BANDAI NAMCO GROUP
Mid-term Business Plan
2009 - 2011
The leading innovator in global entertainment
February 12, 2009
NAMCO BANDAI Holdings Inc.
The leading innovator in global entertainment
Table of Contents
New BANDAI NAMCO Group Structure
1. FY March 2009 3Q Results and Full Year Forecasts
2. Review of Current Mid-term Business Plan (2006-2008)
3. Overview of the Next Mid-tem Business Plan (2009-2011)
(1) Business Environment & Our Directions
(2) Position of the New Mid-Term Business Plan
(3) Strategy
A. Focus (business strategy)
Businesses for dynamic growth (1): Toys and Hobby
Businesses for dynamic growth (2): Game Contents
Businesses for profit improvement (1): Visual and Music Content
Businesses for profit improvement (2): Amusement Facility
B. Enhance the Entertainment-Hub (function strategy)
(4) Group Initiatives in Support of the Strategies
Corporate Philosophy
P2
P3
P6
P8
P8
P10
P11
P11
P12
P15
P18
P18
P19
P20
P21
The leading innovator in global entertainment
1
New BANDAI NAMCO Group Structure
Effective April 1, 2009
NAMCO BANDAI Holdings Inc.
Chairman, Representative Director
Takeo Takasu
President & CEO, Representative Director
Shukuo Ishikawa
Affiliated Business Companies
Strategic Business Units
Core Company NAMCO
Masahiro Tachibana, President
Amusement Facility
Core Company Bandai Visual
Kazumi Kawashiro, President
Visual and Music Content
Core Company
NAMCO BANDAI Games
Shin Unozawa, President
Game Contents
Core Company Bandai
Kazunori Ueno, President
Toys and Hobby
- Group Strategy Committee
- CSR Committee
Social Contribution Committee
Environmental Project Committee
- Group Crisis Management
Committee
- Group Compliance Committee
- Internal Control Committee
- Waigaya Weekly Meeting
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New BANDAI NAMCO Group Structure
Strengthening Corporate Governance
From the end of June 2009
Shareholders’ Meeting
Shareholders’ Meeting
Management Full-time: 5
Oversight Part-time: 1
Board of Directors
Revising the quorum
and composition
Board of Directors
11 Directors
（Including 2 outside directors）
9 Directors
（Including 3 outside directors）
Changing to the 2 Rep.
Director system
1 Representative Director
2 Representative Directors
Executive Officer System
Group Strategy Committee
Business
Execution
Group Strategy Committee
6 Directors + 6 Senior Executive Officers
Group Companies
Group Companies
Outside: 3
Chairman
President & CEO
Representatives of
core companies: 4
Head of shared
service division: 1
President of the U.S.
regional holding
company : 1
Increasing number of outside directors and reinforcing the executive
officer system to strengthen our corporate governance system
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2
1. FY Mar. 2009 3Q Results and Full Year Forecasts
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FY March 2009 3Q Results and Full Year Forecasts
（billion yen）
2007.3Q
(9 mo.)
2008.3Q
(9 mo.)
YOY
2007
Full Year
2008
Full Year
Forecasts
YOY
Net Sales
335.6
315.6
-20.0
460.4
440.0
-20.4
Operating
Income
Recurring
Income
25.7
19.8
-5.9
33.4
24.0
-9.4
28.2
21.6
-6.6
36.1
26.0
-10.1
Net Income
14.7
9.0
-5.7
32.6
13.0
-19.6
Capital
Expenditures
15.3
11.5
-3.8
19.7
18.5
-1.2
Depreciation
17.6
16.1
-1.5
24.7
22.0
-2.7
R&D
Investments
Advertising
Expenses
Personnel
Expenses
28.0
29.0
+1.0
34.9
35.0
+0.1
20.6
20.2
-0.4
30.5
31.0
+0.5
28.4
27.7
-0.7
37.2
37.0
-0.2
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3
FY March 2009 3Q Results and Full Year Forecasts
Business Segment
（billion yen）
2007.3Q
(9 mo.)
