Modeling 模型询问贴 [presentation 需要, 请帮忙下]

Edis0n · 发表于 14-10-2008 12:27 PM

下个月...
我有presentation...
关于modeling 模型的..
所以我需要大量的资料..
最好是 in english 的...
所以特地开了贴..
迟点..
我会在这里发问些问题...
然后成为我的 point ...
然后去 presentation 用的...
请各位高手..
表潜水..
帮忙我下..
谢谢你们..

Edis0n · 发表于 14-10-2008 12:35 PM

我想问....
1 ) bandai 得 gundam 模型...
原装的..
是用什么material 来制成的????

2) 制作模型..
需要什么基本的工具 (最好是in english ) 已解决

3) 可以大概介绍下bandai 工厂..
得东西麻?
比如在那里...
奎莫如何...
1天制作大概多少的模型..
之类的..

4) 为何..
gundam rx 78
得颜色...
是酱分配的??
有任何代表的意思吗??
身体蓝色...
脚红色..
其他的白色..

或者你们有网站..
有哪些资料的..
可以麻烦告诉我下麻?

bz 体谅下..
因为翻译很难..
最好是资料是 in english...

麻烦帮忙下..
感谢各位...

[ 本帖最后由 Edis0n 于 14-10-2008 01:07 PM 编辑 ]

zoidx_chung · 发表于 14-10-2008 12:52 PM

http://forum.lowyat.net/topic/488910

Edis0n · 发表于 14-10-2008 12:54 PM

多谢你..
蛮有用的..
但是我还想知道..
关于 gundam 得历史..
还有工厂制作的..
你有资料麻??

zoidx_chung · 发表于 14-10-2008 12:57 PM

试下去维基百科找吧～

Edis0n · 发表于 14-10-2008 01:04 PM

已经找了..
没有...
我taip in 得key words 是..
mobile suit gundam
和 gundam..
都没有...

knowledge90 · 发表于 14-10-2008 02:43 PM

试下bandai这个字吧

protoeden · 发表于 14-10-2008 02:55 PM

BANDAI CO LTD

Address:
2-5-4 Komagata, Taito-ku,
Tokyo 111-8081
Japan

Telephone: (81) 3-3847-5005
Fax: (81) 3-3847-5067
http://www.bandai.co.jp

Statistics:
Public Company
Incorporated: 1950
Employees: 895
Sales: ¥227.93 billion ($1.72 billion) (2002)
Stock Exchanges: Tokyo
Ticker Symbol: BNDCY
NAIC: 339932 Game, Toy, and Children's Vehicle Manufacturing

Company Perspectives:
The Bandai Group aspires to grow and develop as a company, fulfillingdreams and providing happiness to people around the world while makinga positive contribution to society. The main tenets of our managementphilosophy are as follows. 1. Shareholder satisfaction: As well ashonoring the trust of our shareholders by passing on profits anddisclosing relevant information in a fair and appropriate manner,Bandai strives to continuously improve the company's businessperformance, aiming to maximize the value of its shares. 2. Customersatisfaction: Bandai is committed to developing and supplying productsand services that meet the needs of the times, to enhancing the qualityof people's lives, and to making an ongoing contribution to the world'scultural richness. 3. Job satisfaction for employees: Bandai believesthat human resources are the key to corporate growth and development,and we respect the professional aspirations and ambitions of ouremployees. Careful to ensure that the right employee is in the rightjob, we carry out impartial and rigorous staff assessments, we and doall we can to help employees augment their skills and to maintain staffmorale at a high level. 4. Good corporate citizenship: Bandai is fullyaware of our role and duties as a corporate member of society and isfully committed to our policy of environmental responsibility. 5.Flexible and pragmatic management: In line with our global perspective,Bandai keeps closely in touch with changing trends and adaptsmanagement infrastructure in accordance with the needs of the times.

Key Dates:
1947: Naoharu Yamashina begins distributing toys in Tokyo for his brother-in-law.
1950: Yamashina takes over the business and renames it Bandai.
1950s:Bandai introduces its own toys and begins exporting cheap ones abroad.
1963: The company creates its first toys based on characters from a television program.
1971: The Popy character toy unit is formed.
1980: Yamashina's son Makoto is named president of the firm.
1984: Changeable Gobots toys are launched in United States but are outsold by Transformers.
1993: Power Rangers toys become a huge success in United States and other markets.
1996: Pippin game console and Tamagotchi virtual pets are introduced.
1997: Pippin and a proposed merger with Sega are abandoned; Makoto Yamashina steps down.
1999: A 5 percent stake in the firm is sold to Mattel Co.
2000: Digital content unit is spun off to create Bandai Networks Co., Inc.
2002: Ground is broken for the company's new 15-story headquarters in Tokyo.
2003: Bandai announces its plan to create a holding company structure by 2005.

