Outline
Outlineof
ofAccounts
AccountsSettlement
Settlementfor
forthreethreemonths
monthsEnded
EndedJune
June2011
2011

Summary of Consolidated Operating Results(Apr. 2011 ~ June. 2011)# Figures less than indicated measurement unit are ignored.

Unit

2010.4 - 2010.6

2011.4 - 2011.6

Term ActualTerm Actual

Differshops
Revenue & Expenditures

Total shops

Shops

105

109

+4

No. of months total shops
operation

Month

315

327

+12

Bowling revenue

¥bn

7.3

8.1

+0.8

Amusement revenue

¥bn

8.1

9.0

+0.9

Karaoke revenue

¥bn

1.4

1.9

+0.4

Spo-cha revenue

¥bn

2.0

2.2

+0.1

Other revenue

¥bn

0.6

0.7

+0.1

Total sales

¥bn

19.7

22.2

+2.5

Operating profit

¥bn

2.1

4.3

+2.1

Ordinary profit

¥bn

0.9

3.1

+2.1

Ordinary income margin

％

5.0%

14.3%

+9.3%

Net income

¥bn

(1.3)

※ 1.8

+3.2

※ Calculation of Net Income : Ordinary income ¥3.17 billion - Extraordinary loss ¥0.01 billion + Income tax adjustments ¥1.33 billion= Net income ¥1.82billion-1-Analysis
AnalysisofofConsolidated
ConsolidatedOperating
OperatingResults
Results(Unit ¥bn / rounddown )1Q(2011.4-2011.6)
Plan

1Q(2011.4-2011.6)
ActualBowling revenue

7.94

Amusement revenue

Revenue & Expenditures

Differ

Note

8.16

+0.22

8.76

9.07

+0.30

※【 Major factors in the decrease from planned
current profits (UP 1.25 billion yen) 】

Karaoke revenue

1.81

1.97

+0.16

Spo-cha revenue

2.13

2.24

+0.11

Other revenue

0.73

0.77

+0.04

Total sales

21.39

22.23

+0.84

Cost of sales

17.76

17.54

(0.22)

Gross margin

3.62

4.69

+1.07

S.G.A. expenses

0.45

0.39

(0.05)

Operating income

3.17

4.30

+1.13

(1.25)(1.12)

1.92

3.17

Ordinary income margin

8.9%

14.3%

Extraordinary profit & loss

(0.10)(0.01)

Profit before tax

1.82

3.16

Reserve for corporate tax

0.80

1.33

(Note) Non-operating expense of 140 million
yen is an accrued loan fee resulting+0.12
from refinancing. Since the loan was
finalized in the second quarter despite+1.25 ※
the fact that it had initially beenplanned to be concluded in the first+5.3%
quarter, there is a difference between
results and the forecast.
+0.08
In accordance with the conclusion of+1.33
the loan agreement, the total amountof our refinanced loan for this quarter+0.53
has increased. (See P7)

Net income

1.02

1.82

+0.79

Non-operating profit
Ordinary income-2-● Planned ordinary income for 1Q
1.92 bn・ increase in sales.
・Decrease in lease
expenses.
・Decrease in
non-operating expenses.
・Increase in other+0.84 bn
+0.29 bn
+0.14 bn

expenses.

(0.02)bn● Actual ordinary income for 1Q
3.17 bn

Quarterly
QuarterlyConsolidated
Consolidatedactual
actualand
andplanplanofofFiscal
Fiscal2011
2011
April
April2011
2011〜〜MarchMarch2012
2012
Unit

(Unit ¥bn / rounddown )1’st Q

Plan

ActualDiffer

2’nd Q
Plan

1Q-2Q
Plan

3’rd Q
Plan

4’th Q
Plan

3Q-4Q
Plan

Term
Plan

Total sales

¥bn

21.3

22.2

+0.8

23.0

44.4

20.5

23.0

43.6

88.0

Cost of sales

¥bn

17.7

17.5

(0.2)