Toys & Hobby
Net Sales
OP
Amusement
Facility
Net Sales
Game
Contents
Net Sales
OP
OP
Net Sales
Network
OP
Visual &
Music Content
Other
Elimination
Consolidated
Net Sales
OP
Net Sales
OP
Net Sales
OP
Net Sales
OP
2008.3Q
(9 mo.)
131.8
11.5
67.2
1.0
104.5
9.9
8.9
0.6
26.6
3.7
15.0
0.8
-18.6
-2.0
335.6
25.7
2007
Full Year
YOY
119.9
10.4
59.0
0.0
106.1
10.1
8.0
0.4
23.7
0.1
14.1
0.4
-15.4
-1.8
315.6
19.8
-11.9
-1.1
-8.2
-1.0
+1.6
+0.2
-0.9
-0.2
-2.9
-3.6
-0.9
-0.4
+3.2
+0.2
-20.0
-5.9
180.1
14.3
89.8
1.6
145.6
14.7
12.0
0.9
36.9
3.8
19.8
0.7
-23.9
-2.8
460.4
33.4
2008
Full Year
Forecasts
172.0
11.0
78.0
0.5
149.0
13.0
11.0
0.8
33.5
0.5
19.0
0.5
-22.5
-2.3
440.0
24.0
YOY
-8.1
-3.3
-11.8
-1.1
+3.4
-1.7
-1.0
-0.1
-3.4
-3.3
-0.8
-0.2
+1.4
+0.5
-20.4
-9.4
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FY March 2009 3Q Results and Full Year Forecasts
Regional Segment
（billion yen）
2007.3Q
(9 mo.)
2008.3Q
(9 mo.)
2008
Full Year
Forecasts
2007
Full Year
YOY
YOY
259.4
237.5
-21.9
346.7
331.5
-15.2
OP
21.0
13.2
-7.8
24.4
17.0
-7.4
External Sales
34.1
33.8
-0.3
52.6
48.0
-4.6
0.0
1.6
+1.6
2.3
1.7
-0.6
31.5
34.1
+2.6
46.3
46.0
-0.3
External Sales
Japan
Americas
OP
External Sales
Europe
OP
External Sales
Asia
OP
External Sales
Elimination
OP
External Sales
Consolidated
OP
4.6
5.4
+0.8
6.8
6.0
-0.8
10.4
10.0
-0.4
14.7
14.5
-0.2
2.1
1.7
-0.4
2.8
2.3
-0.5
-
-
-
-
-
-
-2.0
-2.3
-0.3
-3.0
-3.0
0.0
335.6
315.6
-20.0
460.4
440.0
-20.4
25.7
19.8
-5.9
33.4
24.0
-9.4
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4
Trends in Performances by Business
Toys and Hobby
Solid Performance in Christmas sales season Main Characters for the next year
Japan
Tamagotchi
Go-onger
(Power Rangers)
Cooking Toy
Battle Spirits
（Trading Card）
Overseas
Good start and successful events
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Trends in Performances by Business
Game Contents
FY2009.3 Game Software Sales
Main titles for the next year
Platform
Region
Unit Sales
Forecas ts
PS3・Xb360
WW
2,300K
Active Life Outdoor Challenge
Wii
US,E,J
1,030K
We Ski
Wii
US,E
960K
（1,110K）
PS3・Xb360
J,E
730K
Title Name
Soul Calibur IV
Dragon Ball Z
Burst Limit
Naruto
Ultimate Ninja：Storm
Gundam Musou 2
Naruto
Ultimate Ninja 3
Taiko Drum Master for DS 2
PS3
US,E,J
640K
PS3・Xb360
PS2
J,A
590K
PS2
US,E
580K
Tekken 6
(PS3, Xb360 Worldwide sales）
Family Ski &
Snow Board
（Wii US&Europe）
NDS
J
520K
Super Robot War Z
PS2
J
510K
Taiko Drum Master for Wii
Wii
J
500K
Afro Samurai
（PS3, Xb360
US&Europe）
* Numeric figures in parentheses are accumulated numbers of units including those
sold in Japan in the previous fiscal year.
