MCJ Corporate Profile
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Corporate introduction and financial overview

MCJ Co., Ltd.
04/12/2017
Investor Conference at Hong Kong
Copyright(C) 2017 MCJ Co.,Ltd. All rights reserved.

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Disclaimer
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This presentation may contain forward-looking statements which are inherently difficult to predict, hence actual result could differ materially for avariety of reasons, both positive and negative, including but not limited to such factors as change in economic conditions, customer spending andfluctuations in foreign exchange rate and so on.
In making these statements, we rely on assumptions and analyses based on our experience and perception of historical trends, current conditions
and expected future developments as well as other factors we consider appropriate under the circumstances. We believe these judgments arereasonable, but these statements are not guarantees of any events or financial results.
Hence, we caution readers not to place undue reliance on forward-looking statements.
We undertake no obligation to update publicly or otherwise revise any forward-looking statements, whether as a result of new information, future
events or other factors that affect the subject of these statements, except where we are expressly required to do so by law.

Copyright(C) 2017 MCJ Co.,Ltd. All rights reserved.

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Agenda
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 Overview of MCJ Group Company Vision and Future
Direction; Mid- term Management
Plan FY2017-2019
 Shareholder Return Policy

Copyright(C) 2017 MCJ Co.,Ltd. All rights reserved.

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M

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Overview of MCJ Group

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Overview of MCJ group
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Establish# of Employees

Aug, 1998

1,181*1

Business Domain
PC related businessOver 108billion JPY
Three consecutive years since FY2014.3

12 in total

Mouse Computer
UnitcomTekwindiiyamaaprecio etc..

BourseTrading Unit

（consolidated
subsidiaries）

Market Cap

61.9billion JPY*2* 1,2) figures above are at the end of Sep 2017

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Annual TurnoverGroup Companies
Comprehensive
entertainment business

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Tokyo
Stock Exchange
2nd section
Ticker code: 6670

100
sharesCopyright(C) 2017 MCJ Co.,Ltd. All rights reserved.

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Major group companies
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 12 group companies

PC and peripherals

PC, peripherals, andother IT gadgets

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Monitors in
Europe PC business;
manufacture and sales of
personal computers,
peripheral devices andmonitors. (11 in total) Comprehensive
entertainment business;“aprecio” operator ofinternet cafes

Distributor of
IT productsInternet coffee chain

Copyright(C) 2017 MCJ Co.,Ltd. All rights reserved.

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Our product lineup
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Specialty PCs
 Gaming PC for online games Creator PC

CJ

Ordinary PCs
 PC for corporate users, and consumer PC

Other IT devices“mouse smart home”
First-time IoT device undermouse brand.

Windows Hello
related products.
Copyright(C) 2017 MCJ Co.,Ltd. All rights reserved.

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Management profile
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 Leadership teamOur Board consists of 7 members, of which 3 are outside directors

Apr 2017

Joined Takashimaya Clothing Store Co., Ltd. (name changed to Takashima Co.,
Ltd. and then to Mouse Computer Japan Co., Ltd. before being acquired by MCJ
Co., Ltd.)
President & CEO, Takashimaya Clothing Store Co., Ltd. (name changed to
Takashima Co., Ltd. and then to Mouse Computer Japan Co., Ltd. before being
acquired by MCJ Co., Ltd.)
President & CEO, MCJ Ltd. (currently MCJ Co., Ltd.)
Director, Synnex Co., Ltd. (currently Tekwind Co., Ltd.)
Director, Arosystem Co., Ltd. (currently UNIT.COM INC.)
Chairman & CEO, MCJ Co., Ltd.
Chairman & Director, MCJ Co., Ltd.
Director, Mouse Computer Co., Ltd.
Chairman & President & CEO, MCJ Co., Ltd.
President & CEO, UNIT.COM INC.
President & CEO, Iscorporation, Co., Ltd. (currently aprecio Co., Ltd.)
Director, UNIT.COM INC. (to present)
Director, aprecio Co., Ltd. (to present)
Chairman & CEO, MCJ Co., Ltd. (to present)

July 2001
Sep 2002
Jun 2004
Apr 2005
Aug 2007Jun 2008
Jul 2011
Oct 2013
Oct 2014
Mar 2016
Jun 2016
Apr 2017

