Updated Jun 1, 2026 by Bushiroad
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Published by Bushiroad
Bushiroad has officially redefined its corporate mission, vision, and values to better align with its next phase of growth, effective April 2026. The new mission is to deliver excitement to the world, anchored by a vision of LIVE-MIXED ENTERTAINMENT. This strategic pivot emphasizes the integration of traditional entertainment with tangible, live experiences, prioritizing the unique energy generated when audiences share the same space and time. The company’s core value, STAND UP! for Entertainment, encourages continuous evolution through challenge and innovation. This redefinition does not signal a departure from the company’s established IP development strategy or its existing business portfolio. Instead, it serves to clarify and deepen the focus on experiential value across all segments, including trading card game tournaments, live music performances, pro-wrestling tours, and retail interactions. By formalizing this commitment to live engagement, the company aims to move beyond reliance on individual hit content, opting instead to build long-term brand equity through a consistent series of vivid, memorable, and interactive experiences. The initiative is supported by a new internal framework known as BUSHI Values, which promotes a culture of being borderless, user-focused, proactive, high-voltage, and innovative. These principles are designed to unify internal stakeholders and communicate a clear, consistent purpose to the market. By emphasizing the human connection inherent in its diverse business lines, the company seeks to enhance its corporate value and sustain growth in an evolving digital landscape where physical, shared experiences are increasingly viewed as a premium differentiator.
March 2, 2026 ★PRESS RELEASE★ Bushiroad Redefines Mission, Vision, and Value Moving into our next growth phase, driven by our LIVE-MIXED ENTERTAINMENT vision Bushiroad redefined its mission, vision, and value with an eye on sustainable growth and further improvement of corporate value. 1. Background Bushiroad has been evolving IP creation, cultivation, and development through various businesses and media mix. These initiatives will continue to be our solid business foundation. On the other hand, in order to go beyond its current stage of growth and realize medium- to long-term enhancement of corporate value, Bushiroad concluded that it must more clearly present the type of value it continuously provides to society based on the strength it has accumulated to date. The redefining of mission, vision, and value is not intended to be a shift in the company’s business strategies, but rather to organize and deepen conventional initiatives and targets to more firmly express the company’s purpose of existence and its future vision. 2. NEW MVV(Mission, Vision, Value) Mission Deliver "excitement" to the world Vision LIVE-MIXED ENTERTAINMENT Continuously develop "Entertainment" that's integrated with "Live Experiences" Value STAND UP! for Entertainment Through challenges, our "Entertainment" will continuously evolve. ・Mission: Deliver “excitement” to the world ・Vision: LIVE-MIXED ENTERTAINMENT Continuously develop “Entertainment” that’s integrated with “Live Experiences” .
's integrated with "Live Experiences" Value STAND UP! for Entertainment Through challenges, our "Entertainment" will continuously evolve. ・Mission: Deliver “excitement” to the world ・Vision: LIVE-MIXED ENTERTAINMENT Continuously develop “Entertainment” that’s integrated with “Live Experiences” . ・Value: STAND UP! for Entertainment Through challenges, our “Entertainment” will continuously evolve.
BUSHI Values B Borderless Transcend all boundaries — teams, media, and nations. U User Focused Think and act with the user’s sense of “excitement” at the core. S Stand Up! Advance to the frontlines and take action without hesitation. H High Voltage Commit with passion and speed. I Innovative Never settle for the status quo — continue to innovate. 3. Aspiration embodied in new vision Bushiroad has been evolving IP development as its strength to date. Among such efforts, Bushiroad has especially been placing value on live experiences where actual contact between people creates energy, such as TCG tournaments, provision of TCG playing environments, live music performances and pro-wrestling tours. In a time where the environment surrounding content is largely changing and various experiences can easily be provided through technology, Bushiroad considers that the energy created by people sharing the same space and time has started to have greater value. The accumulation of the live experiences we develop will make content more familiar and provide more vivid experiences. Bushiroad considers that this value is worth continuing to develop, and has named this endeavor “LIVE-MIXED ENTERTAINMENT” and indicated it in its vision. Under our redefined mission, vision, and value, Bushiroad will aim for medium- to long-term growth and enhancement of corporate value by further strengthening the business base that it has established as well as continuously endeavoring to create new experience values. 4.Effective date It will come into effect in April 2026.
vision, and value, Bushiroad will aim for medium- to long-term growth and enhancement of corporate value by further strengthening the business base that it has established as well as continuously endeavoring to create new experience values. 4.Effective date It will come into effect in April 2026. 5.Q&A Q1. Have you abandoned the IP DEVELOPER strategy? A1. No, we have not abandoned it. Our efforts in IP development—creating, nurturing, and expanding IPs—remain the core foundation of our business. This redefinition is intended to deepen those efforts and clarify the value we provide. We believe it is encompassed within our new vision: LIVE-MIXED ENTERTAINMENT: Continuously develop “Entertainment” that's integrated with “Live Experiences”.