* WW: Worldwide, J: Japan, US: United States, E: Europe, A: Asia
FY2009.3: 71 Titles
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5
Trends in Performances by Business
Visual and Music Content
Amusement Facility
Development of TV series for
Blu-ray Disc and DVD
Improving profitability
Existing store sales YOY (Japan)
Mobile Suit Gundam 00
CODE GEASS
Lelouch of the Rebellion R2
Building new business models for the world
1st
Half
3Q
(3 mo.)
2nd
Half
Full
Year
07
results
08 Initial
Plan
95.8%
92.1%
92.5%
94.1%
98%
−
101%
99%
08 Results
/Forecasts
87.2%
87.7%
87%
87%
Number of facilities (Japan)
FREEDOM
AKIRA
Same format globally-simultaneous
release of Blu-ray Disc
Beginning
Openings
Closures
Year-end
07 Full Year
316
12
35
293
08 Full Year
293
10
69
234
Developing the operating base to
strengthen profitability
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2. Review of Current Mid-term Business Plan (2006-2008)
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6
Consolidated Mid-term Plan and Results
FY2007.3
Plan
Net Sales（\ bn.）
OP（\ bn.）
ROA
ROE
Net Sales
470.0
40.0
10.0%
8.0%
FY2008.3
Results
+/-
459.1
42.2
11.5%
9.4%
（billion yen）
Plan
Result/Forecast
105.6%
+1.5P
+1.4P
FY2009.3
Results
500.0
50.0
12.0%
9.5%
Operating Profit
+/-
460.4
33.4
8.8%
11.7%
60
500
50
400
40
300
30
200
20
100
10
FY09.3
66.8%
-3.2P
+2.2P
（billion yen）
15.0%
550.0
58.0
13.5%
10.0%
Forecasts
+/-
440.0
24.0
6.5%
4.5%
80.0%
41.4%
-7.0P
-5.5P
ROA Plan
ROA Result
ROE Plan
ROE Result
10.0%
ROA
ROE
5.0%
0.0%
0
FY07.3 FY08.3
Plan
92.1%
Plan
Result/Forecast
600
0
97.7%
Plan
FY07.3 FY08.3
FY09.3
FY07.3 FY08.3
FY09.3
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Outcomes and Challenges
Goal of current Mid-tem Business Plan
Maximizing group synergy
Management
Business
- Restructured organization
- Aligned corporate culture and
human resources
- Strengthened financial base, etc.
Concentrated on maximizing synergy
among all businesses
Completed "development of our
management base" for the next
step
Challenge: How to keep pace with
the changing market environments
We aim to accelerate future growth by allocating corporate
resources to focused business opportunities
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7
3. Overview of the Next Mid-tem Business Plan (2009-2011)
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(1) Business Environment & Our Directions
Market Environment (1)
Shrinking Japanese market and growing overseas market
Asia
Europe
Changes in shares by region in the global market
7%
13%
32%
32%
US
Japan
74% in
US & Europe
3%
（¥3.8 trillion ）
170% growth in
US & Europe
34%
46%
42%
15%
13%
44%
25%
2003
2007
2003
¥4.9 trillion ¥5.2 trillion
Toys and Hobby
Mkt.Size
1. Europe: United Kingdom, France, Germany, Spain, Italy
2. Asia: China, South Korea, Taiwan, Singapore, Malaysia, India
Sources: The Japan Toy Association, IDG, NPD, Euromonitor
7%
28%
41%
18%
2007
¥1.3 trillion
¥2.1 trillion
Video Game Software
Strengthening overseas
Video
Game Software
business
is essential
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8
(1) Business Environment & Our Directions
Market Environment (2)
Promising contents can lead to global hits in a short period
Digitization and networking
Distribution and media becoming oligopolistic
Global market is becoming oligopolistic and
developing business in the global market
becoming prerequisite
Contents can be simultaneously output to
the world on the prevailing Internet
Innovation in our content strategy is essential
Market Environment (3)
Increasingly intense competition in the global market
Large-scale M&A in and outside the industry and regions
Video game industry: Intensified cross-border acquisition
Toys and hobby industry: Acquisition by leading companies
Entertainment industry in general: Acquisition by big players in the surrounding industries
Expanding our scale is essential to compete in the global market
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(1) Business Environment & Our Directions
Strengthening overseas business
Innovation in our content strategy
Expanding our scale to compete in the global market
Building a base supporting our
continuous growth
Pursuing growth in the global market from a long-term prospective
Medium to Long-term Group Vision
Globally recognized entertainment group
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9
(2) Position of the New Mid-Term Business Plan
Medium to Long-term Group Vision
Globally recognized entertainment group
Overseas Sales ratio(%)
80
2015∼17
FY2008.3 Results
Nintendo
70
ACTIVISION
HASBRO
60
EA
50
MATTEL
2011
Targeting for
100 billion yen in
operating income and
50% oversees sales ratio
in the Mid-Term Business Plan
starting from 2015
2007
40
Capcom
30
Sega Sammy
Konami
Takara Tomy
Square Enix
10
20
0
-50
0
50
100
Note: Overseas sales ratios of EA, Activision Blizzard, Mattel, and Hasbro are calculated with sales in regions
other than North America.