Joined GDH, Co., Ltd.
Joined MCJ, Co., Ltd.
Manager, Finance and Accounting Department, MCJ, Co., Ltd.
Executive Officer, Management Planning Department, MCJ, Co., Ltd.
Manager, Industrial Growth Platform, Inc.
Executive Officer, PIA Corporation
Director, Industrial Growth Platform, Inc.
Senior Specialist, Inspection Bureau of Financial Services Agency
Principal, Industrial Growth Platform, Inc.
Executive Officer, President’s Office, MCJ, Co., Ltd.
Director, Head of Business Development & IR, MCJ, Co., Ltd.
President & COO, MCJ, Co., Ltd.(to present)

Apr 1993

May 1996

Chairman & CEO
Yuji Takashima

President & COO

Motoyasu Yasui

Aug 1998
Sep 2005
Mar 2006
Jul 2006
Oct 2006
Jun 2008
Nov 2012
Aug 2013
Jan 2017

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Our history
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 Path to value creation

Adopted holding
structure

Established as
Mouse Computer
Japan

First dividend payout
Sales over 100billion
JPY

IPO to TSE
MOTHERS section

Listed on TSE 2nd
section

MCJ as holding company
was established throughcompany split

Expansion
through a seriesof M&AsFirst-time company visionand future strategy has
announced as mid-term
management plan.

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Expansion trajectory
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 Business expansion through aggressive M&As
2017
2007
2006
2005

Acquisition of
TEKWIND(thenSYNNEX JAPAN) ;global purchasenetwork.

Acquisition ofiiyama ; sales
channel incontinental Europe
and manufacturing
factory in Japan.

Acquisition of two
companies to bemerged into
Unitcom ; nationwide
retail network.

Announcement toacquire R-Logic
intern Shareholder
Return Policy ational:
penetrate into Asianmarket.

2016
May〜

2005
April〜

Created integrated value chain associated with PC
business in Japan.

First public release ofcompany vision and future
strategy as mid-term
management plan.
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What makes us unique
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 We differentiate ourselves from other PC makers by customer segment
and business model.
Target focus
 Primarily focusing on niche market− Gaming and other high-end users
Our feature Recently penetrating into more massmarket

Business model BTO business model− To cater to specific needs foreach user− Cost advantage− Mark to market product launch− By increasing brand awarenessValue chain Our domestic and integrated value chain enable us to;̵ Position ourselves more closely to our customers and technological trend̵ Manufacture with more flexibility and with more quick response time̵ Provide products with stable quality and customer support and, provide customer
assurance
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Our value chain
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 Domestic and integrated value chain» Adopting BTO manufacturing model justifies domestic manufacturing;
quality control, delivery time, transportation cost, and etc.

Overview of our value chain
R&D

Purchasing• Mark to market • Strong
relationshipdevelopment.
with MS, intel• First to launchmany innovative and otherglobalgadget.
• From PC, tablet, suppliers.
smartphone toperipheral
gadgets.

Manufacturing• Multiple
manufacturing
factories ateast and westof Japan withflexible
capacities.

Sales

After service• One of thebiggest EC site
for IT gadgets.
• Around 80
stores.
• Vast network withelectronics
retailers andresellers,
corporate
customers• Call Centre;
open 24 hours
a day, 365
days a year.
• Repair Centre
in Saitama

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- 11 -MCJ of group 【sales: sales channel】
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Hold in wide sales channel in whole group

To C

Direct channel
IndirectchannelTo B

Direct shop
Electronics retailers

DirectDistributerssales

To Over sea
IndirectchannelCompanies ingeneral andother entitles

・ Sales by our sales
employees to many kinds ofentities.
・ Sales via nation-wide IT
distributers and EC site.

End users(consumers
and companies
in general, andetc)

・Sales via distributers.