Company History: Bandai Co., Ltd. is the third-largest toy manufacturer in the world.The company is best known for products derived from popular televisionand comic book characters such as Power Rangers, Gundam, and Ultraman.These range from action figures and their accessories to video gamesoftware, clothing, and candy. The firm has also had success withfaddish toys like the "digital pets" Tamagotchi and Digimon and otherventures that include selling toys in vending machines and providingdigital content online and through cellphones. Other Bandai units makeanimated television programs and movies, design and manufactureamusement machines and amusement centers, make stationery, and sell,lease, and manage real estate properties. Based in Japan, where it isthe number one toymaker, Bandai distributes its products worldwide.
Early Years
Bandai's roots date to post-World War II Japan, where NaoharuYamashina, a war veteran who had lost an eye in combat, was strugglingto make a living. The son of a rice retailer, Yamashina had studiedbusiness in high school, and after the war he began working for atextile wholesaler in Kanazawa run by his wife's brother. Business wasslow, and when a neighbor told him of the potential for success in toysales, Yamashina convinced his employer to send him to Tokyo to trythis new field. Putting in long hours there with his wife, he graduallybuilt up a small toy distribution business.
In 1950, Yamashina took control of the toy distributorship andrenamed it Bandai, which was derived from the Chinese phrase for"things that are eternal." At this time the firm was mainly sellingcelluloid and metallic toys, along with rubber swimming rings.
Deciding to add an original product to its lineup, in September of1950 Bandai introduced the Rhythm Ball, a beach ball with a bellinside. The Rhythm Ball initially suffered from a high rate of defects,but its quality was improved and the company soon added other productssuch as the metal B-26 Night Plane. In March 1951, Bandai began toexport inexpensive toys like metal cars and planes to the United Statesand other foreign markets. The growing company built a new shipping andwarehousing facility in the spring of 1953, and in the summer addedresearch and development, product inspection, and transportationdepartments.
In early 1955, Bandai established a manufacturing facility, theWaraku Works, and during the summer began construction of a new Tokyoheadquarters and introduced a new "BC" logo. The fall of 1955 saw thefirm offer its first product guarantee for the Toyopet Crown model car.Bandai highlighted this in television commercials that began airing in1958, which used the phrase, "The Red Box means a BC-guaranteed toy."The following year a Cars of the World model line was launched, and thecompany's logo was redesigned to stress its emphasis on quality. In theearly 1960s, Bandai began to establish direct overseas sales and openedan office in New York.
Character-Based Toys Debut in 1963
In 1963, Bandai introduced its first toy based on a children'stelevision character, which was called Astroboy. The firm would go onto refine a strategy of helping to fund a new program's development andthen sponsoring its episodes as they were broadcast, running ads forderivative products that might include action figures, toy vehicles,and costumes. Beginning in 1966, Bandai found success with toys basedon Ultraman, a giant, caped, metal-skinned hero who fired laser beamsand battled monsters. The live-action program and some of its relatedtoys were later imported to the United States, though their impactthere was slight. Other Bandai character products were taken frommanga, the serial comic books which were hugely popular in Japan. Tokeep up with a growing demand for its toys, Bandai built the Toy TownManufacturing Complex, which opened in October of 1965.
In the latter half of the 1960s, the company had hits with WaterMotor, Thunderbird, and Naughty Flipper toys, as well as Crazy Foam. Inthe fall of 1969, Bandai formed a Travel Services unit and acquired anadditional factory in Shimizu City, where it would manufacture plasticmodel toys such as the World Car, Thunderbird 2, and Beetle series.
The firm established Tonka Japan in 1970 in a marketing tie-up withthat company, and a year later it added a Models unit and created Popyas a manufacturer of character toys. In 1975, Bandai again changed itslogo and trademark designs as part of the launch of a new worldwidemarketing effort. Ties were established in October of that year withU.S. model maker Monogram, and in 1976 toy giant Mattel began sellingBandai's Mazinger Z action figures in the United States under the brandname "Shogun." Bandai entered the publishing business in the fall of1976 with "The Moving Picture Book," later formally establishing BandaiPublishing as a subsidiary.
In November of 1976, the company opened a new factory for Popy toysand in April of 1977 began marketing encapsulated toys in vendingmachines. During the same year, the firm founded its first overseasmanufacturing entity, Bandai (H.K.) Co., Ltd., in Hong Kong. In 1978,Bandai America, Inc. was formed to market the company's toys in theUnited States, and the following year the B-AI Electronics and B-AIMibu units were formed.