Sources: IR publications of the above companies
500
Operating Income (billion yen)
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(2) Position of the New Mid-Term Business Plan
Our medium to long-term growth steps
Current Mid-term Plan
Next Mid-term Plan
（2006-2008）
（2009-2011）
Completing
development of our
management base
Developing a global
base for growth
- Restructured organization
- Aligned corporate culture
and human resources
- Strengthened financial
base, etc.
Mid to long-term
（2012∼）
Substantial growth in
global market
- Investments in growing
- Generating returns from our
business areas
investments
- Reinforcing profitability to
- Making further investments
support up-front investments
in growth
【2015-2017】 Globally recognized entertainment group
Operating Income: 100 billion yen
Overseas Sales Ratio: 50%
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10
(3) Strategy
Globally
recognized
entertainment
group
Strategy A: Focus (business strategy)
Targeted/prioritized investment
(1) Businesses for dynamic growth
Toys and Hobby, Game Contents
(2) Businesses for profit improvement
Visual and Music Content,
Amusement Facility
Strategy B： Enhance the Entertainment-Hub
(function strategy)
One of Japan's
leading
entertainment
groups
Evolve from best domestic model to best global model
Evolution A
Strengthen IP
creation/acquisition
capability
Evolution B
Enhance IP
marketing
capability
Evolution C
Maximize merchandising development
capability
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(3) Strategy A. Focus
Focus business areas
Market attractiveness
Toys and
Hobby
Game
Contents
Overwhelming market size
(US/Europe in particular);
Stable market
Remarkable growth added to
market size (US/Europe in
particular)
Competitive advantage
- Strongest domestic character
merchandising model
- Global title development
capability for worldwide target
Particular focus on
US/Europe markets
Dynamic Growth
Visual and Anime market
Music
⇒Niche and stable
Content
- No. 1 domestic anime package
- Declining profitability
Amusement Domestic (certain size), overseas
Facility
(small) ⇒shrinking
- No. 2 domestic game center
- Declining profitability
Improving Profitability
Focus on domestic market/
mission change
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11
(3) Strategy A. Focus
OP Margin
Visual & Music
Content
Focus on Japan
(%)
20
Amusement Facility
Focus on Japan
Profit Improvement
15
10
5
Game Contents
Focus on game software
in US/Europe
Toys & Hobby
Focus on
US/Europe
th
ic Grow
m
a
n
y
D
0
100
0
2,000
200
1,000
300
3,000
400
5,000
500
4,000
Net Sales
(billion yen)
2011
2008
2015∼
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(3) Strategy A. Focus Dynamic Growth
1. Toys and Hobby
Dramatically expand the Character Merchandising
Model to the Global Market
Character
(IP)
U.S.
Europe
Products
(Merchandising)
Sales & Marketing
Strengthening
- Strengthening products originating from
characters originating
Japan and the U.S.
from Japan and the U.S. - Expanding our categories
Strengthening collaboration
with the U.S.
Expanding
sales areas
Japan
Building a dominant No. 1 position in the Market
Asia
Strengthening collaboration with Japan
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12
(3) Strategy A. Focus Toys and Hobby
Strategy for the United States
Utilizing characters
Entering new businesses
Certain hit products in Japan
(Tamagotchi, ∞ Bubble
Packing)
New
Developing unique products of categories
popular in the U.S.