OEM to E-Rs

Direct channel
IndirectchannelConsumersin general

・ EC website operated byMouse・ more than 70 stores.
・ all the major E-Rs in
Japan.
・ Providing OEM products

EC website

Distributers

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Our nationwide business network
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More than 70 stores nationwide, in-house factories in East and West Japan
Chugoku region
Tottori, Shimane,
Okayama, Hiroshima.
Yamaguchi prefecture

Chubu region
Niigata, Toyama,
Ishikawa, Fukui,
Nagano, Yamanashi
prefecture

Hokkaido
region…In-house factory…Repair centre…Call centre

Hokkaido

Tohoku region

Kyushu region

Miyagi, Yamagata, Fukushima
prefecture

Fukuoka, Saga,
Nagasaki,
Kumamoto, Oita,
Miyazaki,Kagoshima
prefecture

Kanto region
Tokyo, Saitama, Tochigi
prefecture

Tokai region
Aichi, Mie, Gifu
prefecture

OkinawaregionOkinawa
prefecture

ShikokuregionTokushima,
Kagawa, Ehime
prefecture

Kinki region
Osaka, Hyogo, Kyoto,
Shiga, Nara, Wakayama
prefecture
Copyright(C) 2017 MCJ Co.,Ltd. All rights reserved.

- 13 -Domestic PC market, the number of units sold
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 PC business is a declining business as a whole, while many has withdrew
or scale back their business
Launch of Windows8.1（ in thousands unit）

MS ceased providing
Windows XP support

14,00012,000

Release of
Windows8
Laptop PC sales
overtook that ofdesktop PCs

10,000SONY
spun off its
PC business

8,000

Release of
Windows10

SHARP
Withdrew fromPC business

6,000

4,000
2008.32009.32010.32011.32012.32013.32014.32015.32016.32017.3Copyright(C) 2017 MCJ Co.,Ltd. All rights reserved.

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Market environment: Opportunity for growth
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The number of PC unit sold in Japan

14,000,000 （Unit）

Shrinking market does not necessary
mean there is no opportunity for growth.

12,000,000

10,000,000

MS ceased
support for
Windows XP

8,000,000» High-spec PC market including gaming
PC is a case in point.

6,000,000

4,000,000
2012.32013.32014.32015.32016.32017.3» Steady growth driven, in part, bymarket growth can be achieved.

Source: JITA

FY2016 Domestic
PC market share

ASUS 2.7%
other
7.6%

Panasonic
3.1%
Apple
5.5%

NEC
Lenovo
25.7%
Dell
12.4%
TOSHIBA
12.4%

Fujitsu
18.1%
HP
JAPAN
12.5%

OVERVIEW,FY2016 Domestic PC
market share.

As our market share is still small,domestic PC market still is a huge market
to cultivated for us.

» Opportunity to growth by increasing
market share, with continue tostrengthen brand awareness anddevelopment of competitive products.
Copyright(C) 2017 MCJ Co.,Ltd. All rights reserved.

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Unit sold by MCJ, as compared to market trend
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 Continue to outperform market trend, as mass marketing contributed
significantly, in addition to demand increase from niche market
50.0%

MS to ceased
Windows XP
support

40.0%
30.0%

Continue TV commercials

2nd nationwide
TV commercial

Launch ofWindows 8.1

3rd nationwide
TV commercial

20.0%
1st nationwide
TV commercial

10.0%
0.0%
Launch ofWindows 10-10.0%-20.0%-30.0%MCJ group-40.0%

Domestic PC market（JEITA）-50.0%
1Q

2Q

3Q

FY2014.3

4Q

1Q

2Q

3Q

FY2015.3

4Q

1Q

2Q

3Q

FY2016.3*Above compares actual results for each quarter to the same period of the previous year.

4Q

1Q

2Q

3Q

FY2017.3

4Q

1Q

2Q

FY2018.3

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Financial result and forecast for FY2018
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 All time high sales and operating profit for two consecutive periods from
FY2017
Public release of Midtem Management Plan（million JPY）

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Financial overview of major group companies
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 PC and PC peripherals
 Integrated sales channels including E commerce.
Mass marketing × competitive products
× better after support（million JPY）

FY2016.3

FY2017.3

Y on Y
Change（million JPY）

28,84332,615

13.1%

Sales

Operatingprofit

1,207

2,270

88.0%

Operatingprofit（million JPY）

Sales
Operatingprofit

FY2016.3

FY2017.3

Y on Y
ChangeJ PC, PC peripherals and other IT devices.
 Nationwide retail network with more than 70 stores.
Focus more on EC sales and corporate customers,
while undertaking business restructure of retailbusiness.

Sales

 A variety of IT devices and products
 Distributor; to electronic retailers andcorporate customers
Focus more on better margin products
and sales channel.