Q2. Will this MVV redefinition change your business strategy or investment policy? A2. There will be no major shifts in our business strategy or investment policy. Based on our existing business foundations and portfolio, we have simply clarified our approach to growth by focusing more intentionally on the experiential value generated by each business. Our medium-to-long-term management policy remains as stated in Medium Term Vision 2030. Q3. Does LIVE-MIXED ENTERTAINMENT mean you are focusing specifically on music concerts? A3. It is not limited to music concerts. We coined the term LIVE-MIXED ENTERTAINMENT to encompass all entertainment experiences where human interaction generates excitement and enthusiasm. ・TCG operations that produce the very venues for play: We are dedicated to providing live experiences where players can enjoy competing, such as hosting large-scale events like Card Game Festival and supporting official tournaments in collaboration with TCG shops nationwide. ・IP expansion merging music concerts and stage plays: We embody the world of our IPs through stage performances, providing fans with opportunities to experience their charm firsthand. ・Pro-Wrestling tours delivering heat and power directly to various regions: We tour across Japan and around the world to deliver intense and exciting matches right before the eyes of our audience. ・Creating daily touchpoints through retail stores, events, and prize promotions: We create opportunities for customers to directly interact with and enjoy content related merchandise at any time.
n and around the world to deliver intense and exciting matches right before the eyes of our audience. ・Creating daily touchpoints through retail stores, events, and prize promotions: We create opportunities for customers to directly interact with and enjoy content related merchandise at any time. Q4. Why did you redefine the MVV at this particular timing? A4. As we enter our next growth phase, we determined it was necessary to clearly communicate to both internal and external stakeholders what kind of value we will continue to provide, serving as a unifying force for further growth. Q5. How will this vision lead to an increase in corporate value over the medium to long
Capcom achieved a historic peak in FY26/3, reporting net sales of ¥1.95 billion and operating profit of ¥752 million—both up 15% year‑over‑year. The surge was driven by strong new‑title releases and catalog sales, particularly through digital channels, and marked the company’s highest cumulative unit sales at 5.9 million. Retail expansion reached 61 stores, including the first overseas Capcom Store in Taipei, underscoring a growing global footprint. Looking ahead to FY27/3, Capcom targets more than 10% operating‑profit growth and ¥2.1 billion in sales, underpinned by a steady pipeline of new IP launches such as *Pragma* and an expanded catalog strategy. The company plans to release one new machine per quarter, aiming for 53 000 units across four titles—including Biohazard RE:3 and Resident Evil 7—while projecting net sales of ¥209 million and operating profit of ¥104 million. A key focus is deepening IP monetisation through e‑sports, media tie‑ins, and mobile extensions, with an expected 18% year‑over‑year increase in pachislo volume and intensified expansion into emerging markets. The FY26/3 earnings report also highlights significant workforce growth, with an annual addition of over 100 developers and the integration of AI tools to enhance efficiency. Financially, net sales rose 14% YoY to ¥1,259 bn and operating profit increased 18% to ¥508 bn, while maintaining a strong cash position that balances shareholder returns, employee compensation, and reinvestment. Diversity metrics improved, with female core‑role representation at 15.7% and paternity leave utilization at 79.7%, reflecting a broader talent strategy aimed at sustaining long‑term innovation and market leadership.
