In the current fiscal year, which ends in March 2014, some of our businesses have performed well while others have been somewhat weak. For example, "Monster Hunter 4" and our pachislo machines have been strong performers but our mobile contents business has not met our expectations.
In June 2013, we started discussions to create a five-year plan consisting of a 60-month map and a 52-week map. One element is a comprehensive review of our software development operations.
In 2014, we will integrate our global operations and sales departments. Our goal is to further strengthen marketing strategies for (1) downloadable content (DLC), (2) mobile contents, (3) online operations, and (4) brand contents. I believe that we have largely completed the framework needed for reexamining development operations and reinforcing marketing strategies. Our next objective is to provide to as many people as possible a variety of products that take full advantage of Capcom's vast amount of content.
Marketing channels are expanding horizontally in a dramatic fashion because of rapid changes in the operating environment in the game industry. To succeed, Capcom must execute strategies and target the constant changes in our markets. Accomplishing this will allow us to become one of the world's leading companies in five years.
I want to build a development framework that can put the right people in the right places. This process will reflect an understanding of what consumers want and what types of products have become hits. From now on, I plan to hire at least 100 software developers every year to give us an even more powerful development workforce. Furthermore, I want to establish clear targets for these developers so they can help make Capcom even stronger.
I strongly believe that all of Capcom's stakeholders have much to look forward to as we continue to leverage our resources to create new and exciting ideas and values.
Chairman and Chief Executive Officer (CEO)