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FY2016.3

FY2017.3

Y on Y
Change28,334

27,468

ᇞ3.1%

513

559

8.9%

 Development and sales of monitors
 Operate in continental Europe only
Focus on growing product-lines and penetrate into newmarket.
（million JPY）

FY2016.3

FY2017.3

Y on Y
Change33,44333,809

1.1%

Sales

19,412

22,633

16.6%

524

665

27.0%

Operatingprofit

2,531

3,627

43.3%

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Company Vision and Future
Direction; Mid-termManagement plan
FY2017-2019

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Corporate vision and future direction
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synergies

BackgroundDirectionin ourvisionMeans toachieve

HardwareContents and Service

Expand into other hardware to deal with

Venture into related business to go with hardware# Diversity as means to access to andshare information, and in user needs.

# Hardware and related services arecompensate for each other as one
business

 Hardwar continue to exist irrespective of its form
as a meant to connect to information.
 Hardware as a whole is a growing business.

 More stable business than hardware.
 More growth potential than hardware.

 Expand into hardware other than PC, tablets,etc.

 Venture into services that can be related to
hardware Wearable, VR, AR, drone, IoT…

 Contents for consumer, software for corporate…

 Continue to seek innovation from hardware area

 Seek innovation from service area

 Development within group, using own resources.

 Alliance with, and/or equity investment to startups

 Collaborate more with Start-ups
 Active investment to start-ups, along with
providing business support using our value chain

 Utilise M&As to expand our business domain New M&A policy in accordance with the vsion
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Positioning of each period in Mid- term plan
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 Current mid term plan is positioned as period to build managementfoundation for achieving long-term vision; investment period for future growth.
Current mid-term planⅠ. 1st year

Ⅱ. 2nd – 3rd year

Ⅲ. Following period~ 2017.3~ 2019.3~ beyond

Preparation period for
subsequent years

Execution period on mid-term
plan

Period of continuous execution toachieve long-term vision Setting clear direction bycomposing long term vison.

 Organic growth to diversify thetypes of hardware to deal with.

 To be express in next mid-termplan.

 Setting execution policy andmethod・in accordance with theplan.

 Actual execution of M&As andalliance strategy.

 ・・・

 Focus on building foundation toachieve long-term vision..

 Focus on team building andexecution.
Preparation

Step1

Execution

Step2

Realisation
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M&A and start-up investment（current assumption）
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 M&As account for significant part as a way to achieve our long-term vision
 M&As will be conducted within the range of FCF and cash on hand.
 Opportunities for M&As are considered with clear strategic business synergies.
2016.3

Previous term【Present theme】
Preparation for
exclusion2017.3Mid –term Plan
2nd year

Mid –term Plan
3rd year2018.32019.3【Mid-term theme】
Cultivating new market × Broaden the types of
product

beyond【Long-term theme】
Means to achieve
long-term theme Global business value chain
M&A Set new policy.
 Reinforce M&A
team

VB

 Gain investment
track record.

 Broaden the types of
hardware to deal with

Penetrate into
contents / service

 Mainly on hardware start-ups and related
contents and services providers

Theme for next
mid-termmanagement plan

Focus on Virtual Reality (VR)Copyright(C) 2017 MCJ Co.,Ltd. All rights reserved.

- 22 -Start-up investment
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 Investment track record in accordance with the management plan.
Hardware start-up

VR- Infrastructure

Nain

Immersv(Nov, 2016)（Jul, 2017）» Start-up company thatdevelop and manufactures“hearable” products.

» Immersv, US based start up
company that develops andprovides AD platform formobil360° and VR.

» Wireless earphone × voicerecognition.
» Enable user to use theirsmartphones without
toughing, for e-mails, instantmessages, twitter, news andother text- based apps.

» Its platform delivers
interactive 360° and VR ads,
similar to pre-roll
advertisement on YouTube.
» The company act asmeditates to advertiser andapp providers.

Contents start-up

Oukaichimon(Nov, 2016)» Developer of VR-gaming
contents and is a seed stage
start-up company.
» The company has launched
its first title for VIVE on Aug
2017 and set to release
PSVR version soon.
» VR games for PC-based
HMDs are to follow.

Copyright(C) 2017 MCJ Co.,Ltd. All rights reserved.

