Value Creation Model

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Aiming for the Top

Capcom’s Value Creation
Value Creation Model
History of Value Creation
Major Intellectual Properties (IP)
Financial and ESG Highlights
Business Segments Highlights
Medium- to Long-Term Vision
Medium- to Long-Term
Growth Strategy
CEO Commitment
The COO’s Discussion of Growth Strategies

Case Study: Analysis of a Global Hit

Analysis of Successful PDCA Examples
Financial Strategy According to the CFO
The Heart of
Value Creation
The Passion and the Prowess to Compete Globally
Resident Evil 2
Devil May Cry 5
Mega Man 11
ESG-Based
Value Creation
The Head of Development Discusses Human Resources Strategy
Society and Capcom

Capcom and the Environment
Corporate Governance

Directors

Features of Capcom Corporate Governance

Corporate Governance Structure and Initiatives

Major Discussions at Board of Directors Meetings and Audit and Supervisory Committee Meetings Held in Fiscal 2017

Risk Management
Financial Analysis
An Analysis of the Market and Capcom
Market Analysis

Latest version is available on the "Online Integrated Report 2020" top page.

Value Creation Model

KPI Changes in Fiscal Year Ended March 2018

Game Market(Billions of dollars)

137.4 billion yen/ UP 12.4%

Human Capital
Content Developers (People)

2,141 people/UP 147 people

Governance
Meetings with Shareholders
and Investors (meetings)

420 meetings/ UP 58 meetings

Note: Number of media stories on investor relations meetings + number of visits with foreign and domestic investors

Net Sales(Billions of yen)

94.5 billion yen/UP 8.4%

Business Segment Sales Ratio（％）

Digital Contents: 78.4%, Arcade Operation:10.8%, Amusement Equipments: 8.3%, Other Businesses: 2.5%

Social Capital
Cumulative number of regional
vitalization projects (projects)

19 projects/ UP 4 projects

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Capcom’s Value Creation: Past, Present, Future (PDF:3.26MB/14 pages)

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