18.8

36.5

18.7

18.5

37.2

73.7

Gross margin

¥bn

3.6

4.6

+1.0

4.2

7.9

1.8

4.5

6.3

14.3

S.G.A. expenses

¥bn

0.4

0.3

(0.0)

0.4

0.9

0.4

0.4

0.9

1.8

Operating income

¥bn

3.1

4.3

+1.1

3.8

7.0

1.3

4.1

5.4

12.5

Non-operating profit

¥bn

(1.2)

(1.1)

+0.1

(1.1)

(2.3)

(1.1)

(1.1)

(2.2)

(4.5)

Ordinary income

¥bn

1.9

3.1

+1.2

2.7

4.7

0.2

3.0

3.3

8.0

Ordinary income margin

%

8.9%

14.3%

+5.3%

11.7%

10.6%

0.1%

13.0%

7.6%

9.1%

Extraordinary profit & loss

¥bn

(0.1)

(0.0)

+0.0

(0.1)

(0.2)

(0.1)

(1.7)

(1.8)

(2.0)

Profit before tax

¥bn

1.8

3.1

+1.3

2.6

4.5

0.1

1.3

1.5

6.0

Reserve for corporate tax

¥bn

0.8

1.3

+0.5

1.1

2.0

0.0

0.5

0.6

2.7

Net income

¥bn

1.0

1.8

+0.7

1.4

2.4

0.0

0.7

0.8

3.3

Unit
Sales for existing shops compared
to previous year

%

Plan
+3.1

1’st Q
Actual+7.2

Differ
+4.1

2Q
Plan
+1.0

1Q-2Q
Plan
+2.0

3Q
Plan

4Q
Plan

3Q-4Q
Plan

Term
Plan

(2.0)

(1.9)

(2.0)

±0.0

Although the business performance for the first quarter was far above that expected, we have not changed our forecast for the second quarter onward.
Therefore, the figures for the results for the first quarter and for the forecast for the second quarter onward do not always correspond to the forecast for the firsthalf of the year or the fiscal year.
y Extraordinary loss includes loss from retirement of amusement infrastructures (approx. ¥100 million in Q4) and impairment loss recorded in the fourth quarter(estimated amount equivalent to actual result in previous year)
y When sales and leaseback agreements for existing units are concluded, their impact on profit and loss and other financial results are promptly disclosed.

-3-

Consolidated plan for year ending March 2012
(1) New shops and P/L# Figures less than indicated measurement unit are ignored.

<No changes since announcement on May 11, 2011>

Unit

Term 2011.3

Term 2012.3

Previous term (ACT)Current term (PLAN)

Differshops
Revenue & Expenditures

New shops opened

Shop

4

※1

(3)

No. of total shops

Shop

109

110

+1

No. of months total shops operating

Month

1,275

1,314

+39

Bowling¥billion

31.0

32.3

+1.2

Amusement¥billion

35.2

36.4

+1.1

Karaoke¥billion

6.7

7.5

+0.7

Spo-cha¥billion

8.7

8.8

+0.0

Others¥billion

2.6

3.0

+0.3

Total sales¥billion

84.3

88.0

+3.6

Operating income¥billion

11.4

12.5

+1.0

Ordinary income¥billion

6.9

8.0

+1.0

%

8.2%

9.1%

+0.9%

¥billion(12.6)

3.3+15.9

Ordinary income margin
Net income(Note) The plan for the year ending March 2012 includes the following extraordinary losses:¥1.6 billion --- Impairment loss due to change in unit operation mode (including existing stores)¥0.4 billion --- Loss from retirement of amusement kits (infrastructures) (This loss incurs each year. Amount recorded is estimate based on
previous year’s actual result.)※

New unit opening in year ending March 2012 ---Autum 2011. MALera Gifu Unit (within MALera Gifu in Mitsuhashi, Motosu, Gifu Prefecture)-4-

Consolidated plan for year ending March 2012
(2) Cash flow
<No changes since announcement on May 11, 2011># Figures less than indicated measurement unit are ignored.