Fiscal year 2026 ended with a 13 % rise in sales to ¥487.5 bn, yet operating income swung from a ¥48.1 bn profit in FY2025 to a ¥5.7 bn loss, driven by significant goodwill impairments on Rovio and Stakelogic and a widening deficit in the Gaming segment. Adjusted EBITDA fell to ¥16.6 bn, reflecting heavy upfront development costs and impairment charges, while net equity contracted by ¥48.7 bn as cash balances were depleted following the acquisitions of GAN and Stakelogic. Within Entertainment Contents, sales edged up to ¥326.6 bn from ¥321.5 bn, but operating income declined from ¥40.8 bn to ¥32.4 bn because new Full‑Game and F2P titles underperformed, despite steady growth in licensing revenue. Forecasts for FY2027 project sales of ¥357 bn and operating income of ¥42.5 bn, contingent on successful new IP launches, repeat sales, and a planned lift in licensing income. Margin erosion from title underperformance remains a key risk. Capital allocation for FY2026/3 was restructured to focus on ¥190 bn of cumulative investment over FY2025–FY2027, allocating ¥80 bn to development, ¥120 bn to strategic acquisitions, and planning ¥70 bn in share buybacks while pausing large‑scale M&A. Shareholder returns are expected to rise sharply, with FY2026/3 projected at ¥31.5 bn (≈¥11.7 bn in dividends) and FY2027/3 potentially reaching ¥16.2 bn under a 50 % total‑return ratio applied to projected net income. Pachislot sales showed modest growth, buoyed by new titles and strong first‑week performance of flagship IPs such as “Hokuto No Ken” and “Kabaneri of the Iron Fortress.” Pachinko sales declined as the temporary lift from Lucky Trigger 3.0 Plus faded and hall utilization softened. The group plans to introduce reel‑exchangeable cabinets, expected to account for roughly 20 % of pachislot revenue, and is positioning the gaming business for a J‑curve bottom in FY2027 through intensive lease sales and B2B platform upgrades. The release schedule for FY2026/3 emphasizes a concentrated push of multi‑platform titles, including the Nintendo Switch 2 launch in March 2026 and a slate of global releases across consoles, PC, and mobile from late 2025 to mid‑2026. Key animation properties such as *Detective Conan* and *Lupin the Third* are slated for April–June 2025, with several new IPs and Netflix exclusives planned for early 2026. Pachislot and pachinko product launches are detailed with projected unit sales ranging from 8,000 to 49,000 units across varying gambling‑specification tiers.
Sony Group’s FY2025 consolidated results demonstrate modest revenue growth and a mixed profitability profile across its core business units. Total sales increased 4 % to ¥12.48 trn, largely driven by higher operating income in the Imaging & Sensing Solutions (I&SS) and Music segments. Operating income rose 13 % to ¥1.45 trn, while net income attributable to shareholders fell 3 % to ¥1.03 trn because of a larger equity‑method loss in the Financial Services arm and higher impairment charges. Operating cash flow remained flat at ¥1.97 trn, and the spin‑off of Sony Financial Group was treated as a discontinued operation from Q1 FY25 onward. Within the Music division, sales climbed 15 % to ¥277.5 billion, propelled by growth in Recorded Music and Music Publishing streaming revenues (+9 % and +14 % respectively), live‑event income, and a strong contribution from the Demon Slayer franchise. Operating income in this segment surged 25 % to ¥89.7 billion, reaching a record high even after excluding one‑time items. Sony projects flat sales for FY2026, with operating income expected to decline 11 % to ¥47 billion as streaming gains are offset by the loss of Demon Slayer’s impact. The company consolidates its Pictures and Music results on a U.S. dollar basis, translating foreign‑currency sales and costs using weighted average exchange rates while accounting for hedging transactions. Foreign‑exchange fluctuations affect both sales and operating income, with I&SS hedging gains or losses incorporated into these calculations. These disclosures supplement, but do not replace, Sony’s IFRS‑compliant consolidated financial statements.
France Bed Holdings Co., Ltd. released its consolidated financial results for the six-month period ending September 30, 2025, prepared in accordance with Japanese GAAP. The report details the company’s operating performance, financial position, and cash flow status, while maintaining its previously announced earnings forecasts for the full fiscal year ending March 31, 2026. During the first half of the fiscal year, the company reported net sales of 29,259 million yen, remaining essentially flat compared to the same period in the previous year. However, profitability metrics experienced a decline, with operating profit falling 16.0% to 1,782 million yen and ordinary profit decreasing 17.7% to 1,765 million yen. Profit attributable to owners of the parent reached 1,047 million yen, representing a 20.9% year-on-year decline. Basic earnings per share for the period were 31.20 yen, down from 38.36 yen in the prior year. The company’s financial position as of September 30, 2025, shows total assets of 67,084 million yen and net assets of 39,158 million yen, resulting in an equity-to-asset ratio of 58.3%. Cash flows from operating activities provided 2,541 million yen, while investing and financing activities reflected ongoing capital allocation, including the purchase of treasury shares and continued investment in property, plant, and equipment. Looking ahead to the full fiscal year ending March 31, 2026, the company maintains its forecast of 62,300 million yen in net sales and 4,750 million yen in operating profit. These projections reflect a modest growth expectation of 2.8% in sales and 1.1% in operating profit compared to the previous fiscal year. The company continues to operate under stable accounting policies with no significant changes in the scope of consolidation.