protoeden · 发表于 14-10-2008 02:56 PM

Makoto Yamashina Takes Control of Firm: 1980
In 1980, Naoharu Yamashina's son took over the job of president fromhis father, who continued to serve as board chairman. 35-year oldMakoto Yamashina, who had a degree in economics from Keio University,had originally worked at a publishing firm, where he wanted to becomean editor. When he was instead assigned to sell encyclopedias, he leftto join his father at Bandai.
After taking over as president, the aggressive younger Yamashinafired many of his father's senior executives and replaced them withpeople closer to his own age. This was a shocking move to many in the"lifetime employment" culture of Japan, but Makoto Yamashina wasinterested in operating his company in a different way, modeled more onthe U.S. style. He also began making changes to the traditionaldistribution pattern for toys, dealing directly with large retailchains rather than selling to them through middlemen.
Shortly after he took control, Bandai launched its Gundam toy line,based on a cartoon program about futuristic warriors. The series waspopular, and, like Ultraman, Gundam became a long-term moneymaker forthe company. In 1981, the firm marketed its first candy products andexpanded to Europe, opening French and Italian subsidiaries. These werefollowed in 1982 by Dutch, British, and Australian branches. The year1982 also saw Bandai form a department to develop and create originalanimation and film projects, and a new subsidiary, Emotion, which beganto open video shops in Japan. In 1983, the company added an appareldepartment, founded a division called A.E. Planning (later BandaiVisual), and launched its first original feature film, Daros, which came out in the fall.
Gobots Invade America: 1984
In 1984, Bandai had another go at the U.S. market with toys calledGobots, which were Americanized versions of the popular Machine Roboline that had been available in Japan and elsewhere for several years.Gobots were mechanical creatures that could change into vehicles andfight battles against a series of evil counterparts. Despite the bestefforts of Bandai and Tonka, their U.S. distributor, the Gobots wereultimately displaced by the rival Transformers, which were marketed bytoy giant Hasbro and based on a line made by a Bandai competitor.Transformers were larger, and their associated television program wasperceived as better than one featuring the Gobots, while Tonka also hadsome problems supplying retailers with the toys when they began tosell. It would be almost a decade before Bandai would again make animpact in the U.S. market.
Meanwhile, the company had begun expanding its operations in Asia,opening a second plant in Hong Kong and forming a Chinese joint venturecalled the China Fuman Toy Company. Bandai was experiencing a sharpdecline in sales at this time, with 1985 revenues of 70.7 billion yen($495 million) down significantly from the previous year's figure of84.5 billion yen. The company went public with a listing on the TokyoStock Exchange's Second Section in January of 1986, but due to thelingering sales downturn cancelled a secondary offering slated forearly 1987. A line of products tied to a hit Japanese cartoon and comicbook series, Dragon Ball, was one bright spot for the company, as wasthe Kitty Stick furry toy.
As part of its plan to move all manufacturing abroad, in March of1987 the company formed a joint venture in Thailand, Bandai and K.C.Co., with Imperial Thai Toy. Bandai also moved the production andmarketing staff of its overseas division from the firm's headquartersin Tokyo to its Hong Kong subsidiary. Other ventures aimed atstrengthening the bottom line included branching out into non-toy areassuch as health equipment and video sales. In the latter category,Bandai reached an agreement with the Walt Disney Company to market upto 150 of its video titles in Japan for a two year period.
In 1989, the company moved into a new headquarters building inTokyo, and entered the music business by forming the Emotion label andestablishing a relationship with the firm Apollon Music Industry. Theyear also saw opening of the Ultraman "Shot M78" retail outlet. In1991, Bandai became 5 percent owner of a $200 million satellite-basedvideo-on-demand startup called Entertainment Made Convenient, formed asales subsidiary in Taiwan, and began marketing Chara-Can, its firstline of toys packaged with drinks.