Unit

Term 2011.3

Term 2012.3

Previous term (ACT)Current term (Plan)

cash

Net income¥billion(12.6)

3.3

Reserve for corporate tax¥billion

(7.6)

2.7

Dividend¥billion

(1.7)

(2.0)

Capital increase (including conversion of bonds
with warrants into stock)¥billion

8.1―

Depreciation¥billion

9.3

8.0

Simplified cash flow

¥billion

(4.5)

12.0

Investment on alleys¥billion(6.1)※① (2.0)

Increase in cash resulting from sales of existingunits¥billion―

Simplified free cash flow

¥billion(10.6)

14.8

Cash reserve¥billion

22.7

25.9

Interest-bearing liabilities¥billion

136.1

124.5

Net interest-bearing liabilities¥billion

113.3

98.6

※②

4.8

※① Items included in estimated capital investments for year ending March 2012y Approx. ¥0.2 billion --- Umeda Unit (Opened March 2011; payment was made in April 2011)
y About ¥0.8 billion --- Sennichimae Unit (Namba, Chuo-ku, Osaka, to open in Spring 2012)
y About ¥1 billion --- Existing units (renovation of some units, purchase of amusement infrastructures (kits) and other investments)※② Sales and leaseback agreements, including Machida Unit.

-5-

Number of shops, P/L status, and trend in sales for existing
shops compared to previous year (consolidated)<No changes since announcement on May 11, 2011>◆Number of shops, P/L
term 2006.3

New shops
openedExisting shops
closedNo. of total
shops

term 2007.3

term 2008.3

term 2010.3

term 2009.3

Term 2012.3
Planterm 2011.3

11

15

11

13

11

4

1

0

0

1

2

0

0

0

58

73

83

94

105

109

110

(Unit ¥bn / rounddown )Sales
OperatingincomeOrdinary
incomeOrdinary
income margin
Net income

50.2

65.8

77.9

77.9

82.1

84.3

88.0

12.7

17.9

18.2

13.6

12.0

11.4

12.5

13.4

16.3

15.9

9.7

7.8

6.9

8.0

26.7%

24.9%

20.5%

12.6%

9.6%

8.2%

9.1%

11.9

9.7

9.1

3.9

3.3

(12.6)

3.3

Note: Figures for the year ending March 2006 are non-consolidated because consolidated financial statements were not prepared at the time.
(For the year ending March 2007 and thereafter, all figures are consolidated.)◆Sales for existing shops compared to previous year
term 2006.3

term 2007.3

term 2008.3

term 2009.3

term 2010.3

term 2011.3

Term 2012.3
Plan

Amusement+19.4%+11.5%

+7.1%
+0.1%

+1.4%
(6.8)%(6.5)%(10.8)%(4.0)%(9.8)%(3.7) %
+0.0 %(0.2) %
(1.1) %

Karaoke(4.5)%+4.0%(1.2)%(7.3)%(13.1)%+3.4 %+5.9 %

Spo-cha--(16.1)%(9.8)%(9.2)%(4.5) %

+0.6 %

Others(11.3)%(9.2)%+13.2%+11.4%(3.9)%(14.5) %(1.0) %

Total sales+11.6%+2.0%(4.0)%(8.5)%(7.7)%(2.2) %

±0.0 %

Bowling(Note) Comparison of existing store sales does not include the unit operating in the United States.

