SEGASAMMY

Management Policy

External Environment / Risks, Opportunities, and Internal Challenges

Entertainment Contents Business

External Environment

Consumer Games Market Scale

The global video game content market is becoming more diversified in terms of content delivery methods, and the new market is emerging due to the growth of emerging economies. Expectations for the growth of the video game market continue to increase, as the environment is now conducive to the provision of content and services for a longer period of time, regardless of device or platform, to the entire world.

* In-house estimation based on Newzoo Global Games Market Data August 2026

Amusement Machine and Amusement Center Operations Markets Scale

In the amusement machine market, despite the impact of soaring raw material prices due to the weak yen, the prize category continues to perform well, and the market as a whole remains firm.

Sources: JAIA, National Police Agency

Risks, Opportunities, and Internal Challenges: Countermeasures

Risks and Internal Challenges Countermeasures
Risks
  • Intensifying competition for consumers’ discretionary time
  • Increase in similar content and intensifying competition driven by the rapid advancement and widespread adoption of AI
  • Increase in development expenses
Internal Challenges
  • Reliance on conventional sales methods
  • Revitalization of Rovio’s business
  • Strengthening the fan base through the continuous release of new titles based on key IPs, as well as enhanced promotional activities and community engagement
  • Expanding touchpoints through Transmedia strategies for in-house IPs while securing and improving profitability
  • Strengthening the “sales capabilities” in the Consumer area
  • Focusing Rovio’s efforts on its key IP and advancing Transmedia expansion jointly led by SEGA and Rovio
Opportunities Initiatives to maximize opportunities
  • Growing demand for IP-based businesses, including game IPs
  • Continuing to invest in the development and provision of highly competitive products and services
  • Further expansion of key IPs by strengthening the games and implementing Transmedia strategies

Pachislot & Pachinko Machines Business

External Environment

Along with the decline of the player population since 1995, there has been a long-term downtrend in the overall number of pachinko halls, as well as in the number of machines installed and in annual machine turnover. On the other hand, the number of machines installed per pachinko hall is on the rise due to increasing sizes of pachinko halls and other factors. Smart Pachislot is currently driving the pachislot market, while the pachinko market may also see a recovery as Smart Pachinko and machines with Lucky Trigger become more widespread.

Transition of market size and number of players

Transition of number of pachinko halls and number of machines installed per hall

Pachislot & Pachinko machine installations, unit sales and annual turnover rate

Risks, Opportunities, and Internal Challenges: Countermeasures

Risks and Internal Challenges Countermeasures
Risks
  • Contraction of the pachislot & pachinko machines market
  • Changes to regulations and other rules related to pachislot & pachinko machines
  • Procurement risks for raw materials
  • Addiction
Internal Challenges
  • Intensifying competition to acquire IP rights
  • Increasing market share by enhancing brand strength through the use of popular and new IPs
  • Implementing measures to revitalize the industry, including the promotion of reel-exchangeable cabinets
  • Monitoring the regulatory environment and establishing a development framework capable of responding flexibly to regulatory revisions
  • Diversifying component suppliers, standardizing components, and minimizing the number of components by adopting reel-exchangeable cabinets
  • Initiatives to tackle addiction across the industry
  • Building and maintaining long-term, trust-based relationships with partner companies
  • Focusing on production investments and sponsorships
Opportunities Initiatives to maximize opportunities
  • Potential for user-base expansion as the regulatory review broadens the range of gameplay
  • Creating new key series through new applications of popular IPs
  • Expansion of the specification range
Pachislot & Pachinko Machines Approval Process

Pachislot & Pachinko Machines Approval Process

When marketing a new pachislot or pachinko machine, manufacturers are required to go through multi-step
approval processes in accordance with the Act on Control and Improvement of Amusement Business, etc.

Gaming Business

External Environment

The gaming market is experiencing rapid growth in the sports betting and iGaming sectors following the legalization of online gaming. Against this backdrop, land-based casinos, particularly in North America, have continued to achieve steady growth. Further medium- to long-term growth is expected, driven by the expansion of online gaming.

North America: Land-based Casinos and North America: Online Gaming (Online Sports Betting/iGaming) Market

Risks, Opportunities, and Internal Challenges: Countermeasures

Risks and Internal Challenges Countermeasures
Risks
  • Changes in laws and regulations
  • Intensifying competition with major competitors
  • Addiction
Internal Challenges
  • Improving the profitability of GAN and Stakelogic
  • Operating under valid gaming licenses, maintaining those licenses, monitoring regulatory environments in each country, and responding appropriately
  • Leveraging the Group’s unique strengths and technological capabilities
  • Registration with Nevada’s Responsible Gaming program and conducting industry–academia collaborative research on gambling addiction
  • Promotion of business revitalization programs for GAN and Stakelogic
Opportunities Initiatives to maximize opportunities
  • Rapid expansion of the online casino market
  • Demand for online expansion in the North American land-based casino market
  • Providing B2B solutions to build omnichannel environments to the customer base acquired through gaming machine sales
For details of risks, including company-wide risks, please see “Operational Risks.”

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