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M&A: R-logic International Pte Ltd (1/2
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 Announced acquisition of R-logic by taking 60% shares» Transaction is scheduled to be completed at the end of January 2018

 Overview of R-Logic
Company name

R-Logic International Pte Ltd

Address

3014A Ubi Road 1 #04-01 Singapore 408703

Representative director

Tan Keng Boon

Business domain

Repair and support services for IT devices in southeast asian countries

EquitySG$ 610K

consolidated figures

Sales

SG$ 38,957K

FY2017.3*1

Net Income

SG$ 3,119K

The year established

1999/03/01

Major Shareholders

Tan Keng Boon, Tan Wai Boon, Lim Chwee Heng, Chia Chee Leong*1※1 consolidated F/S figure above is before audited figures
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M&A: R-logic International Pte Ltd (2/2
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 Transaction was conducted with the aim to penetrate into Asian market in the future» To strengthen our brand image with splendid support function 《differentiation by customer support》» Repair and support function is integral part fro selling hardware, yet difficult to start from scratch as it
requires tech-expertise and difficult to generate profit if own it in-house 《avoid fixed cost associated withrepair function, while owing necessary function》

 Image for future direction
present

Short term〜

Penetrate into Asia market as aGroup, and support R-logic to expand
its businessLong term〜

Mid term〜

Group companies to penetrate
into Asia. Support alliancecompanies go into the region

Collaboration inpurchase and busienss»

Collaboration to create
global supply chain»

Mutually setting up
sales channels»

Collaboration in
geographicalexpansion

»

・・・

»

Acquisition of infrastructure topenetrate into Asia market»

R-logic to assist group companies
for its future Asia operation»

Conduct M&A to own repair function,
which is tech-centre and requires
scale for making profit»

Utilise repair function to build
brand image × avoid fixed cost×»

Support R-logic for its business andgeographical expansion.

»

Install proper governance and adminfunction into R-logic»

Position R-logic as a support
function for other Japanese
hardware companies, to assist
others from repair and support
function.

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Significant KPIs for management
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 Financial policy and KPIs for the management
Management KPI# Focus on profit management of eachcompany and business portfolio
management.

Background Setting KPIs that can be apply both toexisting and new business.
 Numbers indicate floor percentage, taking
active M&As into consideration.

 Operating Profit ratio︓around 5％

KPI ROE︓Above 10%

Shareholder Return# Position shareholder return as one ofpriorities and set stable shareholder
return method.
 Better shareholders return along with moreIR activity.
 Payout ratio based on stable growth in mind.

 Target divided payout ratio︓Above25％（originally, target was set to be more than 20%
but was upwardly revised.） ROIC︓Above 10%

Notes toKPI OP ratio︓target ratio to balance both growthand profitability as sound entity to sustain future
growth.
 ROE/ROIC︓set floor rate considering tentative
decline as a result of planed M&As and etc.

 FCF to be used mainly on M&As, return toshareholders and equity reserve on B/S.
 Continue to strengthen shareholder return basedon future financial projection.
Copyright(C) 2017 MCJ Co.,Ltd. All rights reserved.

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Result for FY2017
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 Actual results for each KPI for FY2017 is as follows;
Target and actual ratio

target2017.3
Actual2016.3
ActualOP ratioAround 5%

6.9％

5.0％

ROIC

Above 10%

17.4％

11.6％

ROE

Above 10%

19.1％

13.0％

Payout ratio

Above25%*1

25.1％

20.5％

 Management does not intend to continue to increase above ratio, except for payout ratio, at thismoment.
forecast»»»

Continuous initial investment for the future growth is expected for revenue expansion at this stage;
intend to seek increase operating profit as amount, instead of steady growth in ratio for now.
Active M&As are also expected for future growth; possibility to tentatively affect ROE and ROIC in
negative way.
Continue to increase payout ratio, at least keep the current ratio as it is.
Copyright(C) 2017 MCJ Co.,Ltd. All rights reserved.

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Note to our financial forecast
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 Aim to achieve annual sales over JPY 120 billon for FY2019» Continue to strengthen strategic direction set by mid-term management plan
Financial forecast up to FY2019（million JPY）

Note to forecast（million JPY）

 Left mentioned forecast
include only organic growthand exclude any impact of
M&As.
 Committed to achieve sales
level of over JPY120 billion in
FY2019.
 Assumption for operating profit
is to exceed previous fiscal
year, irrespective of initially setlevel of JPY 6-6.5 billion.