-6-

Loan refinancing and trend in assets, etc. (consolidated)◆Loan refinancing
Term 2009.3(ACT)

Term 2010.3(ACT)

Term 2011.3(ACT)

Term 2012.3(Plan)

Amount of loan
refinancing during FY

About ¥11.0bn

About ¥12.8bn

About ¥15.9bn

About ¥27.1bn

Details

All outstandingloans refinanced(Notes)All outstandingloans refinanced

All outstandingloans refinanced

Generally agreed

Term 2013.3(Plan)

Term 2014.3(Plan)

About ¥14.2bn

About ¥22.7bn

Negotiation scheduled,mainly with existing
lenders

Negotiation
scheduled, mainlywith existing lenders(1) The refinancing amount above is for the entire Group (including consolidated subsidiaries).
(2) Of the total refinancing amount (¥27.1 billion) for the year ending March 2012, agreements for about ¥17.3 billion have been concluded with financial institutions. The financial
institution financing us with the rest of our loan has past experience dealing with our loans for refinancing.
(3)The total refinancing amount for the year ending March 2014 (¥22.7 billion) includes a syndicated loan (about ¥16.2 billion) formed by Sumitomo Mitsui Banking Corporation(as a main bank), the majority of which has been executed.

◆Assets(Unit ¥bn / rounddown )Term 2007.3(ACT)

Term 2008.3(ACT)

Term 2009.3(ACT)

Term 2010.3(ACT)

Term 2011.3(ACT)

Term 2012.3(Plan)

Total assets

166.3

176.3

216.0

251.2

252.1

241.8

Net assets

61.8

69.6

72.3

85.6

79.0

80.3

37.2%

39.5%

33.5%

34.1%

31.3%

33.2%

28.8

22.9

21.5

30.8

22.7

25.9

93.9

98.5

117.9

138.8

136.1

124.5

65.1

75.5

96.3

108.0

113.3

98.6

Lease obligation

25.8

26.8

27.1

25.9

28.4

27.0

Guarantee debts

3.1

40.9

41.9

31.8

8.2

8.2

Net assets ratio
Cash reserve
Interest-bearing
liabilities
Net interest-bearing
liabilities① Guaranteed debts ・・・Loans made by subsidiaries during development periods for which ROUND ONE Corporation assumes joint and several liability. These loans
will be repaid after shop openings, etc. and, therefore, guaranteed debts will be eliminated. However, such loans are classified asinterest-bearing debt because they are switched to long-term loans.
② The plan for the year ending March 31, 2012, does not assume sales-and-leaseback arrangements for existing shops.
③The guarantee debts (8.2 billion yen) in the plan for the year ending March 31, 2012, are scheduled to be terminated at the time of Sennichimae Shop’s(OsakaJapan) opening, which is scheduled for spring 2012.

-7-

Medium-term
Medium-termBusinessBusinessPlan
Plan
BS: Reduce interest-bearing debt

PL: Toward ordinary income of ¥20 bn.

◆Use sale and leaseback transactions◆Structure for realizing ordinary income of●Sale of existing store assets (land and buildings)
with a changeover to lease arrangements⇒Repayment of interest-bearing debt
Around ¥20 billion per year
⇒Contracted repayment amountAround ¥10 billion per year
(Depreciation equivalent)
Annual repayment of around ¥30 billion in total¥20 bn. by March 31, 2016
●Finance lease payments automatically decrease.
⇒The company has lease contracts for bowlinglanes, amusement equipment, karaoke equipment, etc.
The periods of these leases are each about 3 years (7years for bowling lanes), and lease payments forcontracts renewed after initial lease periods are
reduced to about one-twelfth of their previous
amounts. As a result, lease payments from the 4th year
(37th month) are greatly decreased, even allowing foradditional investment, which automatically cuts
annual costs by about 100 million yen for stadium
shops and about 90 million yen for standard shops.

Establish a virtually debt-free structure in about 5 years(by March 31, 2016)●Loss on sale if any incurred⇒Disadvantage
・Extraordinary losses cut into net income.
(Inter-period tax allocation has a positive impact
on cash flows.)
・Repayment may cause outflow of cash reserves.
⇒Advantage
・Debt repayment reduces lease payments (interest
burden), and improvement in store revenues andexpenses increases operating income.

