Excluded from today's screen — already covered in the last 7 days.
| Company | Researched on |
|---|---|
| DAIWA HOUSE INDUSTRY CO (1925) | 2026-05-29 |
| SEIBU HOLDINGS INC (9024) | 2026-05-30 |
| ZOZO INC (3092) | 2026-05-31 |
| SRE HLDGS CORP (2980) | 2026-06-01 |
| NTT INC (9432) | 2026-06-02 |
| ASAHI GROUP HLDGS (2502) | 2026-06-03 |
| Company | Opportunity | Core moat damage | Rationale |
|---|---|---|---|
| SOLASIA PHARMA K K (4597) | 2 | 8 | Territorial losses, heavier partner dependence, and the China commercial retrenchment permanently narrow the platform; upside now depends more on counterparties and financing than on owned advantages. |
| METAPLANET INC (3350) | 1 | 9 | Its only real moat—the capital-market vehicle premium—has been structurally damaged by serial dilution, warrant overhang, and index-risk; BTC upside is shared away before common holders fully benefit. |
| WIZE INC (3664) | 1 | 9 | No durable moat is evident, and resettable warrants plus going-concern pressure make this a price-taking SOL exposure with negative-convex financing. |
| JFE HOLDINGS INC (5411) | 5 | 6 | High-grade steel qualification still matters, but domestic scale/cost advantages are permanently trimmed; there is cyclical rebound potential, yet China/trade pressure caps the upside. |
| NET PROTECTIONS HLDGS INC (7383) | 6 | 5 | Scale/data and merchant integrations remain valuable, but the lawsuit can structurally weaken B2C economics; the unaffected B2B segment keeps the risk-reward acceptable but not clean. |
| RIBOMIC INC (4591) | 3 | 7 | IP is still intact, but financing fragility and prior credibility damage keep shifting value to future financiers or partners; binary upside exists, but current equity capture is weak. |
| TOKYO METRO CO LTD (9023) | 8 | 2 | The core subway franchise is intact and current pain is mostly cost inflation plus fare-lag timing; downside is bounded by an irreplaceable network, with credible medium-term recovery through fare pass-through and input normalization. |
| WEST JAPAN RAILWAY CO (9021) | 5 | 2 | The rail and station moat remains intact, but sticky costs and fare constraints create negative operating leverage, making this more of a steady value case than a strongly asymmetric one. |
| BEAT HOLDINGS LTD (9399) | 1 | 9 | No durable moat is visible, and high-cost related-party funding plus dilution overhang create a reflexive downside spiral with little operating strength to offset it. |
| CAPCOM CO LTD (9697) Selected | 9 | 3 | Company-wide moats remain strong; the issue is concentrated in fixable PC and live-ops execution on one flagship, leaving bounded downside and meaningful upside from remediation and renewed tail monetization. |
| REMIXPOINT INC (3825) | 2 | 8 | Crypto volatility, structured dilution, and weak hedging or capital discipline undermine the only segments where a moat could form; upside depends more on external cycles than on internal advantage. |
| MODALIS THERAPEUTICS CORP (4883) | 2 | 8 | Nascent platform know-how is being eroded by delay, restructuring, and financing drag; theoretical pipeline upside is too encumbered by dilution and time decay. |
| THE WHY HOW DO COMPANY INC (3823) Smart Money | 1 | 10 | Trust, the only plausible proto-moat, has been structurally impaired by false-disclosure findings, governance churn, and dilution reflexivity; upside is mostly sentiment, not business quality. |
| GMO INTERNET INC (4784) | 6 | 3 | Infrastructure moats remain intact and the supply overhang is finite, but the GPU build-out adds low-moat, capital-intensive risk that tempers an otherwise solid downside profile. |
| EISAI CO LTD (4523) | 4 | 4 | Core IP remains valuable, but slower Leqembi uptake, a narrower EU label, and Japan pricing pressure cap upside while commercialization spend can keep weighing on returns. |
Why this company was selected: 9697 offers the best risk-adjusted asymmetry in the set: moat damage is limited and likely repairable, downside is buffered by diversified franchises and catalog cash flow, and upside comes from management-controlled fixes that can restore Monster Hunter tail monetization. Most alternatives either face structural moat damage, dilution-driven concavity, or regulated limits on returns.
