Sega Sammy Holdings Inc. · TSE:6460
Sega Sammy — FY2021/3 Earnings Presentation
74 slides from Sega Sammy's earnings presentation, May 13, 2021
Slide 1: Fiscal Year Ended March 2021 Results Presentation
Fiscal Year Ended March 2021 Results Presentation 2021/5/13 Market forecasts, operating results forecast, and other information contained in these materials are based on judgements and projections of the Company’s Disclaimer managements from currently available information. Therefore, please underst
Slide 2: FY2021/3 Results / FY2022/3 Forecast
01 FY2021/3 Results / FY2022/3 Forecast -2-
Slide 3: FY2021/3 Results, FY2022/3 Forecast
FY2021/3 Results, FY2022/3 Forecast (JPY Billion) 2020/3 2021/3 2022/3 FY2021/3 Results Full Year Full Year Full Year Results Results Forecast Sales 366.5 277.7 312.0 • Strength and weakness in each business became Entertainment Contents 247.6 217.8 213.0 clearer due to the impact of COVID-19. Pachi
Slide 4: Impact of Implementation of “Structural Reform”
Impact of Implementation of “Structural Reform” P/L impact in FY2021/3 • Structural reform expenses in -19.1 billion yen (extraordinary Amusement Center Operations losses) 1) Review of Business area -0.5 billion yen (extraordinary Structure • Closure of Orbi Yokohama losses) • Structural reform expe
Slide 5: Impact from Implementation of “Structural Reform”
Impact from Implementation of “Structural Reform” P/L improvement in FY2022/3 associated with “Structural Reform.” （Unit: billion yen） 8.8 Improved Impact from reduction of fixed Normalization amount in P/L P/L expenses associated with of labor associated with improvement structural reform expense
Slide 6: Reference: Initiatives of “Structural Reform” (Per segment)
Reference: Initiatives of “Structural Reform” (Per segment) Review of Reduction of Business fixed Others Details Structure expenses Consumer area ● Rationalization of departments and Amusement functions Machine Sales ● ● ● Shift of R&D resources to Consumer area Entertainment area Transfer of shares
Slide 7: Breakdown of Income (FY2021/3 Results)
Breakdown of Income (FY2021/3 Results) (Unit: billion yen) (Unit: billion yen) Non-operating income/losses and extraordinary income/losses Operating Income 6.5 Non-operating income 2.8 Non-operating Income 2.8 Gain on investments in partnership 1.4 Non-operating expenses 7.6 Non-operating Expenses 7
Slide 8: Costs and Expenses
Costs and Expenses (JPY Billion) 2020/3 2021/3 2022/3 Full Year Full Year Full Year FY2021/3 Results FY2022/3 Forecast Results Results Forecast R&D Expense / Content Production Expense 76.5 61.9 74.1 Entertainment Contents 58.6 45.5 57.9 • Launch of new titles decreased in • Launch of new titles inc
Slide 9: Consolidated Balance Sheet Summary
Consolidated Balance Sheet Summary (Billion yen) 【Assets】 【Liabilities and Net Assets】 As of end of As of end of As of end of As of end of Account Change Account Change March 2020 March 2021 March 2020 March 2021 Cash and Deposits 159.0 154.9 -4.1 Accounts Payable 17.8 16.9 -0.9 Accounts Receivable
Slide 10: Consolidated Cash Flows
Consolidated Cash Flows (Unit: billion yen) (Unit: billion yen) Cash and Cash Flows from Operating Activities cash equivalents End of Income before income taxes -9.8 2019/3期末 158.6 FY2020/3 Depreciation and amortization +14.5 C/F Structural reform expenses +34.1 from Increase in inventories -8.0 Ope
Slide 11: Liquidity of Funds
Liquidity of Funds Secured 367.5 billion yen as liquidity as of the end of March 2021 (Unit: billion yen) Working capital of existing business: Approx. 70 billion yen © SEGA SAMMY HOLDINGS INC. All Rights Reserved. -11-
