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BANDAI NAMCO - Japanese multinational - Coggle Diagram
BANDAI NAMCO - Japanese multinational
HISTORY
2008 * Banpresto Co.,Ltd software for home video game consoles and arcade game machine operations were transferved to and integrated with the operations of NAMCO BANDAI Games Inc.
2006 - corporate merge between Namco and Bandai
2014 - Namco Bandai Studios to Bandai Namco Entertainment
BUSINESS UNITS
Entertainment Unit
Digital Business
planning, development, and sales of home video games
Mid-term Plan Strategies
Realizing the metaverse concept
Worldwide title organization, large-scale development
Strengthening content originating overseas
Toys & Hobby business
Planning, development, production, and sales of toys, capsule toys, cards, confectionery and foods, apparel, sundries, plastic models, prizes, stationery, and other products
Mid-term Plan Strategies
Global IP merchandising roll-outs
Strengthening business in North America and China
Global strategy for digital marketing and direct marketing
Franchises
Video Game
Pac-Man, Tekken, Gundam, Soulcalibur, Tales, Ace Combat, Taiko no Tatsujin, The Idolmaster and Dark Souls
Media
Shonen Jump, Kamen Rider, Super Sentai, Sword Art Online, and the Ultra Series
Mid-term Plan
Vision - Connect with Fans
Main Strategies
Large-scale, long-term investment x short-cycle, rapid investment
Acquiring a focus on maximizing IP value
IP Production Unit
Visual and Music Business
Planning, production, and management of visual and music content; artist discovery and development; and live entertainment operations
Creation Business
Planning and production of animations; management and administration of copyrights and other rights; production of music related to animations and management and administration of music and masters related to animations
Mid-term Plan
Main strategies
Accelerating the creation of hits by strengthening multifaceted production capabilities
Maximizing IP value by strengthening multifaceted management capabilities
Establishing strong Unit structure for the implementation and continued development of strategies
Vision - Evolving into the leading IP production group that continues to provide a wide variety of stories that
bring the world together
Merging Visual and Music production business and Creation business
Amusement Unit
Planning, development, production, and sales of amusement machines; planning and operation of amusement facilities, etc.
Mid-term Plan
Vision - Responsive to Change — Becoming a Unit that can address change as we move into the future
Main Strategies
TRANSFORM: Change method of implementing businesses
UNITE: Continually work together as a Unit to foster optimization
CONTROL: Address circumstances rapidly and flexibly
Affiliated Business Companies
Supporting the Units in such areas as distribution, logistics, and administrative services
COMPANY
VISION
“The Leading Innovator in Global Entertainment”
MISSION
“Dreams, Fun and Inspiration”
STRATEGIC DIRECTION - 2022 to 2025
New Logo
New Purpose
“Fun for All into the Future”
Vision
Connect with Fans
Main Stategies
IP Axis Strategy
IP Fan - Connecting fans with new IP
IP Value - Enhancing IP Value
IP World - Connecting the world through IP
Investment Plan - ¥40.0 billion
Strategic investment to maximize IP value: ¥25.0 billion
New IP creation, Groupwide IP projects, open innovation, etc.
Investment to develop the IP Metaverse: ¥15.0 billion
Establishment of data foundation (data universe), development of content
Personnel Strategy
Developing Diverse Human Resources
“same spirit, diverse talents”
Sustainability
Connecting to a smile into the future
Numerical Targets
Consolidated net sales: ¥1,100 billion
Consolidated operating profit: ¥125.0 billion
ROE: 12% or more
BUSINESS RISKS
COVID-19
Reduction in both consumption & Production
Key Business Model
changes in customers’ preferences and lifestyles, and intensification of competition
depending on specific IP and business
relationships with external partners
evolution of technology
Risks with IP
Overseas Development
media and distribution, counterfeit products, intellectual property rights, currency exchange risks, laws and regulations, etc.
Developing Human Resources
Falling birth rate in Japan
expand business areas and the regions for product and service roll-out in overseas markets.
Centralization of manufacturing and quality control
Climate Change
Disasters