Girls (Dolls)
Pre-school Toys etc.
Existing
Stepping up development of
products originating from Japan
Action Figure Toys
Trading Cards
New
Strengthening creation
of U.S. characters
Existing
Making the most of
Japanese characters
Utilizing characters
to develop new categories
Hobby (Vehicle),
Girls (Activity toys) etc.
Considering growth initiatives, including M&A
Strengthening our existing competitive advantages
and expanding our product categories
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(3) Strategy A. Focus Toys and Hobby
Strategy for Europe
Accelerating export of U.S. contents
(Case of Ben10 )
Won the 2009 UK Toy
of the Year Award
Creation
U.S.
Europe
Collaboration
with Cartoon
Network
FY09.3 sales:
6 billion yen
FY09.3 sales:
8 billion yen
Realizing dynamic growth in collaboration with the
U.S. and expanding sales areas
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13
(3) Strategy A. Focus Toys and Hobby
Strategy for Europe
New Girls Products
Expanding sales area in Europe
: 2008 sales area
Realizing dynamic growth in collaboration with the
U.S. and expanding sales areas
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(3) Strategy A. Focus Toys and Hobby
Strategy for Japan
Maintaining our No. 1
market share categories
Driving for the No. 1
position in categories
＋
Boys Character Toys
Plastic Model
Capsule Toys
DATA CARDDASS
Candy Toys
Trading Cards
Girls Toys
Boys Basic Toys
Building dominant position in Japanese market
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14
(3) Strategy A. Focus Dynamic Growth
1. Game Contents
Directions of business and regional strategy
US & Europe
Reinforcing Worldwide
development and sales
system
Strengthening development
capabilities to meet needs for
the next generation
Asia
Horizontal sales expansion
of Japanese arcade game
machines
Japan
Achieving synergy effects
from Group restructuring
US & Europe
Mobile
Contents
Maintaining and bolstering
number one market share
among third parties
Japan
Arcade
Game
Machine
Japan
Video
Game
Software
Expanding market share
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(3) Strategy A. Focus Game Contents
Worldwide Development System
“Current BANDAI NAMCO System"
Worldwide extension of Japanese
and U.S. development capabilities
AFRO SAMURAI
Developed in Japan Sales in Europe
Core target
Developed in the US
Core target
Developed in Japan
Casual target
Developed in the US
Casual target
Sales in
Japan
Development
in the U.S. Sales in the U.S.
Development
in Japan
Worldwide Studio New BANDAI NAMCO System
Active Life
Outdoor Challenge
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15
(3) Strategy A. Focus Game Contents
Titles targeted for U.S. and European markets
Strong
1. Fight
2. Flight
3. Action (Anime
General Progress
Maintaining leading
position in a niche market
Character)
Our superiority
4. Party/Music
5. Action
Revitalization
(Game Character) Aiming for outstanding
- RPG
- Nurturing
- Practical etc.
- Strategy
position in a rapidly
growing market
6. Shooter
7. Racer
8. Core Action
New Development
- Sports
- Action (Movie)
Weak
Small
Marketability in the US and Europe
Large
Full-scale participation
in the largest markets in
the US and Europe
Not focusing
Screening titles based on marketability in the U.S. and
Europe and our competitive edge
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(3) Strategy A. Focus Game Contents
Development patterns for the U.S. and Europe
Current Strengths
General Progress
New Work Needed
1. Fight
2. Flight (Anime
3. Action Character)
Existing major franchises
Taking new technologies
Strengthening multiplatform development
Revitalization
Technologies cultivated
on arcade games
Strength from holding
unique IP (Pac-Man, etc.)