Copyright(C) 2017 MCJ Co.,Ltd. All rights reserved.

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Shareholder Return Policy

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Return to shareholders: Dividend
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 Planed Payout Ratio for FY2018 at this moment is 25%, same as previous
fiscal year.
Actual results
FY2014.3

FY2015.3

FY2016.3

Initialforecast

Revisedforecast

FY2017.3

FY2018.3

Divident per share

5.46JPY

10.00JPY

13.00JPY

26.00JPY

28.13JPY

Divident payout ratio

15.0%

18.6%

20.5%

25.1%

25.0%

 Continuous increase of payout ratio is clearly stated on our Mid-termManagement Plan.
 As to the FY2017, dividend for a share became double, as a result of increase inpayout ratio, along with strong financial result.
 Payout ratio for FY2018 is expected to be stay as 25% as of now.
Copyright(C) 2017 MCJ Co.,Ltd. All rights reserved.

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Stock price: Trading volume
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2016.1〜2017.11 stock price・trading volume（JPY）（share）

2016

2017
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Major market indicator
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 Our PER is lower than that of market average, despite strong growth andsound financial record, and above average dividend payout ratio
PER compared to market average*1
15.5 （times）

Dividend yield ratio compared to market
average*2

2.5（％）

15
14.5

2

14
13.5

1.5

13
12.5

1

12
11.5

0.5

11
Nikkei average（forecast）

2nd section listed（forecast）

MCJ(2017.3 result)0
Nikkei average

2nd section listed

MCJ*1）Nikkei*2）Tokyo Stock Exchange, Inc.
Copyright(C) 2017 MCJ Co.,Ltd. All rights reserved.

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Summary
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 Steady growth by identifying the niche market and by
aggressive marketing, even though the PC industry as awhole is stagnant.
 Earn stable profit both in domestic and overseas market.
 Focus on growing market of VR as Group.
 Clear growth strategy stated on company vision and future
direction; “Hardware × Contents・Service”
 Strong financial performance, great financial indicators,
and active returns to shareholders

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Appendix<introduction of major group companies>

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Group company: Mouse computer
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Increase brand awareness × competitive products × better after support
 Barad awereness Corporate PC 【MousePro】
 Gaming PC 【G-Tune】
 Creator’s PC 【DAIV】 etc..

 Unique（million JPY）

FY2016.3

FY2017.3

Y on Y
ChangeSales

28,84332,615

13.1%

Operatingprofit

1,207

2,270

88.0%

 Related with Windows Hello facial recognition camera「CM01」
 Finger print leader「FP01」 etc..

Copyright(C) 2017 MCJ Co.,Ltd. All rights reserved.

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Group company: UNITCOM
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Retail network restructure × sales channel development
 More than 70 stores in Japan Shop-brand- PC ko-bo AKIBA STARTUP- Goodwill- Mineo-shop etc..

 Repair support（million JPY）

Sales
Operatingprofit

FY2016.3

FY2017.3

Y on Y
Change28,334

27,468

ᇞ3.1%

513

559

8.9%

July 28th 2017
Open at Tokyo/Akihabara One-coin quick check-up service
 Repair and setting service for PC and Smartphone Second-hand goods etc..

 Provide space to try out VR
 Sales VIVE and PC set, VR set up service etc..
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Group company: TEKWIND
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Focus on better margin channels and products Trading company forcomprehensive IT rerated devices- Microsoft- Intel- ASUS etc..

（million JPY）

Sales
Operatingprofit

FY2016.3

FY2017.3

Y on Y
Change33,44333,809

1.1%

524

665

27.0%

 Provide services as a Multidistributor which connects foreigncompanies with domestic market-

PC device/ industrial PC devices
system／network
SoftwareAccessory
House brand device etc..
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Group company: iiyama
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Focus on growing product categories × penetrate into new countries
 Europe market【 products 】-

PC-monitor
Consumer-touch panel
Industrial touch panel
Large display etc..

（million JPY）

FY2016.3

FY2017.3

Y on Y
ChangeSales

19,412

22,633

16.6%

Operatingprofit

2,531

3,627

43.3%

【coverage 】-

England
HollandGermany
FrancePoland etc..
Copyright(C) 2017 MCJ Co.,Ltd. All rights reserved.

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