●Reduction of expenses for lease payments(equivalent to interest payments)●Current levels of store sales●Revenues from newly opened shops, including those
downtown

Aim to create a structure to achieve ordinary
income of ¥20 billion in an early stage by March
31, 2016-8-

Measures
Measurestaken
takenforforexisting
existingshops
shops ①①
Bowling
Bowling◆ Collaboration project with anime/comics “One Piece”● Online bowling game “Gambare Bowling Bancho”
・Leaders Competition in collaboration with the popular cartoon ONE PIECE
・Character goods of ONE PIECE are provided as prizes.
● Gifts for gamers who throw a “Moonlight Strike”
or bowlers who use the unit twice.
⇒ Gift of One Piece or Hello Kitty original goods(Design of these goods varies every month)◆Network bowling match●Number of cardholders: About 2.75 million (As of July 31, 2011)⇒The number is growing at a pace of 50,000 plus per month.

◆ROUND1 CUP ・ROUND1 Masters CUP● The largest open bowling tournament in Japan authorized by theJapan Professional Bowling Association
・Annually held for males and females separately● Competition for people in their 40s and older in which players canparticipate anytime they want
x Handicapping system based on age and sex
x Team competition with top three winners of each store and top
professional bowlers(Masters’ Festival)-9-(Eiichiro Oda/ Shueisha, Fuji Television, and Toei Animation)

Measures
Measurestaken
takenforforexisting
existingshops
shops ②②
Amusement
Amusement

KaraokeKaraoke◆ Collaboration project with anime/comics “One Piece” ◆ Collaboration project with anime/comics “One Piece”
z Special Game Coin Packagez ONE PIECE Roomx When purchasing game coins at the front desk after bowling,
karaoke or SPO-CHA, you can receive character goods of ONE

x Introduced to all stores with karaoke roomsz Legend of Kira Kira Karadolx Nine ONE PIECE characters added to avatars selection.

PIECE.

z Special Drawing for Coin Purchasers
xWhen you purchase game coins worth 2,000 yen or more at a time,
you can participate in a special drawing.

(Eiichiro Oda/ Shueisha, Fuji Television, and Toei Animation)

 New karaoke machines introduced
 Hot new game machines to be introducedz Star Horse3 (SEGA)z Tekken Tag 2 Tournament (Namco Bandai Games)x

CROSSO (XING) and LIVE DAM (DaiichiKosho) machines
have now been introduced to all stores with karaokerooms Flat-rate time, discount plan, etc.
x

 Popular events continue
z Medal Kingz Million Jackpot, etc.

x

-10-

Flat-rate time, family discount, students discounts, seniordiscounts, group discounts, etc.
Hello Kitty Room opened at the MALera Gifu storePower-Saving
Power-SavingActions
Actions
Jurisdictions of TEPCO and Tohoku Electric Power Company(Districts where power consumption is restricted under Article 27 of the Electricity Business Act)

[Outline of restriction on power consumption]x Large electricity users whose contract electricity is 500 kW or more are required to reduce their maximum demand per hour by 15%
from that of the previous year.
Tokyo Electric Power Company jurisdiction: 9:00-20:00, July 1 to September 22, 2011 (except for Saturdays, Sundays and Holidays)
Tohoku Electric Power Company jurisdiction: 9:00-20:00, July 1 to September 9, 2011 (except for Saturdays, Sundays and Holidays)[Our electricity-saving efforts】◆Air Conditioning◆● Controlling the maximum power consumption by installing demand controllers ⇒ maintaining room temperatures at 24°C
● Installing electric fans (in common spaces and bowling alleys)● Increasing the frequency of cleaning indoors and outdoor equipment and filters of air conditioners (twice or more a month)◆Lighting◆● Replacing traditional bulbs with LED bulbs or other bulbs using less power● Switching the lighting of game machines to power-saving mode
● Turning some lights off (outside the building, displays for advertisements, Instvision, vending machines, signboards of gamemachines and some lighting inside)⇒ Reducing maximum power consumption by 15-20%
Jurisdictions of Kansai, Hokuriku, Chugoku, Shikoku and Kyushu Electric Power Companies[Our cutting-back efforts]◆Air Conditioning◆● Setting the thermostat at 24°C
● Installing electric fans (in common spaces and bowling alleys)● Increasing the frequency of cleaning indoors and outdoor equipment and filters of air conditioners (twice or more a month)◆Lighting◆● Turning some lights off (outside the building, displays for advertisements, Instvision, vending machines, signboards of gamemachines and some lighting inside)⇒ Reducing maximum power consumption by over 10%
-11-