Power Rangers Make American Debut: 1993
In 1993, Bandai had its biggest international success to date withtoys based on the live-action show Mighty Morphin' Power Rangers(called Jyu Rangah in Japan when originally shown there). The seriesonce again featured superheroes that battled the forces of evil. Unlikemany such exports, the live-action Power Rangers show was partiallyreshot for North American broadcast, adding some non-Asian charactersand increasing the ratio of females to males. Soon after its U.S. debutin August 1993 on the Fox network, the program became a surprise hit.Demand for Power Rangers toys quickly outstripped their availability,leading to frantic scenes in stores as parents tried to secure them fortheir children.
Working to take advantage of this success, in March 1994 Bandaiannounced it would build factories in Vietnam and Mexico to increaseoutput as well as to lower costs. The firm was hoping to tripleproduction of Power Rangers toys and also add new items to the line, asa Power Rangers motion picture that was in the works was expected tokeep interest in the characters high for the foreseeable future. Bandaiwas now focusing more and more on the international marketplace, as theJapanese toy market was shrinking due to a declining birthrate in thatcountry.
Despite the company's success with Power Rangers, it experienced asizable earnings loss for the year as the result of a February 1993decision to end an agreement with Nintendo to market that company'svideo game equipment and software in Europe. Several of Bandai'sregional subsidiaries experienced drastic revenue drops, and the firmwas forced to write off billions of yen worth of outdated games andplayers, leading to a loss of $18.6 million for the fiscal year.
In its home country, Bandai's reach now extended beyond toys to suchitems as candy, clothing, shampoo, personal organizers, and wordprocessors. An estimated 20 percent of toy-store shelf space in Japanwas occupied by the firm's products. Bandai continued to sponsor anumber of cartoon programs on television, notably Pretty Soldier SailorMoon, in which five young girls used the power of the moon to combataliens, and Crayon Shin-Chan, a program about a mischievous preschoolerthat was watched by viewers of all ages. The company launched about 60new characters each year, and when one of them caught on marketing andmanufacturing would be ramped up to flood stores with products. Bandaimight introduce--and pull from the market--between 8,000 and 10,000items per year, most of which only appeared in Japan. By this time thefirm was manufacturing just a quarter of its own products, down from 45percent in 1988, with the rest contracted out. Character-based itemsaccounted for more than 80 percent of revenues. Other developments atthis time included the purchase of majority ownership in Sunrise, oneof Japan's top animation companies, and participation in a jointventure to build a theme park near Tokyo Disneyland.
In November 1994, Bandai took one of its biggest risks to date whenit announced it would develop, with computer maker Apple, a multimediadevice that would plug into a television monitor and could be used forgame play and Web browsing. To be called "Pippin," the product wouldretail for approximately $500, considerably less than a computer butmore than a typical video-game player. It was to use CD-ROM discs thatwould also be playable on Apple computers. The machine could beupgraded with purchase of a keyboard and other peripherals for use as aword processor. Bandai subsequently formed three new U.S. subsidiariesto increase its presence in that country, including Bandai DigitalEntertainment, Inc., which would market Pippin.
In March 1996, the Pippin Atmark, as it was now called, wasintroduced in Japan. Its $620 price tag was almost 25 percent higherthan originally projected. Reviews were mixed, with a typical responsebeing that the machine was overpriced as a video-game platform butunder-equipped as a computer. Both Bandai and Apple had high hopes forPippin, as the Power Rangers phenomenon was in decline and Apple wasincreasingly losing its market share to Windows-based equipment. Bandaiofficials admitted that the firm was not making money on Pippin playersbut expressed confidence that sales of software and subscriptions to aBandai-owned online service would make it profitable.

