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TRANSCRIPT
Gunosy Inc.
First Section of The Tokyo Stock Exchange
Stock (Code: 6047)
July 12, 2018
FY2018/5 Financial Results
1
3
2
4
5
Financial Results for FY2018
FY2019 Outlook
Management Structure & Business Policy
Media ADNW Business
New Business
P03
P14
P16
P33
P37
INDEX
(C) Gunosy Inc. All Rights Reserved.
6Appendix
P21
FY2018/5 Financial Results
FY2019/5 Results Forecast
Management Structure for Further Growth and Management Targets
Policies for the Media Business and the Advertising Business
New Businesses
Reference Materials: Overview of Gunosy Inc.
(C) Gunosy Inc. All Rights Reserved.
FY2018/5 Financial Results
Financial Results for FY2018
1
(C) Gunosy Inc. All Rights Reserved. PAGE | 4
FY2018/5 Consolidated Results
Net sales increased to 11,200 million yen, up 45%. Operating profit rose to 1,930
million yen, up 28% YoY.
Profit attributable to owners of parent declined 55% YoY due to the effect of a 760 million
yen loss on valuation of investment securities.
Quarter Full year
FY2017/5
Q4FY2018/5
Q4 YonY FY2017/5 FY2018/5 YonY
Forecast on
July 14,
2017
Net sales 2,117 3,322 +56.9% 7,739 11,201 +44.7% +4.2%
Operating profit 431 568 +31.8% 1,517 1,938 +27.8% -12.1%
Operating
margin 20.4% 17.1% - 19.6% 17.3% - -
Profit before
income taxes 289 -157 - 1,426 1,231 -13.7% -
Profit
attributable to
owners of parent234 -379 - 1,126 501 -55.5% -66.0%
(Million yen)
(C) Gunosy Inc. All Rights Reserved. PAGE | 5
Highlights of Full-Year Net Sales
Net sales for Q4 were 3,320 million yen, a significant YoY rise of 57%, and were 104%
in comparison with the full-year forecast.
0
4,000
8,000
12,000
Q1 Q2 Q3 Q4 Full-year
(Million yen)
2,413
2,707
2,758
3,322
10.74billion yen
FY2018
Net Sales
11.20billion yen
Full-year
forecast on
July 14, 2017
(C) Gunosy Inc. All Rights Reserved. PAGE | 6
Highlights of Full-Year Operating Profit
Operating profit for Q4 was 568 million yen, up 32% YoY, but the achievement rate of
the full-year forecast was 88% due to the effect of the fall in Q3.
0
800
1,600
2,400
Q1 Q2 Q3 Q4 Full-year
(Million yen)
2.20billion yen
416
508
444
568
Operating Profit
1.93billion yen
Full-year forecast
on July 14, 2017
FY2018
(C) Gunosy Inc. All Rights Reserved. PAGE | 7
Financial Results (Quarterly)
Both net sales and operating profit set record highs, with net sales rising to 3,322 million
yen (up 20% QoQ) and operating profit increasing to 568 million yen (up 28% QoQ).
271486
790892
995880
1,0061,191
1,5211,680
1,959 1,9822,117
2,413
2,707 2,758
-997
-124 -172
201 28547 129 184 201 245
376 464 431 416 508 444568
Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Net Sales and Operating Profit
FY2018FY2015 FY2016 FY2017
(Million yen)
3.32billion yen
* For the quarters up to FY2016 Q2, the figures are from the non-consolidated results.
(C) Gunosy Inc. All Rights Reserved. PAGE | 8
Breakdown of Net Sales
Sales in Gunosy Ads increased 21% QoQ due to growth in NewsPass and LUCRA.
Sales in ADNW rose 11% QoQ due to the continued contribution of the expanding ad
inventories of existing major media. Sales in Others were up 65% QoQ, reflecting the
steady start-up of digwell inc., in addition to Game8 Inc.
*1 Sales of Gunosy Ads are the total of Gunosy, NewsPass and LUCRA.
776 853 939 1,080 1,175 1,283 1,300 1,411 1,505 1,574 1,4761,786103
153251
388466
610 606625
815974 1,067
1,182
5239
65 7481
92
157 214
353
0
1,000
2,000
3,000
4,000
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
(Others)
(ADNW)
(Gunosy Ads)*1
(Million yen)
FY2018FY2016 FY2017
*2 For the quarters up to FY2016 Q2, the figures are from the non-consolidated results.