New
Newshops
shopsin
inthe
thepipeline
pipeline◆Planned◆Plannednew
newshops
shopsforforthetheyearyearending
endingMarch
March20122012
Opening date
Autumn , 2011

Shop name

MALera Gifu shop

Shop type
Standard

Location
Within mega shopping mall “MALera Gifu”# MALera Gifu, a mega shopping mall opened in April 2006, has some 240 stores operating on premises approx. 185,000 m2 in area
(total floor area: 115,800 m2)◆Planned◆Plannednew
newshops
shopsforforthetheafterafterApril
April20122012
Opening date

Shop name / Location

Shop type

Spring, 2012

Sennichi-mae shop
(Along Sennichimae Street, Namba, Chuo-ku, Osaka)

Stadium (include Spo-cha) / Downtown

Spring, 2012

Within the area of Tokyo’s 23 Wards

Stadium (include Spo-cha) / roadside(Within mega shopping mall)

Winter,2012

Ikebukuro shop
(Along Sunshine 60 Street, near east exit of
Ikebukuro Station)

Standard / Downtown【Notice】
・The company seeks to reinforce its financial structure by freezing the opening of new shops otherthan those listed above in principle. However, a new shop may be opened when a developer bears
most of the initial investment costs, including those for interior decoration, and only if the shop is
located in a large-scale metropolitan area shopping mall or the shop is expected to generatesufficient earnings.

-12-

The
TheUS
USBowling
BowlingMarket
MarketandandRound1’s
Round1’sBusinessBusinessExpansion
Expansion
The US Bowling Market
Market size

Some $7 billion (about ¥560 billion; US$=¥80)→6.7 times the size of its Japanesecounterpart

Number of facilities

About 5,350 (Private management: about 4,800, other management style [managed by
the military, churches, etc.]: about 550)

Number of alleys

About 111,000

Number of players (number of people
who go bowling once a year or more)

About 71 million

●
●
●

●
●

400 facilities are owned by two major companies, 50 by smaller companies , and most other facilities are operated as familybusinesses.
The bowling market is resistant to recession and has maintained its stable growth over the past few years.
While traditional bowling facilities are closed one after another every year, 20-50 amusement complexes including facilities
featuring go-carts, arcade games, pitch-and-putt golf or other amusements in addition to bowling alleys are newly establishedevery year.
There is a significantly large bowling population compared to other sports such as golf, fishing, tennis, billiards, bicycle riding,roller-skating, ice skating, marathon running, etc.
More people belonging to average and higher income groups go bowling as social gatherings.

Round1’s Business Expansion＜Round1 opened a store in the Puente Hills Mall in Los Angeles in August, 2010. >● There was no precedent for an amusement complex based on bowling alleys, where visitors
can play various types of games and sports in the same facility.
● Simple payment structure (Playing fee for each item is $20 or less.)● Amusement branch does well.
・Latest Japanese game machines are introduced in the store.
・Fairly rare limited-sale goods that are difficult to acquire from retailers in the US areprovided as prizes for crane games, so that high unit prices are accepted by customers.
● A plan to open a second and a third store next summer is under consideration.

-13-

Fiscal year ending March 31, 2012: Company-wide sales
and year-on-year existing shop sales— results vs. plan◆Company-wide sales—results vs. plan
Unit
Bowling
Amusement
KaraokeSpo-chaOthersTotal sales# Figures less than indicated measurement unit are ignored.

