Bandai Namco brings entertainment to fans through toys, games, visual and music works, and amusement facilities. Gundam model kits, console and smartphone games, and animated works show how the group offers stories and characters in different products and services.
Watching an animated work, buying a model kit and playing a game involve different products and different businesses, even when all three use Gundam. In FY2026, the year from April 2025 to March 2026, Bandai Namco reported a result from bringing those activities together.
Choosing ways to reach fans for each IP
Different products and services bring IP to fans
IP: stories, characters and moreAdapted across businesses
Toys and HobbySell toys and cards
→
FansBuy and collect
DigitalDevelop and operate games
→
FansPlay games
Visual and MusicProduce and distribute works
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FansWatch and listen
AmusementOperate facilities
→
FansPlay at a venue
These are parallel ways to reach fans. The combination differs by IP; the arrows do not show a sequence followed by the same fan or an allocation of revenue.
The scale of selling products and delivering games
DATA VIEW
Toys and Hobby is larger than game-led Digital by segment sales
Company-reported FY2026 segment sales. These figures include inter-segment sales, so they are not shares of consolidated revenue.
Toys and Hobby¥674.0bn
Digital¥476.6bn
The comparison uses the financial report’s segment table. Figures reported in millions of yen are converted to billions and rounded to one decimal place. These are the two businesses’ total sales, rather than their Gundam sales alone.
Reading segment earnings and the group’s accounts separately
DATA VIEW
Profit differs across the four businesses
FY2026 segment profit, before Other and adjustments including corporate costs. Source: the financial report’s segment table linked immediately above.
¥126.9bnToys and Hobby
¥56.7bnDigital
¥12.2bnVisual and Music
¥10.1bnAmusement
IP sales show which property expanded. Segment sales show the businesses delivering products and services. Consolidated results show the group as a whole. Adding Gundam as a fifth independent business would lose those distinctions.
THE VIEW AFTER THE NUMBERS
What the numbers suggest
Bandai Namco brings one IP to fans through different ways to watch, buy and play. That involves coordination among people producing works, businesses selling products, teams developing and operating games, and businesses running venues.
Gundam sales reached ¥254.3bn in FY2026. The company says a new visual work, the Expo pavilion and coordinated products and services expanded its reach. Across the segments, Toys and Hobby generated more sales and profit than Digital.
The same IP can involve different products and different economics. Reading the property’s reach alongside each business’s work connects Bandai Namco’s figures to concrete ways it serves fans.
TOMY develops toys and creates opportunities for people to discover, try and compete with them. In the year ended March 2026, group advertising expenses were ¥19.133bn and R&D was ¥6.723bn. BEYBLADE provides a concrete example through interchangeable top parts, store events, tournaments and online play. Brand-level costs and returns for individual activities are not disclosed, so audience reach cannot be translated into a profit contribution.