(C) Gunosy Inc. All Rights Reserved. PAGE | 9
Cost Structure
Variable costs (ADNW costs, costs for revenue sharing with KDDI) increased associated
with the rise in net sales. The ratio of variable costs remained stable without major
change. Expenses increased 104 million yen due to live video production expenses.
56 90 162253 308
411 413 439574
693782 838
39 5340
3744
43 47 48
55
6070
92
146176
198236
251262 274 293
315
336352
396
2222
24
4480
56 5555
55
55
54
55
443394
407
504471
494 390460
547
562504
58823
104
123 140
173
243278
314336
389
447
489524
678
832 8771,007
1,3191,435
1,5821,517
1,686
1,997
2,1982,313
2,753
0
1,400
2,800
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Cost Structure
FY2018FY2016 FY2017
(Million yen)
Ad network costs
Server expenses
Personnel expenses
Rents
Advertising expenses
Live video production expenses
Other expenses
Expenses for the change of the listed market to the Tokyo Stock Exchange 1st Section
* For the quarters up to FY2016 Q2, the figures are from the non-consolidated results.
(C) Gunosy Inc. All Rights Reserved. PAGE |
Cumulative Total of Downloads
CPA for Gunosy rose due to the impact of seasonal factors, which restrained the
advertising expenses of Gunosy. The number of DLs of NewsPass and LUCRA
increased as planned.
515
746 866
977 1,084
1,191 1,302
1,436
1,618
1,841
2,043
2,268
2,515
2,799
3,084
0
150
300
450
0
1,750
3,500
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
LUCRA
News Pass
Gunosy
CPA (right axis)
FY2018FY2015 FY2016 FY2017
(10,000 DLs) (Yen)33.54 million DLs
10
(C) Gunosy Inc. All Rights Reserved. PAGE | 11
Total Number of Active Users
The number of active users declined for Gunosy. NewsPass and LUCRA offset the
decline of Gunosy, and the total number of active users rose 44% YoY and 9% QoQ.
The overlapping part of the MAUs*2 of Gunosy and NewsPass remained stable at 10% or
less.
*1 Average for each quarter of MAUs (monthly active users) of Gunosy, NewsPass and LUCRA.
*2 The percentage of overlapped MAUs (monthly active users) of both Gunosy and NewsPass. Source: Estimates of Gunosy Inc.
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
LUCRA
News Pass
Gunosy
*1
FY2018FY2015 FY2016 FY2017
(C) Gunosy Inc. All Rights Reserved. PAGE | 12
Advertisers
Both the number of active advertisers and major advertisers* increased.
The share of the Health products and Beauty care segments continued to be large.
* The number of advertisers whose advertising budget is 1 million yen or more.
Health42%
Beauty care31%
Apps(excluding games) 7%
Finance 5%
Games 1%
Human resources 1%
Real estate1%
Others 12%
Number of Active Advertisers
Segment of Advertisers (FY2018 Q4)
221 207 246 261 260332 345 346 350 324 310 355
636
782 843
1,098
1,211
1,388 1,396
1,253 1,273
1,343
1,210 1,239
75%
80%
85%
90%
95%
100%
0
800
1,600
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Other advertisers
Major advertisers*
Percentage of sales of majoradvertisers (right axis)
(Companies)
FY2018FY2016 FY2017
(C) Gunosy Inc. All Rights Reserved. PAGE | 13
Ad Network (ADNW)
In ADNW, both CPM and impressions grew steadily.
27,348
30,788 30,142
33,680
38,61039,585
36,330
¥16.90
¥19.50 ¥19.80 ¥18.40
¥21.10
¥25.10
¥30.70 ¥30.70
0
20
40
0
15,000
30,000
45,000
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
imp
CPM (right axis)
FY2018FY2017
39.5 billion imp
Number of Impressions and CPM
(Million imp)(Yen)
(C) Gunosy Inc. All Rights Reserved.
FY2019/5 Results ForecastFY2019 Outlook
2
(C) Gunosy Inc. All Rights Reserved. PAGE |
FY2015 FY2016 FY2017 FY2018 FY2019
15
FY2019/5 Results Forecast
The full-year consolidated results forecast shows net sales of 13.9 billion yen,
operating profit of 2.5 billion yen and profit of 1.6 billion yen.
