Updated Mar 21, 2026 by Bandai Namco
Bandai Namco reported a net loss of ¥29.9 billion for the fiscal year ending March 31, 2010, driven by a 91.6% collapse in operating income and poor performance in the Game Contents and Amusement Facility segments.
The company’s software division struggled significantly, with half of its 86 video game releases failing to reach profitability, compounded by ¥12.75 billion in goodwill impairment and ¥21.2 billion in inventory devaluations.
To restore profitability, the company launched the 'Restart Plan' in April 2010, which includes a workforce reduction of 800 employees and the closure of 63 unprofitable amusement facilities.
The organizational structure was overhauled by merging game, visual, and music units into a single Content Strategic Business Unit to transition from an outlet-based model to a 'content first' strategy for maximizing IP value.
Management set a target of ¥6.5 billion in cost reductions by fiscal year 2011 while aiming for ¥400 billion in net sales through a 'selection and concentration' approach to development.
Future growth strategy focuses on expanding into mobile and social networking markets while leveraging global IP projects, such as the 30th anniversary of PAC-MAN.
Bandai Namco reported a net loss of ¥29.9 billion for the fiscal year ending March 31, 2010, driven by a 91.6% collapse in operating income and poor performance in the Game Contents and Amusement Facility segments.
The company’s software division struggled significantly, with half of its 86 video game releases failing to reach profitability, compounded by ¥12.75 billion in goodwill impairment and ¥21.2 billion in inventory devaluations.
To restore profitability, the company launched the 'Restart Plan' in April 2010, which includes a workforce reduction of 800 employees and the closure of 63 unprofitable amusement facilities.
The organizational structure was overhauled by merging game, visual, and music units into a single Content Strategic Business Unit to transition from an outlet-based model to a 'content first' strategy for maximizing IP value.
Management set a target of ¥6.5 billion in cost reductions by fiscal year 2011 while aiming for ¥400 billion in net sales through a 'selection and concentration' approach to development.
Future growth strategy focuses on expanding into mobile and social networking markets while leveraging global IP projects, such as the 30th anniversary of PAC-MAN.