FIELDS DIGITAL ANNUAL REPORT 2017

Medium-term Management Plan

3-year Medium-term Management Plan

Focal Points of the 3-year Medium-term Management Plan

The 3 focal points of the Medium-term Management Plan are described below. By ensuring its implementation, we will achieve our planned results for these 3 years, and aim for even further growth.

1In parallel with executing medium- to long-term business strategies, concentrate on the short-term recovery of business results
Strengthening of distribution infrastructure in the pachinko and pachislot business platform
Restoration of profitability to each IP project
2Restructure business value chain based on core “planning and production capabilities”
Customer orientation/ reaction to change/ information capability/ partnership/ planning capability/ persistent business development
Organizational improvement of production capabilities pursuing product ideals
3Evolve the [IP × Business Platform] business model
Thorough approach from both “IP” perspective and “business platform” perspective
Generation of revenue through the expansion and deepening of [IP × Business Platform]

3-year Market Perception

1. Pachinko and Pachislot Market

Background

September 2014 Change of pachislot model certification test method (after that, implementation of a series of regulations regarding pachinko and pachislot machines)
December 2016 Official announcement of “Integrated Resort Promotion Law*”
July 2017 Draft revisions to laws, ordinances, and rules related to the Amusement Businesses Law announced
July-September, 2020 The Tokyo Olympic and Paralympic Games held (Scheduled)

For the Creating the Most Pleasant Entertainment Space

Measures (regulations) aimed at preventing dependence (addiction) on pachinko and pachislot continue to be implemented, influenced by the IR Promotion Law of December 2016, and the Tokyo Olympic and Paralympic Games in 2020. However, the issues of reducing the gambling stakes in pachinko and pachislot, and improving entertainment are the theme for not only short term, but also long-term, industry-wide themes. In fact, it could be said that the time is ripe for a change in pachinko and pachislot, which has taken root in the local community as popular entertainment, but which the local community hopes can be a more pleasant entertainment space.

2. Entertainment Market

Background

  • Expansion of the market for children, as a result of population increases in Asia and to the west
  • Shift of global entertainment companies to Asia
  • Increasing emphasis on “experience value” for consumers
  • Expansion of new forms of “reality”, VR (Virtual Reality), AR (Augmented Reality) and MR (Mixed Reality), etc.
  • Shift from ownership of actual products to consumption of data-based products and services

Global Market is Expanding Steadily

The entertainment market is evolving, with technological innovations leading to the launch of new products and services as well as changes in the style of consumption. In the publishing market, paper media is decreasing, while growth of the e-book market is accelerating. In the game market, while the Japanese market is expanding only gradually, growth is continuing on also on a global scale. The movie market has continued its strong growth since 2011. In the live entertainment market, new initiatives such as recent “2.5 D musicals” have led market expansion.

3-year Plan of Medium-term Business Results

In fiscal 2017, the Group will concentrate on business activities focusing on strengthened earnings in the medium-term. The Group will also work to rebuild its business value chain, thoroughly strengthening the Company’s DNA—its planning and production capabilities—with an eye to the past and future of the market. In addition, the Group will promote efforts to evolve a business model aimed at maximizing its earnings from both IP and business platform perspectives. Consequently, according to our plan, our results forecast is ¥82–85 billion in net sales, ¥0–2 billion in ordinary income, and ¥0–1 billion in net income attributable to owners of parent. However, there are some uncertain elements such as the market environment in the pachinko and pachislot field, which is the Group’s core field of business, so figures have been given as a range of values. Furthermore, in this profit plan, we take into consideration risks in the process of advancing the selection and concentration of business and management efficiency with a medium-term perspective.

Our planned results outlook for fiscal 2018 is for ¥71–74 billion in net sales, ¥2–3 billion in ordinary income, and ¥1–1.5 billion in net income attributable to owners of parent. Net sales are forecasted to decrease compared with the previous fiscal year due to the impact of the sales mix* in the pachinko and pachislot machine business, however, ordinary income is expected to rise compared with the previous fiscal year owing to the effect of ongoing management optimization as well as the expected contribution from the pachinko and pachislot, and cross-media businesses.

Our planned results outlook for fiscal 2019 is for ¥81–88 billion in net sales, ¥5–7 billion in ordinary income, and ¥2.5–3.5 billion in net income attributable to owners of parent. In the pachinko and pachislot business, we will further evolve our product lineup and sales structure, while in the cross-media business, we will expand customer contact points in Japan and abroad. Consequently, we aim for conditions that will see further gains in net sales and ordinary income. We envisage that the pachinko and pachislot business will represent 70% of profit and the cross-media business will represent 30% of profit in this fiscal year.

Net sales
Graph: Net sales
Ordinary income
Graph: Ordinary income
Net income attributable to owners of parent
Graph: Net income attributable to owners of parent
(Table 1) Medium-term performance plan

(Unit: billions of yen)

FY2016 FY2017 FY2018 FY2019
Net sales 76.6 82.0–85.0(+5.4–+8.4) 71.0–74.0(-14.0–-8.0) 81.0–88.0(+7.0–+17.0)
Operating income (5.3) 1.0–2.0(+6.3–+7.3) 2.0–3.0(0–+2.0) 5.0–7.0(+2.0–+5.0)
Ordinary income (9.0) 0–2.0(+9.0–+11.0) 2.0–3.0(0–+3.0) 5.0–7.0(+2.0–+5.0)
Net income attributable to owners of parent (12.4) 0–1.0(+12.4–+13.4) 1.0–1.5(0–+1.5) 2.5–3.5(+1.0–+2.5)

*Figures in parentheses show year-on-year fluctuations
*Progress in relation to the Medium-term Management Plan is available at Account Disclosure Materials.

Initiatives for Short-term Recovery of Business Results

1. Pachinko and pachislot business platform Enhance distribution base and expand goods handled
2. Cross-media business platform Improving earnings through organized IP and implementation of measures for building up profits
3. Management foundation Strengthening the management foundation through cost optimization

1. Pachinko and Pachislot Business Platform

Enhance distribution base and expand goods handled

FIELDS will strive to strengthen the sales bases we have nationwide, provide more attentive service to customer halls, and engage in proposal activities. Furthermore, by strengthening relations with each manufacturer, we will endeavor to bolster our product line-up. In addition, we will expand the products we handle through sales collaboration with unaffiliated manufacturers.

2. Cross-media Business Platform

Improving earnings through organized IP and implementation of measures for building up profits

FIELDS will also aim to boost revenue by licensing out already organized IP through collaborations with powerful partners in various media. We will also strive to create new revenue opportunities in the field of live entertainment through collaboration with large-scale event facilities.

3. Management Foundation

Strengthening the management foundation through cost optimization

FIELDS will strive to strengthen the management foundation by expanding business revenue and through cost optimization, including cost and SG&A expense reductions.

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