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 The leading innovator in global entertainment 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 The leading innovator in global entertainment 2 1. FY Mar. 2009 3Q Results and Full Year Forecasts The leading innovator in global entertainment 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 The leading innovator in global entertainment 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 The leading innovator in global entertainment 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 The leading innovator in global entertainment 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 The leading innovator in global entertainment 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 The leading innovator in global entertainment 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 The leading innovator in global entertainment 2. Review of Current Mid-term Business Plan (2006-2008) The leading innovator in global entertainment 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 The leading innovator in global entertainment 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 The leading innovator in global entertainment 7 3. Overview of the Next Mid-tem Business Plan (2009-2011) The leading innovator in global entertainment (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 The leading innovator in global entertainment 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 The leading innovator in global entertainment (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 The leading innovator in global entertainment 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) The leading innovator in global entertainment (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% The leading innovator in global entertainment 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 The leading innovator in global entertainment (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 The leading innovator in global entertainment 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∼ The leading innovator in global entertainment (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 The leading innovator in global entertainment 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 The leading innovator in global entertainment (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 The leading innovator in global entertainment 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 The leading innovator in global entertainment (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 The leading innovator in global entertainment 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 The leading innovator in global entertainment (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 The leading innovator in global entertainment 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 The leading innovator in global entertainment (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 The leading innovator in global entertainment 16 (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 The leading innovator in global entertainment (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 The leading innovator in global entertainment 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 The leading innovator in global entertainment (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 The leading innovator in global entertainment 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 The leading innovator in global entertainment (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 19 (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 20 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/PROJECT GEASS・MBSCharacter Design© 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 FREEDOM COMMITTEE, 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・MANGA ENTERTAINMENT ©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 21
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