3,165
4,599
7,739
11,201
190 562 1,517
1,938
-136
6051,126
501
Sales
Operating profit
Profit attributable to owners of parent
13.9 billion yen
1.6 billion
yen
2.5 billion yenH1
6,524
H2
7,435
1,122
1,380898
752
(Million yen)
* For the quarters up to FY2016 Q2, the figures are from the non-consolidated results.
(C) Gunosy Inc. All Rights Reserved.
Management Structure for Further Growth and
Management Targets
Management Structure & Business Policy
3
(C) Gunosy Inc. All Rights Reserved. PAGE | 17
Changes in Management Structure
To clarify their roles, the number of representative directors has been changed from two
to one. Fukushima will remain committed to the BC business, aiming for significant
growth in the future.
Representative Representative
Old structure New structure for growth
Representative
Previously, business was led by
the two-representative system.
He will engage in the blockchain (BC)
business that will require technical
capabilities because it has the potential to
take a major leap forward in the long term.
New businesses
To expand in the media and advertising
businesses in the short and medium term, the
number of representatives has been changed
to one: Taketani, who mainly presided over
the media business in the past.
Representative
Director and COO
Taketani
Representative
Director and CEO
Fukushima
Representative Director and CEO: Taketani
Director and Representative Director of
LayerX Inc.: Fukushima
(C) Gunosy Inc. All Rights Reserved. PAGE | 18
Redefinition of Our Domains
To maximize business opportunities, we aim to become an integrated Internet company
with the four domains of “media,” “advertising,” “blockchain” and “investment.”
To promote the visualization of management efficiency, we will change from an organization
by function to an organization with a divisional system.
Media Business Advertising Business Blockchain Business Investment Business
Enhancem
ent o
f num
ber o
f pro
ducts
Expansion of business domains
• Gunosy
• NewsPass
• LUCRA
• Game8
• New media
• Our own media
advertising
• In-feed ADNW
• Video ADNW
• Affiliate advertising
New New
(C) Gunosy Inc. All Rights Reserved. PAGE | 19
Allocation of Management Resources
Achieve improved capital efficiency by effectively utilizing assets through M&A and the
investment business, in addition to existing businesses.
Media Business
Advertising
Business
Investment
Business
BC
Business
Effective utilization of assets
Inve
stm
en
t fun
ds
Approx. 8.5 billion yenInvestment
Investment
Investment
Investment
(C) Gunosy Inc. All Rights Reserved. PAGE | 20
Management Policies
• Growth rate of operating profit: 25% (average for the period)
• Growth rate of net profit: 25% (average for the period)
• ROE: 30% (FY2021/5)
Management Targets for 3 Years (FY2019 - FY2021)
Measures for
improving ROE
• Creation of new media
• Creation of new advertising businesses
• Establishment of a BC company
• Implementation of M&A
• Establishment of an investment company
etc.
(C) Gunosy Inc. All Rights Reserved.
Policies for the Media Business and the
Advertising Business
Media ADNW Business
4
(C) Gunosy Inc. All Rights Reserved. PAGE |
Media Business 3-Year VisionMedia
Business
Building of Gunosy information economic sphere
Enhancement of
reliability of media
Increase
in service lineupIncrease in MAUs
22
(C) Gunosy Inc. All Rights Reserved. PAGE |
Aim to maximize the number
of visiting users on a monthly
basis, instead of on a daily
basis, to expand the service
lineup to domains other than
news.
Aim for the further expansion
of the economic sphere by
adding new services for new
users, as well as new
functions for current users.
Enhance reliability by taking
countermeasures against
problems with current Internet
media, such as click bait, in
addition to strengthening the
article delivery algorithm.
23
Media
Business
Enhancement of
reliability of media
Increase
in service lineupIncrease in MAUs
Media Business 3-Year Vision
(C) Gunosy Inc. All Rights Reserved. PAGE |
Increase MAUs in existing businesses through improved service quality, function enhancement and active
promotion.
For new businesses, enhance the media lineup through our own launch and cooperation with other
companies.
Existing businesses
One of the largest general smartphone
information applications in Japan with
24 million DLs
Gunosy
News application in collaboration
with KDDI Corporation with 6.5
million DLs
NewsPass
Women-specific application in
collaboration with KDDI Corporation
with 2.5 million DLs
LUCRA
Game strategy information service
with 21 million MAUs per month
Game8
New businesses
Our own
(self-manufacturing)Collaboration /M&A
Reinvestment of profits from
existing businesses
Attraction of users from existing
media
Start up new media tailored to the
trends of the times
Assets of other companies
Media operation capacities of
other companies
Develop new media businesses
24
Media
Business Media Business 3-Year Vision
(C) Gunosy Inc. All Rights Reserved. PAGE | 25
Aim for regrowth as a family of Gunosy services by strengthening its position as a general smartphone
information platform, focusing on the three points below.