Slide 12: Results / Forecast: Per segment
02 Results / Forecast: Per segment -12-
Slide 13: Entertainment Contents Business
Entertainment Contents Business FY2021/3 Results (Billion yen) 2020/3 2021/3 2022/3 Significant increase in profit YoY due to the contribution of Full Year Full Year Full Year Results Results Forecast Consumer area. Sales 247.6 217.8 213.0 Amusement Center Operations area was excluded from Consu
Slide 14: Entertainment Contents Business (Quarterly trend of FY2021/3 results)
Entertainment Contents Business (Quarterly trend of FY2021/3 results) Consumer area continued to perform strongly from 1Q to 3Q. Repeat sales decreased and recorded one-off expenses such as write-down in 4Q. Ordinary income decreased due to the sales of investment securities (Changed the account to
Slide 15: Entertainment Contents Business (Per subsegment)
Entertainment Contents Business (Per subsegment) FY2021/3 Results (Full Game) Significant increase in repeat sales due to the effect of stay-at-home spending etc. Consumer area (F2P) Strong performance of new titles and steady performance of existing titles. Amusement ・Revenue from rev. sharing
Slide 16: Consumer Area (Full Game’s sales trend)
Consumer Area (Full Game’s sales trend) "Persona 5 Strikers" "Football Manager 2021" "YAKUZA : LIKE A DRAGON (Unit: billion yen) "YAKUZA : LIKE A DRAGON" (Western version) "Mario & Sonic at the Olympic Games "Shin Megami Tensei III NOCTURNE HD REMASTER" Tokyo 2020" "Football Manager 2020" "Persona 4
Slide 17: Consumer Area (Full Game’s sales trend)
Consumer Area (Full Game’s sales trend) New titles are expected to increase in FY2022/3 *New titles (plan) “HUMANKIND™" (Unit: billion yen) “Total War: WARHAMMER III" “Shin Megami Tensei V"" “LOST JUDGEMENT", etc. *Repeat: Titles released in or before previous fiscal year including “Sonic” series, “
Slide 18: Consumer Area (Number of Full Game’s unit sales by IP)
Consumer Area (Number of Full Game’s unit sales by IP) 【FY2021/3 Results of Major titles】 IP Unit Sales Major titles (Released month) "Mario & Sonic at the Olympic Games Tokyo 2020“ (November 2019) Approx. “Team Sonic Racing” (May 2019) Sonic 4,400K units “Sonic Mania” (August 2017) “Sonic Generatio
Slide 19: Consumer Area (F2P’s sales trend)
Consumer Area (F2P’s sales trend) Strong sales of 2 titles newly launched in FY2021/3 "Re:ZERO -Starting Life in Another World- Lost in Memories" (Unit: billion yen) "Project SEKAI COLORFUL STAGE! feat. Hatsune Miku" 15.5 “PHANTASY STAR ONLINE 2” 14.4 （Global Version） 13.1 “FIST OF THE NORTH STAR LE
Slide 20: Consumer Area (F2P’s sales trend)
Consumer Area (F2P’s sales trend) Launch of new "PHANTASY STAR ONLINE 2" series is scheduled in FY2022/3 (Unit: billion yen) *New titles scheduled "PHANTASY STAR ONLINE 2 NEW GENESIS", etc. 63.5 54.1 38.1 33.1 Aggregated figures as of the end of December *Figures of the fiscal year ended March 31, 2
Slide 21: Consumer Area (Strong F2P titles)
Consumer Area (Strong F2P titles) ■Top 3 titles in sales from Jan. - Mar. 2021 (No. 1) (No. 2) (No. 3) "Re:ZERO -Starting Life in Another World- Lost in Memories" "Project SEKAI COLORFUL STAGE! “FIST OF THE NORTH STAR LEGENDS ReVIVE" feat. Hatsune Miku" ©Tappei Nagatsuki,KADOKAWA/ Re:ZERO2 PARTNERS
Slide 22: Consumer Area (New major titles)
Consumer Area (New major titles) [FY2021/3 4Q new title] [FY2022/3- new titles (plan)] (Full Game) (Full Game) (Full Game) (F2P) "HUMANKINDTM" "Total War: WARHAMMER III" © Amplitude Studios 2020. © Games Workshop Limited 2021. © SEGA. Published by SEGA. "Persona 5 Strikers“ (Western version) ©ATLUS.