User research and testing
and finalizing
Applying technical and
planning capabilities
Game engine development
Large-scale project
Management capability
improvement
4. Party/Music
5. Action
(Game Character)
New Development
6. Shooter
7. Racer
8. Core Action
Building competitive advantage
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(3) Strategy A. Focus Game Contents
Take Over Bid
D3 INC. （Listed on JASDAQ）
Further growth in rapidly changing game market
with diversified customer needs by fusion of both
companies’ strengths
Business expansion in growing overseas markets
Collaboration in domestic mobile content market
Duration
From Feb 13, 2009 to Mar. 16, 2009
TOB Price
Total
Approx. 1.4 billion yen
Investment
From 74.78% of the issued shares, including the shares held by
FIELDS CORPORATION, D3’s parent company, up to 100%
Number of
shares to be
purchased
62,000 yen
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(3) Strategy A. Focus Game Contents
Strengthening Sales & Marketing in Europe
Expanding distribution networks by
investing in distributors in Europe
NAMCO BANDAI
Holdings Inc.
100%
Infogrames
Entertainment
100%
Bandai SA
100%
NAMCO BANDAI
Games Europe
34%
Expanding distributors into
10 sales bases in 20 countries
Atari Europe
66%
Distribution Partners (tentative name)
Amount of investment:
Approx. 27 million euros
* We have concluded an share purchase agreement
with an option enabling us to make the company
a wholly owned subsidiary in the future.
Driving for a top 5 in Europe
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17
(3) Strategy A. Focus Profit Improvement
1. Visual and Music Content
IP (Intellectual Property) Portfolio
Users
Core
Building an optimal IP portfolio
through the strategic and flexible
appropriation of resources
Return on investment
from a global perspective
Casual
Improving Profitability
Region
Licensed
Original
IP
Content development function,
a source of business for the Group
Business Model
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(3) Strategy A. Focus Profit Improvement
2. Amusement Facility
Bolstering profitability with focus and selection
Japan
■Raising profits of high potential outlets
■Reinforcing profit base
Number of facilities (Japan)
293
2008.3
262
234
■Opening differentiated facilities with a
competitive edge
Accelerating
scrap-and-build
measures
2008.9 2009.3
■Appropriate services based on
customer segment
Reviewing strategies to meet needs of shopping center
and downtown & roadside facilities
Overseas
U.S.: Continuing to rebuild business model
Europe: Withdrawal from Spain
⇒ No intention to enter
a new region
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18
(3) Strategy B. Enhance the Entertainment-Hub
Business model unique to BANDAI NAMCO
IP creation/Acquisition
Group
IP marketing
(media use)
Merchandising
Development
Increase value through
use of media
IP
IP
Creation
Outside
Acquisition
Launch diverse products on IP
IP
Toys and Hobby
IP
Game Contents
IP
Visual and Music Content
IP
Amusement Facility
IP
IP
IP IP
IP
IP
IP IP
IP
IP
IP
IP
Synergy by linkage
Enhance the model to best global model
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(3) Strategy B. Enhance the Entertainment-Hub
IP creation/Acquisition
Generation
Establish worldwide studio (game)
Joint content production with major TV stations
Acquisition
Invest in and acquire license to large-scale content
capable of global launch
IP marketing
(media use)
Merchandising
Development
Simultaneous global content launch
Domestic: TV/movies
US/Europe: TV/movies
Global scale online launch
Improving profitability by expanding categories
at global level
The leading innovator in global entertainment
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(4) Group Initiatives in Support of the Strategies
■ Pursuing management efficiency
Reviewing business portfolios
Restructuring unprofitable businesses and defining rules for withdrawal
⇒Adopting ROIC (return on investment capital) by business
as a new index for performance assessment
Cost Reduction
Cutting costs by consolidating the operating processes of the Group, etc.
■ CSR activities
Reinforcing our environmental management
Mid-Term Group Environmental Objectives
As a top runner entertainment company, we will introduce environmentally
friendly measures into the products and services of the Group companies
and reduce CO2 emissions from the Group offices,
by 5.4% in comparison with FY2009.3 levels by the end of FY2012.3.
The leading innovator in global entertainment
(4) Group Initiatives in Support of the Strategies
■ Capital Policy
Appropriation of earnings
After appropriation of an amount equivalent to a 30% dividend payout ratio, based on a
stable annual dividend payments of 24 yen per share, from the consolidated periodical net
income, the Company attributes a portion of this remaining balance to the acquisition of its
own shares, with comprehensive consideration of aspects such as the level of cash held, its
operating performance, its share price trend, and its plan for large-scale investments.