Strategies Specific examples
Diversification of content• Coupon
• Manga
• Video
Improvement of content quality
Restructure of UI/UX
• Improvement of article quality across
applications, and establishment of a UI/UX
improvement team
Cutting out of applications
in the vertical domain• Cutting out of services with a different app
experience as separate applications
POINT
1
2
3
(1) GunosyMedia
Business
(C) Gunosy Inc. All Rights Reserved. PAGE |
(1) Gunosy
Aim for the regrowth of business by achieving improved MAUs in the entire family of Gunosy services
while securing profitability through the diversification of content, quality improvement and the cutting out of
applications.
In the pastEstablishment of the Gunosy brand
In the futureDiversification based on the Gunosy brand
Database as a media platform
Exp
an
sio
n o
f the
sta
ble
reve
nu
e b
ase
Re
ve
nu
e e
xp
an
sio
n
thro
ug
h n
ew
me
dia
Present
Gunosy vertical application (1)
Gunosy vertical application (2)
Gunosy vertical application (3)
Main body of Gunosy
26
Media
Business
(C) Gunosy Inc. All Rights Reserved. PAGE | 27
(2) NewsPass
Establish a position as a reliable news application for daily living, focusing on the three points below.
Strategies Specific examples
1
2
3
Strengthening of essential functions as
a news application
• Strengthening of information on daily life close
to news, such as disaster and transportation
information
Improvement of content quality
Restructure of UI/UX
• Improvement of article quality across
applications, and establishment of a UI/UX
improvement team
Differentiation from other services,
taking advantage of the assets of KDDI
Corporation
• Collaboration of KDDI-related points
• Response to new devices such as voice
Media
Business
(C) Gunosy Inc. All Rights Reserved. PAGE | 28
(3) LUCRA
Expand the service domain for women after establishing the position of LUCRA as a useful information
application for women, focusing on the three points below.
Strategies Specific examples
Information diversification• Strengthening of content that could trigger
actions, such as live video, fortune-telling and
coupons
Improvement of content quality
Restructure of UI/UX• Improvement of the article delivery algorithm
• Continuous improvement of UI/UX
Development of services in the
cosmetics domain
• Develop services in the cosmetics domain on
our own
• To be released in fall
1
2
3
Media
Business
(C) Gunosy Inc. All Rights Reserved. PAGE | 29
(4) Game8
Sales increased 152% year on year due to a rise in sales of goods in tie-up ads because PVs increased
steadily. Work to maximize revenue opportunities by improving the PV unit price and expanding domains
other than game strategy information.
0
20000000
40000000
60000000
80000000
100000000
120000000
140000000
160000000
180000000
200000000
0
100,000,000
200,000,000
300,000,000
400,000,000
500,000,000
600,000,000
700,000,000
800,000,000
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Sales
PVs
Strategies
Improvement of ad unit price
per PV
Strengthening of the sales
system and goods for sale
Development of new products
leveraging traffic
1
2
3
Sales and Number of PVs
FY2018FY2016 FY2017
* The rate of increase in the number of PVs and sales is on a year-on-year basis.
Number of PVs: Up 98%*
Sales: Up 152%*
Media
Business
(C) Gunosy Inc. All Rights Reserved. PAGE | 30
Summary of Growth Strategies of the Advertising Business
Actively enter into and invest in the advertising market that is expected to grow in the future, making
maximum use of the asset of being a company that holds media.
Advertising
Business
From smartphones to the real world and audio devices
From IMP/pay per click to pay per action
From native to video and voice
From Japan to Asia
Device Format
Delivery Form The Market
1 2
3 4
(C) Gunosy Inc. All Rights Reserved. PAGE | 31
Existing Businesses in the Advertising Business
Focus on the update of the ad delivery algorithm based on data and technologies and the expansion of
ad products for branding, centered on video.
Advertising
Business
Our own media advertising
• Strengthening of sales of tie-up products in live
video
• Development of premium ad products in
NewsPass and LUCRA
• Update of delivery algorithm for programmatic
advertising
In-feed ADNW
• Strengthening of sales of re-targeting products
• Expansion of advertisers and ad inventories in
collaboration with the KDDI Group
• Improvement of delivery accuracy through data
collaboration with partner media and SSP
1 2
(C) Gunosy Inc. All Rights Reserved. PAGE | 32
New Products in the Advertising Business
Strengthen product and sales capabilities of digwell inc., which deals with Affliate advertising.
