n\n鶴田：従来のゲームマーケティングは、既にあるプロダクトがもっている魅力や価値をいかに広く知ってもらうかのプロモーション重視の傾向がありました。しかし、私たちのソフトローンチ事業では「市場の発見」からUX設計、クリエイティブ戦略、さらにはプロダクトの投資判断まで、極めて広範な事業領域に当事者としてコミットします。\n\nDeNAは、ゲーム業界の枠に留まらずあらゆるプロダクトを勝たせられる『本質的なマーケティング力』が身につく環境です。高度な人間理解と、仮説検証から導き出したデータを武器に、ご自身の市場価値を圧倒的に高めることができます。ゲームサービス事業本部の新たな事業におけるマーケティングのスタンダードを自らつくり上げるような、高い志をもった方にぜひ来ていただきたいですね。\n\n井田：具体的には、各媒体の特性を深く理解し、インハウスでゲームアプリの広告運用ができる専門的なスキルをもつ方を求めています。私たちはインハウスの強固なインフラをようやく立ち上げた過渡期にあります。トップダウンの指示を待つ従順な作業者ではなく、自律的な姿勢で、自らの専門性をレバレッジしてチームを世界水準へ引き上げてくれるような方を切望しています。新しい方が入ることで、その方の専門性を取り入れながら、チーム全体で切磋琢磨していきたいですね。\n\n新井：ソフトローンチという日本ではユニークな戦略で、データの管理や運用体制を自ら設計し、それが上手く機能してグローバル市場へインパクトを与えられた時の手応えに、私自身毎日わくわくしています。これほど高度な検証パイプラインの上で、新規ゲームタイトルのマーケティングをハイスピードで経験できる環境は他になかなか無いのかなと思います。そんな環境で新しいことに一緒に挑戦していける方と働けるのを楽しみにしています。\n\n井田：正直、ここでは話しきれていないことや、試行錯誤したエピソードがまだまだたくさんあります。少しでも気になった方は、まずはカジュアルに面談でお話ししましょう。ご応募、心よりお待ちしております！\n\n>>>グローバルマーケティングプランナーの募集要項はコチラ\n\nDeNAのゲームサービス事業における「ソフトローンチ戦略」の最前線は、広告運用のインハウス化や開発・マーケの連携といった、地道な仕組みづくりの積み重ねの上に成り立っていました。\n\nいまだ誰も攻略しきれていないグローバル市場を相手に、データと仮説検証を繰り返しながらマーケターの役割を再定義しようとするその取り組みはまだ途上にあります。今後どのような成果につながっていくか、引き続き注目していきたいです。\n\n※本記事掲載の情報は、公開日時点のものです。\n\n執筆：坂部 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