Current Mid-term Plan
(2006-2008)
New Mid-term Plan
(2009-2011)
Long-term Plan
(2012∼)
First three years after
management integration
Three years for the development of
institutional systems for substantial
growth worldwide
Attaining growth potential
worldwide
Retained the funds
needed to grow
- Conducted
share buy-back
Investing for global
growth
-M&A , development
investment, etc.
Sustained investment
for continued growth
Maintaining a 30% consolidated dividend payout ratio
based on a stable annual dividend payments of 24 yen per share
The leading innovator in global entertainment
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Corporate Philosophy
Mission
Dreams, Fun and Inspiration
Dreams, Fun and Inspiration are the Engine of Happiness.
Through our entertainment products and services,
BANDAI NAMCO will continue to provide
Dreams, Fun and Inspiration to people around the world,
based on our boundless creativity and enthusiasm.
Vision
The leading innovator in global entertainment
As an entertainment leader across the ages,
BANDAI NAMCO is constantly exploring
new areas and heights in entertainment.
We aim to be loved by people who have fun and
will earn their trust as the leading innovator in global entertainment.
The leading innovator in global entertainment
Note on Projections
This document contains forward-looking statements and information related to the BANDAI NAMCO
Group that are based on our knowledge as well as various assumptions made on the basis of information
currently available. The words “forecast,” “plan,” “target,” “estimation,” “projection,” “intend,” “will”
and similar expressions, as related to the Group, are intended to identify forward-looking statements and
information. Actual results could differ materially from those projected in such forward-looking statements.
© 2008 テレビ朝日・東映ＡＧ・東映, © BANDAI･WiZ 2004, ©サンライズ・メ∼テレ, © 2009 テレビ朝日・東映ＡＧ・東映, ©ＡＢＣ・東映アニメーション,
© 2009 石森プロ・テレビ朝日・ＡＤＫ・東映, © 2008 Ishimori Production Inc・Toei Company, Ltd.・Adness Entertainment Co., Ltd. All rights reserved.,
© 1994-2009 NBGI, © 2006 NAMCO BANDAI Games America Inc. © NBGI,
Afro Samurai ® & © 2006 TAKASHI OKAZAKI, GONZO / SAMURAI PROJECT.
Program © 2009 NAMCO BANDAI Games America Inc.
Produced by SURGE , a division of NAMCO BANDAI Games America Inc.,
Afro Samurai ® & © 2006 TAKASHI OKAZAKI, GONZO / SAMURAI PROJECT.
Program © 2009 NAMCO BANDAI Games America Inc.
Developed by NAMCO BANDAI Games America Inc.Published by NAMCO BANDAI Games Eourope S.A.S.,
©創通・サンライズ・毎日放送, ©ＳＵＮＲＩＳＥ／ＰＲＯＪＥＣＴＧＥＡＳＳ・ＭＢＳＣｈａｒａｃｔｅｒＤｅｓｉｇｎ© 2006-2008 ＣＬＡＭＰ, © BANDAI 2009,
© BANDAI 2009. All rights reserved by BANDAI. Technology under license from EVOLVE NPD Ltd.
© 1988マッシュルーム／アキラ製作委員会, © 2006 ＦＲＥＥＤＯＭＣＯＭＭＩＴＴＥＥ, TM & © Cartoon Network. (s08), ©創通・サンライズ・毎日放送,
©石森プロ・テレビ朝日・ADK・東映 © BANDAI 2008, (C)Nintendo・Creatures・GAME FREAK・TV Tokyo・ShoPro・JR Kikaku © Pokémon
©ゆでたまご／集英社・東映アニメーション, © 2008 Gullane(Thomas)Limited,
© 2006 NAMCO BANDAI Games America Inc., PAC-MAN： © NBGI
© 1995・2008 士郎正宗／講談社・バンダイビジュアル・ＭＡＮＧＡＥＮＴＥＲＴＡＩＮＭＥＮＴ ©サンライズ・メ∼テレ,
©臼井儀人／双葉社・シンエイ・テレビ朝日・ＡＤＫ 2008
The leading innovator in global entertainment
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