Established VIDPOOL Inc. as a joint venture company to strengthen video ADNW.
Advertising
Business
Affiliate advertising
• Stronger development of new advertisers
• Release of products for app advertisers
• Building of a creative and LP mass production
system
Video ADNW
• Expansion of advertisers in collaboration with
CyberAgent, Inc.
• Stronger acquisition of quality ad inventories
• Search for optimum benefit indicators in video
advertising
New product New product
3 4
(subsidiary) (subsidiary)
(C) Gunosy Inc. All Rights Reserved.
New Businesses
New Business
5
(C) Gunosy Inc. All Rights Reserved. PAGE | 34
Policies for the Blockchain (BC) Business
We expect that demand for technically advanced professional support will increase in the ICO market. This is
a domain where use will be made of the technical capabilities of protocol study, which Gunosy has
been cultivating for the past six months.
• Funds are raised by ICO without a product.
• In many cases, a product is not released even though funds have been raised.
Current Status of ICO
Size of ICO (Quarter) Number of ICO Projects Business Operations before ICO
$3.3 billion 412 9%
1. Needs for productization will increase.
2. Incentive design in consideration of a token economy
3. Power of incorporation into software/application
4. Deep understanding of blockchain technology and its implementation capability
What will be required in
the years ahead
The size of crypto funds worldwide is $27.8 billion Utility type is the largest in number,
accounting for nearly 70%
Projects where business operations
before ICO account for only 9%
Source: ICO Market Research Q1 2018(by ICORating)
(C) Gunosy Inc. All Rights Reserved. PAGE | 35
Policies for the Blockchain (BC) Business
We will carry out business that will leverage our technical capabilities such as
consulting by establishing a joint venture company with AnyPay Inc.
Establishment
Technology Financing
Investment ratio: 50% Investment ratio: 50%
Business Overview
Token development
Anti-hacking
measures at the time
of ICO and smart
contract
Token design,
implementation consulting
Code audit
Design and implement a token that will actually work and install an application for it, aiming
for ICO or launch.
A smart contract will not be easily revised once a bag has been broken into. Check the
code of the smart contract by assuming hacking patterns.
Provide our own products that will solve problems in the token economy such as DEX
in cooperation with partner companies such as securities firms.
Medium- and
long-term targets
Feasibility studyFeasibility confirmation
PoC
Provide consulting on a technical aspect or conduct a demonstration experiment for new
services with a partner company to see whether the new services using blockchain are
feasible.
(C) Gunosy Inc. All Rights Reserved. PAGE | 36
Policies for the Investment Business
Capital Pte. Ltd.
Establish CVC, which makes an investment in domains that are expected to grow in the future,
such as blockchain, sharing economy and AI, in Singapore.
Shinji Kimura, who has a strong investment record in several areas, will become the representative director.
Establishment
(1) Companies that will develop new business domains, create new business models and develop new
technologies
(2) Companies that will make a paradigm shift in existing industries with an innovative approachInvestment Targets
Fixed long-term investment (VC) Quasi-liquid investment Liquid investment
• Sharing economy in India
• Mobile fintech in India
• Mobile and blockchain in Indonesia, etc.
• Asset owner in a sharing economy, etc.
• Investment in businesses before IPO
• Listed companies in the United States,
China and South Korea
Portfolio Image
(C) Gunosy Inc. All Rights Reserved.
Reference Materials: Overview of Gunosy Inc.
Appendix
(C) Gunosy Inc. All Rights Reserved. PAGE | 38
Overview of Gunosy Inc.
・Company name: Gunosy Inc.