Slide 23: Reference: Consumer Area (Full Game’s sales trend)
Reference: Consumer Area (Full Game’s sales trend) (Billion yen) 2020/3 2021/3 2022/3 Through Through Through Through Through Through Full Year 1Q 1Q 2Q 3Q 4Q 2Q 3Q 4Q Forecast Sales 26.7 55.8 90.2 125.5 32.4 61.4 102.4 135.7 140.0 Domestic 12.9 27.0 45.9 64.2 12.4 27.9 48.7 64.6 65.0 Overseas 13.9
Slide 24: Reference: Consumer Area (Full Game’s unit sales trend)
Reference: Consumer Area (Full Game’s unit sales trend) 2020/3 2021/3 2022/3 Through Through Through Through Through Through Full Year 1Q 1Q 2Q 3Q 4Q 2Q 3Q 4Q Forecast Full Game: Number of Titles 9 titles 13 titles 26 titles 36 titles 4 titles 6 titles 15 titles 18 titles 26 titles Japan 2 titles 3
Slide 25: Entertainment Contents Business (Sales schedule): Consumer
Entertainment Contents Business (Sales schedule) ~FY2021/3 In or after FY2022/3 (plan) Persona 4 Golden YAKUZA : LIKE A DRAGON HUMANKIND™ Shin Megami Tensei V (PC version) (Western version) New titles A Total War Saga: TROY Football Manager 2021 Total War: WARHAMMER III LOST JUDGEMENT Full Game Shin
Slide 26: Entertainment Contents Business (Sales schedule): Amusement Machine Sales
Entertainment Contents Business (Sales schedule) ~FY2021/3 In or after FY2022/3 (plan) <Existing titles> KanColle Arcade / StarHorse Series / Fate/Grand Order Arcade / WCCF FOOTISTA / SANGOKUSHI TAISEN Amusement Machine Sales maimai DX / O・N・G・E・K・I / CHUNITHM <Regular titles> UFO CATCHER® series /
Slide 27: Pachislot and Pachinko Machines Business
Pachislot and Pachinko Machines Business (JPY Billion) 2020/3 2021/3 2022/3 Full Year Full Year Full Year FY2021/3 Results Results Results Forecast Resumed sales activities on a full scale after the second Sales 108.5 53.1 89.0 half of the year. Pachislot 54.1 13.9 40.5 Pachinko 37.4 28.5 42.7 D
Slide 28: Pachislot and Pachinko Machines Business (Quarterly trend)
Pachislot and Pachinko Machines Business (Quarterly trend of FY2021/3 results) Improvement in earnings in the second half of the year, due to resume of sales activities of machines (Unit: billion yen) © SEGA SAMMY HOLDINGS INC. All Rights Reserved. -28-
Slide 29: Reference: Pachislot and Pachinko Machines Business
Reference: Pachislot and Pachinko Machines Business (Expectation of annual unit sales, remaining number of previous regulation machines) Expect recovery in unit sales in FY2022/3 compared to FY2021/3, due to the arrival of previous regulation machines’ deadline for removal Expectation of annual un
Slide 30: Pachislot and Pachinko Machines Business (Sales schedule)
Pachislot and Pachinko Machines Business (Sales schedule) New title Specification changed title ~FY2021/3 FY2022/3~ (plan) Pachislot Hokuto No Ken Pachislot Pachislot The Seven deadly Shukumei Pachislot Angel Beats! Pachislot GAMERA Sins Pachislot Initial D P Shin Hokuto Muso Chapter 3 Pachinko P Ka
Slide 31: Reference: Utilization status of pachinko halls
Reference: Pachislot and Pachinko Machines Business (Utilization status of pachinko halls) YoY comparison of average utilization rate of Pachislot and Pachinko Unable to compare the data during the state of emergency period. *In-house estimation based on DK-SIS data (Data for 4 yen Pachinko and 20
Slide 32: Resort Business
Resort Business FY2021/3 Results (JPY Billion) 2020/3 2021/3 2022/3 Full Year Full Year Full Year Results Results Forecast PHOENIX RESORT: Significantly affected by COVID-19 and the Sales 10.4 6.3 9.5 number of facility users falled to 65.7% YoY. Operating Income -3.6 -4.1 -3.0 Personal demand i
Slide 33: Resort Business (Quarterly trend of FY2021/3 results)
Resort Business (Quarterly trend of FY2021/3 results) Recorded operating income at PHOENIX RESORT in 3Q Recorded expenses for preparation towards the participation in IR business in each quarter. (Unit: billion yen) © SEGA SAMMY HOLDINGS INC. All Rights Reserved. -33-
Slide 34: Resort Business (PARADISE SEGASAMMY)