Capcom is a Japanese video game publisher and intellectual-property owner built around a handful of globally recognized franchises, especially Resident Evil, Monster Hunter, Street Fighter, and Devil May Cry. Economically, this is not an arcade operator with a side game business. The profit engine is overwhelmingly the Digital Contents segment: console, PC, and mobile games, plus the long-tail resale of old titles through digital storefronts.
The latest clean official annual base is FY2025. More recent data is partial, delayed, unaudited, or estimated. As of early June 2026, Capcom had released its FY2026 full-year earnings statement on May 13, 2026, but the FY2026 annual securities report had not yet been filed. So the clean audited base is FY2025; the newest full-year numbers are from the unaudited FY2026 earnings release; current share price and market cap are market data.
| Core number | Value | Basis and freshness |
|---|---|---|
| Market cap | About ¥1.26 trillion | Early-June 2026 market data, using share price around ¥3,014 and 418.3 million shares excluding treasury |
| Net cash / (net debt) | About ¥145-148 billion net cash | FY2026 full-year earnings release, unaudited; range depends on whether lease liabilities are counted |
| Net income (TTM) | ¥54.6 billion | FY2026 full-year earnings release, unaudited |
| Current P/E | About 23.1x | Current share price divided by FY2026 earnings-release EPS of ¥130.5 |
| P/E on latest clean audited base | About 26.0x | Current share price divided by FY2025 audited EPS of ¥115.85 |
| P/E on company guidance | About 21.7x | Current share price divided by FY2027 management guidance EPS of ¥138.65; guidance, not fact |
Share-count note. Capcom has 533.0 million shares issued, but also a very large treasury position. For market cap and per-share valuation, I use the economically relevant 418.3 million shares excluding treasury because that is the share base behind EPS and intrinsic value per share.
Growth. On the clean audited base, revenue grew from ¥81.6 billion in FY2020 to ¥169.6 billion in FY2025, a 15.8% five-year CAGR. Net income grew from ¥15.9 billion to ¥48.5 billion, a 24.9% five-year CAGR. The newer FY2026 earnings release then added another 15.2% revenue growth and 12.7% net income growth.
| Owner earnings sanity check | JPY | Type |
|---|---|---|
| Net income | ¥54.6 billion | FY2026 full-year earnings release, unaudited |
| Less: sustaining capex | ¥6-7 billion | My estimate |
| Less: normalized working-capital / content-pipeline drag | ¥2-3 billion | My estimate |
| Owner earnings | ¥45-47 billion | My estimate |
| Owner earnings yield | About 3.6-3.8% | My estimate versus current market cap |
That owner-earnings yield is a bit lower than the simple P/E earnings yield of about 4.3%. The reason is straightforward: Capcom is a content business. It absorbs cash into development teams, content assets, and launch timing in ways that ordinary depreciation and one-year earnings do not fully capture.
Capital efficiency. ROE has held around 23-24% for several years on the audited base. Cash-adjusted ROIC is also very high; a conservative way to think about it is high-20s or better, clearly above the cost of capital. More important than the point estimate is the direction: R&D investment rose from ¥29.8 billion in FY2022 to ¥54.8 billion in FY2026, yet operating profit rose from ¥42.9 billion to ¥75.3 billion over the same span. Incremental capital has still been earning strong returns.
Business quality. Where do profits actually come from? In FY2025, Digital Contents generated ¥125.1 billion of revenue and ¥65.2 billion of segment operating profit, essentially the whole group’s profit after corporate costs. This has been a good business because Capcom owns evergreen IP, distributes digitally at very high incremental margins, reuses development tools and engines across franchises, and keeps older titles selling for years through pricing and platform expansion. The moat is not customer lock-in. It is owned franchise IP + development discipline + a very profitable catalog resale machine.
In plain terms, the stock has been rerated from “premium hit machine” to “good but hit-driven publisher.” At roughly ¥3,014, it sits only slightly above its 52-week low of about ¥2,927 and roughly 40% below its 52-week high of ¥5,015.