・Representative: Yoshinori Fukushima
・Established: November 14, 2012
・Fiscal year: May
・Capital: 3,975 million yen
(as of the end of May 2018)
・Stock Code: 6047 (First Section of The
Tokyo Stock Exchange)
・Audit corporation: Ernst & Young ShinNihon LLC
・Number of
employees:
161 (as of the end of May 2018,
on a consolidated basis)
・Head office: Roppongi Hills Mori Tower,
6-10-1 Roppongi, Minato-ku,
Tokyo
・Business: Development and operation of
information curation service
and other media
・Officers:Representative Director and CEO, Yoshinori Fukushima
Representative Director and COO, Yuya Taketani
Director and CFO, Mitsushige Ito
Director and CRO, Tetsuya Nagashima
Director, Shinji Kimura
Director (Outside), Katsuya Yanagihara
Director (Outside), Toshifumi Tsukada
Corporate Auditor, Masakazu Ishibashi
Corporate Auditor (Outside),Tsutomu Arai
Corporate Auditor (Outside),Kenji Shimizu
Corporate Auditor (Outside),Noboru Kashiwagi
Basic Information
(C) Gunosy Inc. All Rights Reserved. PAGE | 39
Directors
Graduated from the Graduate School
of Engineering of the University of
Tokyo. While in school, developed the
service of Gunosy. Founded the
Company in November 2012 and
become Representative Director. In
November 2013, became
Representative Director and CEO. In
FY2012, was certified as an IPA
MITOH Super Creator.
Representative Director and CEO
Yoshinori FukushimaGraduated from the Department
of Industrial and Management
Systems Engineering of the
School of Creative Science and
Engineering of Waseda University.
Joined GREE, Inc. and then
Gunosy Inc. In August 2013,
became a director of the
Company. In August 2016,
became Representative Director
and COO.
Representative Director and COO
Yuya TaketaniGraduated from the Graduate School of
Economics of Waseda University. Served
as the General Manager of Business
Administration Division of Dream Incubator
Inc. Joined the Management Planning
Team of Fast Retailing Co., Ltd. Served as
the Manager of the Accounting and Tax
Affairs Department of GREE, Inc. Joined
Gunosy Inc., and in April 2014, became
Director and CFO.
Director and CFO
Mitsushige ItoGraduated from the Faculty of
Science and Technology of Keio
University. Served as an Executive
Officer at AUN Consulting, Inc.
Joined GREE, Inc. and then
Gunosy Inc. In August 2016,
became a Director at the Company.
In August 2017, became CRO.
Director and CRO
Tetsuya Nagashima
Graduated from the Graduate School of Engineering of
the University of Tokyo. Graduated from the Department
of Physics, Faculty of Science of the University of Tokyo.
Joined Dream Incubator Inc. Founded Atlantis Inc. (now
Glossom Inc.) in March 2007 and sold the business to
GREE, Inc. in 2011. Became a Representative Director of
Gunosy Inc. in 2013 and retired in 2014. Established
AnyPay Inc. In June 2016. Became a Director of Gunosy
in August 2017.
Director
Shinji KimuraBecame a public prosecutor in 1995.
Registered as an attorney in 2006. Joined
Daiichi Law Office, P.C. in 2007 and has
been a partner at the office. In August
2015, became an Outside Director at
Gunosy Inc.
Director (Outside)
Katsuya YanagiharaDirector (Outside)
Toshifumi TsukadaJoined DDI Corporation (present KDDI
Corporation). Served as President of Mediba, Inc.
and President of WebMoney Corp. Currently
General Manager of the Advanced Business
Development Division, Life Design Business
Sector and General Manager of the promotion of
UI/UX at KDDI Corporation. In August 2016,
became an Outside Director at Gunosy.
(C) Gunosy Inc. All Rights Reserved. PAGE | 40
Business Model: Gunosy Ads
Revenue
Targeting advertisement delivery
by interest cluster
Click-guaranteed (CPC = Cost per Click)
Impression-
guaranteed (CPM = Cost per Mille)
Features
1. In-feed advertisements (ads inserted
into articles) enhance visibility
2. Highly frequent contact
3. Ads delivered according to interests
Ad on list page Ad in an article
Interests
News
AD
UsersGunosy
(C) Gunosy Inc. All Rights Reserved. PAGE | 41
Business Model: Ad Network
In addition to delivering advertisements inside Gunosy (Gunosy Ads), we release Gunosy
Ad Network service, which delivers ads to external partner media.
Currently, more than 600 media outlets have introduced this service.
Advertiser A
Gunosy
Ad Network
Server
Advertiser B
Advertiser C
Advertiser D
Advertiser E
Media A
Media B
Media C
Media D
Media E
(C) Gunosy Inc. All Rights Reserved. PAGE | 42
Disclaimer
Forward-looking statements contained in these materials are prepared from
judgments and assumptions based on information available at the time of
preparing the materials, and do not guarantee their accuracy.
Please note that actual results may differ materially from the forecasts due to
various uncertainties included in these judgments and assumptions and changes
in risk factors and the economic environment.
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