Resort Business (PARADISE SEGASAMMY) （KRW Billion） FY2020 4Q FY2021 4Q （KRW Billion） Results Results FY2021/3 Results Sales 463.3 177.5 Casino 375.5 126.8 The number of facility users declined Hotel 69.2 44.4 • Number of casino users YoY: 45.4% Other 18.4 6.3 Cost of sales 391.2 216.0 • Streamline
Slide 35: Resort Business (PARADISE SEGASAMMY)
Resort Business (PARADISE SEGASAMMY) Trend of Drop* amounts at PARADISE CITY (KRW Million) April 2017 Opening of PARADISE CITY *Drop amounts: Purchased amount of chips by customers at the table *Calculation method was changed after Jan. 2018 © SEGA SAMMY HOLDINGS INC. All Rights Reserved. -35-
Slide 36: New Medium-Term Plan (FY2022/3-FY2024/3)
03 New Medium-Term Plan (FY2022/3-FY2024/3) -36-
Slide 37: Long-term vision
Long-term vision Value (Mindset and DNA) “Creation is Life” × Mission (Raison d’être) “Always Proactive, “Constantly Creating, Forever Captivating” —Making life more colorful— Always Pioneering” Vision (Ideal self) Be a Game Changer Pachislot and Entertainment Pachinko Resort Sustainability Global L
Slide 38: Beyond the Status Quo
New Medium-Term Plan (3 years) Beyond the Status Quo Goal -Breaking the Current Situation and Target Becoming a Sustainable Company- FY2024/3: Ordinary income 45.0 billion yen, ROE Over 10% Consumer area Pachislot and Pachinko Certification as a Strategy Investment Solidification of business operato
Slide 39: New Medium-Term Plan (3 years): Management Policies and KPIs
New Medium-Term Plan (3 years): Management Policies and KPIs Improvement of ROE by shifting to the management focusing on capital efficiency ROE 2.9% 0.9% 4.6% 0.4% 5% 7% 10% (Forecast) (Forecast) (Forecast) 800 4,000 (Unit: Billion yen) 366.5 337.0 350.0 700 3,500 323.6 331.6 312.0 600 3,000 277.7
Slide 40: New Medium-Term Plan (3 years): Per segment breakdown
New Medium-Term Plan (3 years): Per segment breakdown Aiming for ROE10% and ordinary income of 45.0 billion yen in FY2024/3 FY21/3 Results FY22/3 Forecast FY23/3 Forecast FY24/3 Forecast (Unit: Billion yen) Sales 217.8 213.0 238.0 242.0 Entertainment Operating Income 27.9 23.0 28.5 39.0 Contents Ord
Slide 41: New Medium-Term Plan (3 years): Strategic Frameworks
New Medium-Term Plan (3 years): Strategic Frameworks Focused investment Investment Consumer area Creation of Super Game in growth IR business Certification as a business operator of IR Pachislot and Creation of Hits Ensure Pachinko Amusement Machine × stable earnings Animation / Toys Business ef
Slide 42: Entertainment Contents Business Consumer Area
Entertainment Contents Business Consumer Area -42-
Slide 43: To be a Global Leading Contents Provider
Long-Term Objectives To be a Global Leading Contents Provider FY2024/3 FY2026/3 Strengthen earnings base by making existing IPs into global brand Creation of Super Game Investment promotion period towards global players Proactive investment in growth (Additional investment of up to 100.0 billion yen
Slide 44: Market Size and Growth Potential
Market Size and Growth Potential Market Size Trend (Forecast) Worldwide Game Player Population (Forecast) (Trillion yen) 21 (Billion person) 3.2 19 2 2.8 1 0.8 4 4 0.7 2.0 0.4 10 5 0.4 0.2 5 0.4 1 0.2 0.3 2 0.2 3 8 1.7 7 1.4 1.0 3.2 1 2 2 0.1 0.1 0.1 2015 2020 2023 2015 2020 2023 *Source: Created ba
Slide 45: Expansion of Platformers
Expansion of Platformers Barriers between devices and regions disappeared and point of contact with users are increasing NetEase Games Epic Games NETFLIX Xbox Game Pass Steam Apple Arcade Tencent WeGame Stadia PlayStation Xbox oculus Luna Nintendo Changes in the micro-transaction model One-off sales
Slide 46: Strategic Portfolio
Strategic Portfolio 【Key strategies】 Growth High (Global) Priority Strategies for Priority Strategies for potential 3 years 5 years Strategy 1: Strategy 2: Creation of Super Game Making existing IPs into global brand Establishment of strong IP which is recognized as a Creation of titles which ca
Slide 47: Strategic Portfolio
Strategic Portfolio Strengthen existing IPs to build a solid structure in 3 years Create Super Game in 5 years Priority Strategies for 5 years Strategy 2: Creation of Super Game Priority Strategies for 3 years Earnings Strategy 1: Making existing IPs into global brand Utilization of past IPs Support