The trigger was not a collapse in reported numbers. Reported numbers were strong. The problem was that investors stopped believing the growth was as clean and durable as the price had implied. Monster Hunter Wilds opened huge, but its post-launch sales momentum was much weaker than many bulls expected, and PC performance complaints hurt sentiment. Once investors saw a flagship title behave like a normal hit instead of a flawless multi-year annuity, the valuation compressed hard.
That is why the stock can be near its low despite record FY2026 revenue and profit. The market is looking forward and asking whether Capcom’s best recent year was the start of another leg up, or just the top of a favorable release cycle.
(a) One-time / cyclical / sentiment-driven factors
(b) Medium-term business headwinds
(c) Potential long-term structural threats
| Concern | Quantitative reality check | What it means |
|---|---|---|
| Monster Hunter Wilds is broken | Wilds sold 477 thousand units in April-June 2025 after its initial launch burst, and only 1.32 million units across all of FY2026. In the same FY2026 period, Monster Hunter Rise sold 1.51 million units and Sunbreak sold 1.42 million units. | This is a real title-level disappointment. It is not fake. But it is one game’s weak tail, not evidence that Capcom stopped selling software. |
| The broader business is rolling over | Total unit sales rose from 45.89 million in FY2024 to 51.87 million in FY2025 and 59.07 million in FY2026. Catalog units rose from 36.29 million to 39.49 million to 49.46 million over the same span. | The catalog engine is still getting stronger. That is the central counterpoint to the bearish narrative. |
| Growth is peaking | Revenue went from ¥125.9 billion in FY2023 to ¥152.4 billion in FY2024, ¥169.6 billion in FY2025, and ¥195.4 billion in FY2026. Operating profit rose from ¥50.8 billion to ¥57.1 billion, ¥65.8 billion, and ¥75.3 billion. FY2027 guidance still calls for ¥83.0 billion of operating profit. | Growth is slowing from an exceptional run, but there is no evidence of a business cliff. |
| Rising costs will crush margins | R&D rose from ¥37.7 billion in FY2023 to ¥43.0 billion in FY2024, ¥49.0 billion in FY2025, and ¥54.8 billion in FY2026. Employee count rose from 3,332 to 3,531, 3,766, and 3,976. Yet group operating margin stayed around 38-40%, and digital segment operating margin remained 48.9% in FY2026. | Cost pressure is real, but the economics are still elite. |
| Balance sheet or leverage risk is emerging | FY2025 audited cash was ¥150.4 billion with ¥6.6 billion of borrowings. FY2026 earnings-release cash and deposits were ¥148.0 billion with zero borrowings. Equity ratio was 78.8% in the FY2026 earnings release. | Cash flow can be noisy around launches and investment timing. Balance-sheet fragility is not the issue here. |
| The pipeline beyond legacy IP is stale | Developer headcount rose from 2,369 in FY2022 to 3,011 in FY2026. R&D rose from ¥29.8 billion to ¥54.8 billion over the same period. After fiscal year-end, PRAGMATA sold 2 million units in 16 days after its April 2026 launch. | The pipeline is still being funded and can still produce new wins. The question is consistency, not pipeline extinction. |
The core value creation mechanism at Capcom is simple: build and own strong franchises, launch new entries successfully, then monetize those same assets for years through high-margin catalog sales. Structural risk matters only if it damages that loop.
| Structural concern | Damaged mechanism | Does it damage the core value creation mechanism? | Moat impact and reversibility within 3 years | Classification |
|---|---|---|---|---|
| AAA budget inflation and longer development cycles | Return on invested content spend | Yes, potentially. If costs rise faster than monetization, new-title economics compress. | Not fully reversible at the industry level. Capcom can offset part of it with engine reuse, catalog monetization, and stronger IP. Time alone does not fix it, but execution can contain it. | (b) Real Structural but survivable |
| Third-party platform dependence | Distribution economics, take rate, and discoverability | Partially. It taxes economics, but does not destroy IP ownership. | Not very reversible within 3 years because Capcom cannot replace Steam, PlayStation, Xbox, or Nintendo with its own mass platform. Still, this is an industry-wide tax, not a Capcom-specific collapse. | (b) Real Structural but survivable |
| Monster Hunter Wilds quality / retention stumble | Player trust and repeat purchase within a flagship franchise | Not yet. One weak tail hurts one release cycle, but it has not yet broken the franchise loop across the portfolio. | Yes, time can plausibly heal this within 3 years through patches, a major expansion, better platform coverage, and the next major installment. If the same problem repeats across several flagship releases, the diagnosis would change. | (c) Not truly structural |
The important conclusion is that the most visible current issue, Monster Hunter Wilds, looks like a time problem, not an essence problem. The most serious essence risk is industry-wide budget inflation. That is real, but Capcom’s margins and returns say it is still handling that better than most peers.