1Q

2Q

1Q-2Q

3Q

4Q

3Q-4Q

Term

Actual

Plan

Plan

Plan

Plan

Plan

Plan

¥bn
¥bn
¥bn
¥bn
¥bn
¥bn

8.1
9.0
1.9
2.2
0.7
22.2

8.2
9.6
1.9
2.3
0.7
23.0

7.2
9.0
1.8
1.8
0.7
20.5

16.2
18.4
3.8
4.5
1.5
44.4

8.8
8.9
1.8
2.4
0.7
23.0

16.1
18.0
3.7
4.3
1.5
43.6

32.3
36.4
7.5
8.8
3.0
88.0

Plan

ActualAlthough the business performance for the first quarter was far above that expected, we have not changed our forecast for the second quarter onward.
Therefore, the figures for the results for the first quarter and for the forecast for the second quarter onward do not always correspond to the forecast for the firsthalf of the year or the fiscal year.

◆Year-on-year existing shop sales—results vs. plan
Unit

# Rounded to first decimal place

1Q

2Q

1Q-2Q

3Q

4Q

3Q-4Q

Term

Actual

Plan

Plan

Plan

Plan

Plan

Plan

Bowling

%

+6.0

+2.2

+2.6

(3.1)

(2.8)

(2.9)

(0.2)

Amusement

%

+5.8

(1.4)

+0.2

(2.3)

(2.3)

(2.3)

(1.1)

Karaoke

%

+22.9

+8.1

+10.2

+1.9

+1.7

+1.8

+5.9

Spo-cha

%

+7.9

+2.4

+2.5

+1.4

(1.2)

(1.3)

+0.6

Others

%

+0.4

(2.9)

(3.6)

+2.0

+1.7

+1.8

(1.0)

Total sales

%

+7.2

+1.0

+2.0

(2.0)

(1.9)

(2.0)

±0.0

Plan

Actual-14-

Statistical snapshot of shops◆ Trend in number of shops
No. ofshop
openings

Total No. ofshops atthe end of
the term

No. ofshop
closings

Breakdown of total number of shops at end of termStandard
Downtown

Stadium

Roadside

Downtown

RoadsideYear ending March 2004

45

4

41

7

34

-

-

Year ending March 2005

6

0

47

8

34

-

5

Year ending March 2006

11

0

58

8

34

-

16

Year ending March 2007

15

0

73

8

34

-

31

Year ending March 2008

11

1

83

8

34

-

41

Year ending March 2009

※a 13

2

94

7

45

-

42

Year ending March 2010

11

0

105

7

55

-

43

4

0

109

8

58

-

43

1

0

110

8

59

-

43

※b

Year ending March 2011
Year ending March 2012※a※a Fuji Shop closed in the year ending March 2008, and reopened at the same location in the next fiscal year after undergoingcomplete reconstruction.

※b The four units opened during the year ended March 2011 include the unit in Los Angeles, U.S.A.

◆ Number of shops by geographical area (as of end of July 2011)
Hokkaido/
TohokuHokuriku/
Koshinetsu

No. of
shops

10

4

32

13

Share

9.2%

3.7%

29.3%

11.9%

Area

Kanto

Chubu/
Tokai

Chugoku/
Shikoku

Kyushu/Okinawa

30

8

11

1

109

27.5%

7.3%

10.1%

1.0%

100.0%

Kansai-15-

U.S.A.

Total

Notices
Noticesand
andcontact
contactfor
forinquiries
inquiriesregarding
regardingIR
IR
Notes regarding this material
This material is not provided for the purpose of soliciting investors. No responsibility is accepted by the company or its information
providers for any loss or damage that may occur as a result of use of this material. Information contained in this material is current as of the dateof preparation. While utmost care has been taken in the preparation of this material, no warranty is given as to the realization of its
contents. Should it contain any errors, no responsibility is accepted by the company or its information providers. (If incorrect figures orother misinformation should come to our attention, we will announce the corrections through our website.)
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http://www.round1.co.jp/mobile/

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For inquiries, please contact Administrative Division of ROUND ONE Corporation. Tel: +72-224-5115 (Japanese only)-16-