The following is a summary of the key questions and answers from the operating results briefing for the first quarter of FY2025, held on August 7, 2025.
【Q1】 | Based on the progress up to Q1, the guidance seems conservative. Please share the assumptions for the second half of the fiscal year. |
【A1】 | Regarding the Game Business, our forecast is calculated based on trends from Q4 FY2024 and Q1 FY2025. We have made conservative assumptions regarding the impact of in-game measures, as a reasonable outlook is difficult to make. Additionally, it's important to note that the second half of the fiscal year is the off-season for the Sports Business. We are also taking into account growth investments related to AI and smart cities for mid- to long-term growth. We intend to work toward meeting the guidance. |
【Q2】 | Please share specific details on your future initiatives for Pokémon Trading Card Game Pocket to maintain its MAU. |
【A2】 | We cannot share the specific measures today. However, we recognize that initiatives to improve retention rate and login frequency, such as enhancing the collection experience, are key objectives. We are currently considering various measures and proceeding with development, targeting a major update within this calendar year. We will move forward by leveraging our strength in live operations. |
【Q3】 | Please share the potential for further cost optimization and the possibility of upfront investment in the Game Business. |
【A3】 | In the Game Business, we have already made significant progress in managing a lean cost structure. We are allocating the appropriate resources to the Game Business and will continue to operate within that framework. |
【Q4】 | Please share the policy for implementing out-of-app purchases in games. |
【A4】 | We cannot provide details on plans for individual titles, but we will consider them flexibly as needed. |
【Q5】 | How will smart city-related investments create value in the future? |
【A5】 | While sports games have capacity limitations, we believe that expanding business opportunities beyond these constraints will lead to an increase in the added value we provide and contribute to our business performance. |
【Q6】 | Please share what kind of inter-business synergies you envision through the DeNA account. |
【A6】 | We aim to create a situation and synergies where customers across DeNA's business areas can use a variety of DeNA services. For example, we are considering possibilities such as integrating the BAYSTARS STAR GUIDE not just for Yokohama DeNA BayStars fans, but also in collaboration with our smart city initiatives. We are starting with initiatives in Yokohama, and we will proactively seek options, such as leveraging AI technology, to enhance the added value. |
【Q7】 | Please share the key features of your operational strength in the Game Business. |
【A7】 | The name of our Game Business division is Game Service Business Unit, and the name of the organization reflects our characteristic approach of developing and operating games as a service. As I touched upon in the previous financial results briefing, we believe we have accumulated experience and knowhow in diligently implementing the PDCA cycle based on feedback from our users. For example, we have a track record of increasing revenue for Pokémon Masters EX in its third year compared to its second. Gyakuten Othellonia is also a long-running title. We believe our strengths in operations are also being leveraged in the development of Pokémon Trading Card Game Pocket, where we flexibly and appropriately reflect the strengths and opinions of our partners in the product. Furthermore, this operational strength is not limited to the Game Business but is also utilized in other DeNA businesses, such as the Sports Business. |
【Q8】 | Regarding the Healthcare & Medical Business, when do you expect the direction and results to become clearer? |
【A8】 | In the Data Health business within the Healthcare area, we are working to build a lean structure that can secure profits despite fluctuations due to demand periods. The Data Use business is a growth area, and we are steadily making progress by accumulating knowhow. While the growth is slower than initially anticipated, we are seeing progress in building a structural advantage. In the Medical area, Join has high recognition in the medical industry. We want to use this as an advantage to pursue global business opportunities and the potential of Join Mobile Clinic. Although our goals are demanding, we are moving forward with various initiatives. |
【Q9】 | Please reconfirm the seasonality of the Sports Business. Also, how will the smart city initiatives affect the seasonality? |
【A9】 | Professional baseball is in season during the first half of the fiscal year and off-season in the second half, so the quarterly performance trend is as shown in the Operating Results materials. We will carefully examine the impact of the smart city initiatives in the future. As of now, the smart city initiatives are not included in the Sports Business segment. |