Slide 48: Strategy 1: Making Existing IPs into Global Brand
Strategy 1: Making Existing IPs into Global Brand Grow mainstay IPs which holds core fans as a global brand ＜Image of Brand Expansion＞ 1 2 3 Expansion of Prolonging the Strengthening of touch points product life cycle user engagement Strengthen global roll-out Utilization of IP assets Communit
Slide 49: Strategy 1: Making Existing IPs into Global Brand (Example)
Strategy 1: Making Existing IPs into Global Brand (Example) Expansion of Expand sales areas with the first worldwide touch points simultaneous launch from Ryu ga Gotoku studio ©SEGA • Simultaneous global launch (scheduled for September 24, 2021) • Support platforms: PlayStation4, PlayStation5, Xbox
Slide 50: Strategy 1: Making Existing IPs into Global Brand (Example)
Strategy 1: Making Existing IPs into Global Brand (Example) Strengthening of Expansion of recognition of Sonic brand by User Engagement strengthening Media Mix FY2020/3～ FY2023/3～ Sequel of the movie, and anime will be Made into a movie distributed in Netflix Released in March 2020 Box office $320
Slide 51: Strategy 2: Creation of Super Game
Strategy 2: Creation of Super Game Challenge toward creating large-scale global titles FY22/3 FY23/3 FY24/3 FY25/3 FY26/3 Development of new FPS title at European studio Creation of Utilization of IP assets Create aimed for three to five years from now Super Game Make into Global Online Media
Slide 52: Utilization of IP Assets
Utilization of IP Assets Holds a large number of globally recognized IP Utilizing these IPs after careful examination Examples of past IP groups Examples of active IP (Including dormant IPs) Phantasy Star Ryu ga Gotoku (YAKUZA) Crazy Taxi Shinobi Sonic Persona Jet Set Radio Virtua Fi
Slide 53: Utilization of IP Assets
Utilization of IP Assets © SEGA © ATLUS ©SEGA All rights reserved. © SEGA SAMMY HOLDINGS INC. All Rights Reserved. -53-
Slide 54: Pachislot and Pachinko Machines Business
Pachislot and Pachinko Machines Business
Slide 55: Long-Term Objectives: No.1 in Sales & Utilization Share
Long-Term Objectives No.1 in Sales & Build a stable Utilization Share Earnings structure FY2024/3 Pachislot and Pachinko Maintain a stable earning No.1 in “Total Utilization Share” Improvement of Creation of Hits business efficiency © SEGA SAMMY HOLDINGS INC. All Rights Reserved. -55-
Slide 56: Market Environment
Market Environment The number of installed machines are gradually decreasing. Turnover* rate trends at a low level. Trend of installed units and turnover rate in the market Sources: National Police Agency and Yano research Institute Ltd. (*The data for 2020 are in-house estimations) *Annual Turnover
Slide 57: Sales Share
Sales Share Pachislot: Trends at around 15-20% in recent years Pachinko: Trends at around 10% Sales Share Trend (Sammy) Source: Yano research Institute Ltd. *Estimated by Yano Research Institute Ltd. With fiscal years from July of each year through June the following year as criteria. © SEGA SAMMY H
Slide 58: Utilization Share
Utilization Share Pachislot: Under 10% in recent years Reference: Ranking of Utilization share Pachinko: Trends at around 20% Total Utilization Share 1st S Company 19% 2nd K Company 17% Utilization Share Trend (Sammy) 3rd Sammy 13% 4th U Company 13% Pachislot: Utilization Share 1st K Company 35% 2nd
Slide 59: Creation of Hits
Creation of Hits 1 2 3 Increase the Review of Strengthening profitability product lineup media functions of a Hit Optimization of lineup (Centering on series Create machines from user’s perspective Expansion of user machines) communication by utilizing Deepening user analysis by digital medi
Slide 60: Improvement of Business Efficiency
Improvement of Business Efficiency 1 2 3 Improvement of Promotion of development Cost reduction e-commerce efficiency Commonization of images Promote introduction of between Pachislot and common components Pachinko between Pachislot and Transition of Pachinko Pachinko machine sales to e-commer