| Horizon | Could you rebuild a competing business with Capcom’s current market cap in cash? | What would still block you? |
|---|---|---|
| 2 years | No. You could hire teams and fund projects, but you would not have globally loved franchises, proven live communities, or a profitable catalog. | Brand/IP, established fan trust, shipped-franchise history, development culture, and launch credibility. |
| 5 years | Partly. You could build or buy a credible publisher, maybe even one strong franchise. You still would not have Capcom’s depth of catalog or decades of monetizable brand memory. | Resident Evil, Monster Hunter, Street Fighter, and their accumulated catalog economics. Also the internal toolchain and franchise stewardship discipline. |
| 10 years | You could build a serious competitor, but probably not recreate Capcom specifically. | What remains hard is not just technology. It is 40+ years of compounding IP equity, pricing data, franchise communities, esports/media spillover, and the installed base of old titles still selling at high margins. |
This is why time itself is part of the moat. Capital can buy capacity. It cannot instantly buy trusted franchises that keep reselling for a decade.
Score: 6/10. The market is right to abandon the euphoric peak multiple; Capcom is still a hit-driven content business, and Monster Hunter Wilds exposed real release risk. But the market is too close to treating that stumble as permanent franchise damage, even though total unit sales, catalog sales, and operating profit all kept rising, and a new IP, PRAGMATA, has already launched well. At today’s price, the stock implies roughly a 4.4% normalized earnings yield on my base earnings estimate and roughly a 3.6-3.8% owner-earnings yield on my rough cash-based estimate. That is not a screaming bargain, but it is modestly more attractive than the current narrative suggests.
Valuation basis. This is a FY2026 earnings-release-based valuation, anchored to the FY2025 audited annual base and adjusted with FY2027 management guidance. I value Capcom primarily on normalized net income, not pure owner earnings, because one-year owner earnings are noisy in a game publisher due to content pipeline timing and deferred revenue swings. I add only part of the cash pile as surplus because management explicitly keeps large liquidity reserves to fund multi-year development.
| Case | Normalized earnings base | Required equity yield | Surplus net cash added | Implied equity value | Implied value per share | Upside / downside vs. current price |
|---|---|---|---|---|---|---|
| Bear | ¥50 billion My estimate |
5.0% My judgment |
¥40 billion My estimate |
¥1.04 trillion | About ¥2,490 | About -17% |
| Base | ¥56 billion My estimate |
4.2% My judgment |
¥60 billion My estimate |
¥1.39 trillion | About ¥3,330 | About +10% |
| Bull | ¥62 billion My estimate |
3.7% My judgment |
¥80 billion My estimate |
¥1.76 trillion | About ¥4,200 | About +39% |
Bridge. The base case assumes Capcom can hold earnings around the midpoint between FY2026 reported net income of ¥54.6 billion and FY2027 guidance of ¥58.0 billion without assuming heroic upside. At the current market cap of about ¥1.26 trillion, the stock trades roughly ¥130 billion below my base intrinsic value, or about ¥320 per share. That is a real gap, but not a huge one. In other words: Capcom looks moderately undervalued, not deeply mispriced.
Bottom line. The current issue looks more like time than essence. The market is correctly pricing some hit-cycle risk and cost inflation, but it is too pessimistic if it assumes that one soft Monster Hunter tail means the Capcom moat is breaking. This is an intrinsic value estimate, not a price target.
CoffeeAnd — 52-week low lens