Slide 61: About ZEEG
About ZEEG Promote adoption of ZEEG cabinets Schedule a complete transition to ZEEG cabinet in Pachislot machines in FY 2024/3 Expansion of ZEEG cabinet utilization by external manufacturers Number of companies hired: Currently 3 → 5 companies (planned) *Including Sammy © SEGA SAMMY HOLDINGS
Slide 62: Resort Business
Resort Business
Slide 63: Our Aim for IR (Integrated Resort)
Our Aim for IR (Integrated Resort) Aim for the participation in Yokohama IR Achieve highly transparent and sustainable IR © SEGA SAMMY HOLDINGS INC. All Rights Reserved. -63-
Slide 64: Reference: New Medium-Term Plan (3 years)
Reference: New Medium-Term Plan (3 years) (Trend of Operating Income) (Unit: Billion yen) 42.0 13.0 27.6 27.0 6.5 20.0 Other, Elimination 17.7 13.0 23.2 9.0 9.0 Resort 11.9 13.4 35.0 Pachslot and 31.4 Pachinko 21.0 25.0 Others in 14.7 Entertainment 9.8 6.3 Animation/Toys -10.6 Amusement facilities A
Slide 65: Financial Strategy, Others
Financial Strategy, Others
Slide 66: To Maximize the Corporate Value (~FY2026/3)
To Maximize the Corporate Value (~FY2026/3) Shift to the management focusing on capital efficiency Investment focus on Growth of profit Consumer business Expansion of equity spread Ordinary Income: Over 50.0 Billion yen ROE: Over 10% Improvement of ROIC management Maximization asset efficiency
Slide 67: Concept of Investment in Growth and Shareholder Return (~FY2026/3)
Concept of Investment in Growth and Shareholder Return (~FY2026/3) [Conceptual Diagram] Utilizing interest-bearing debt to Balancing proactive improve capital efficiency and investment in growth reduce capital costs through with shareholder return optimal capital structure <Procurement> <Allocation>
Slide 68: Concept of Optimal Capital Structure
Concept of Optimal Capital Structure Improvement of ROE and reduction of capital cost by utilizing interest-bearing debt [Conceptual Diagram] Reduce the retaining surplus capital (Unit: billion yen) Surplus capital Interest- Utilization of Interest- 52.0 Working bearing interest-bearing Surplus bear
Slide 69: Basic Policies on Shareholder Return
Basic Policies on Shareholder Return Introduce the following return policies being conscious of past dividend amount results • Total return ratio: 50% or more • Dividend Policy: DOE (Dividend on Equity Ratio) 3% or more • Regarding share buybacks, make flexible decision taking business performance t
Slide 70: ESG and SDGs
ESG and SDGs To work on setting quantitative goals and strengthening the action plans Materiality to be Value created by our business addressed and key (Value Creation in Core Business) categories Realize a sustainable society and responding to society’s needs —Making Life More Colorful— Entertainme
Slide 71: ESGs and SDGs
ESGs and SDGs Materiality to be addressed Products and Environment Addiction People Governance Services Develop innovative In the process of Enhance Job products Points of studying the Mitigate and Satisfaction Improve the quality Reinforce Corporate initiatives financial impact prevent
Slide 72: Strengthening of Governance, etc.
Strengthening of Governance, etc. Structuring Board of Directors and Audit & Supervisory Board with high independency and diversification 【Management structure】 Current As of June 24, 2021 (*) Audit & Supervisory Audit & Supervisory Board of Directors Board of Directors Board Board Number of membe
Slide 73: Medium to Long-Term Map
Medium to Long-Term Map Beyond the Status Quo -Breaking the Current Situation and Becoming a Sustainable Company- ~FY24/3 ~FY30/3 Proactive investment (Consumer area) Global Leading Entertainment Making existing IPs into global brand Contents Provider Creation of Super Game Creation of Hits × Busine
Slide 74: https://www.segasammy.co.jp/
https://www.segasammy.co.jp/ Cautionary Statement for Investors and Shareholders with Respect to Nevada Gaming Statutes and Please visit below website for more information of products and services of Regulations SEGASAMMY. SEGA SAMMY HOLDINGS INC. (“the Company”) is registered with the Nevada Commis