protoeden · 发表于 14-10-2008 02:57 PM

Tamagotchi "Virtual Pet" Takes Japan By Storm: 1996
In November 1996, a toy designed by former housewife Aki Maita waslaunched which would become the company's next blockbuster hit. Thiswas the Tamagotchi, an electronic egg-shaped device attached to akeychain. A small screen on the front displayed an image of achicken-like creature, which would have to be "cared for" bymanipulating several buttons. If it was not tended to, the creaturewould die; by pressing a button, another creature could be hatched. Ifcared for properly, the character could grow and change, "living" forup to several weeks. The toys quickly became popular in Japan, perhapsin part because they annoyed parents, who had to go to great lengths tosecure them, after which they were often faced with babysitting theTamagotchi when the child had other responsibilities.
By February 1997, Bandai was so far behind in filling orders that itissued a public apology, at the same time launching Tamagotchi version2. Tamagotchis were so difficult to obtain that some Bandai employeesreported being threatened with harm by Japanese "Yakuza" gangsters ifthey would not turn over copies of the toys, which were reportedlyselling for as much as ¥50,000 on the black market, 25 times their listprice. New variations were soon in development, including Tamapitchi, apair of cellphones that could send an animated character from onedevice to another, enabling it to mate and create a third creature.
While all this was taking place, Bandai was also laying plans for anOctober 1997 merger with video game giant Sega, which would create anentertainment conglomerate on par with the Walt Disney Company.Bandai's employees showed strong opposition to the move, however, andindustry analysts were not enthusiastic. In late May, Makoto Yamashinaabruptly called off the deal, simultaneously tendering his resignationas head of the company. He was replaced by a Bandai veteran, TakashiMogi, who had earlier helped salvage several troubled subsidiaries.
Along with the turmoil caused by the cancelled merger, Bandai wasalso suffering from the failure of Pippin, which was discontinued inMarch after total sales of just 42,000 units worldwide. The misfirewould end up costing the company more than $200 million in write-offs.
Tamagotchi sales had now peaked in Japan, but the product's launchin the international market had just begun and it was proving to benearly as successful abroad. Tamagotchi spinoff items such as clothesand video games were already in the pipeline, as was followup DigiMon,which could be connected to another toy for battles, the winner gainingsome of the loser's strength. By the end of 1997, 40 millionTamagotchis had been sold worldwide. On a sad note, in October 1997Bandai founder Naoharu Yamashina passed away at the age of 79.
In March 1998, the firm opened its first Ultraman Club, whichcontained shops and amusement machines. The club, one of a projectedchain of ten, would be used in part for researching toy trends. Arestructuring also took place in the spring which realigned the companyinto ten units that included Toys, Entertainment, Service, Production,and Images and Music. Other new developments of the year includedformation of a U.S. home video division, creation of a line ofcharacter-based gardening tools, and the introduction of "SilentShout," a lollipop which broadcast music into a consumer's head throughvibrations in the candy's battery-powered handle. A popular toy of thisperiod was the hyper yo-yo, which had a special bearing inside thatallowed more complex movements than a standard yo-yo.
In the spring of 1999, Bandai introduced another new product,WonderSwan, a handheld electronic game toy which could be used byitself or connected to another unit or a computer. It had been designedby Gunpei Yokoi, creator of Nintendo's similar Game Boy. In the springof 1999, the company also changed its top leadership, with Takeo Takasobecoming president and Yukimasa Sugiura CEO and chairman. Takashi Mogihad stepped down because of the company's poor recent financialperformance, which came as the Tamagotchi craze burned itself out.Makoto Yamashina, who had been serving as chairman since stepping downas CEO, was named honorary chairman.
Mattel Buys into Bandai: July 1999
In the summer of 1999, Bandai announced it was selling a 5 percentstake in the firm to toy industry leader Mattel, Inc. as the first stepin a new cooperative marketing agreement. Bandai would have the optionof buying 5 percent of Mattel as well. The move gave Bandai its firstpresence in Latin America, while Mattel would be strengthened in Japan,where its prior efforts had met with little success. Bandai wouldcontinue to distribute its own toys to the United States in the shortterm. Other projected benefits of the union were mutual development ofnew toys and sales of Bandai products through a Web site Mattel waspreparing to launch. Bandai had recently also joined with seven othercompanies to form a joint venture called e-Shopping Toys Corp. to selltoys on the Internet. Another joint venture was announced a few monthslater in which Bandai and Japan's other top three toy makers wouldproduce robot toys. The company was now increasingly focusing ontechnology-based offerings, including robotic pets, video and computergames, and digital content provision.
Bandai's revenues were dropping off at this time, but reorganizingefforts were paying off with an increase in net earnings. For thefiscal year ending in March of 2000, the company reported sales of¥208.62 billion ($1.91 billion) and net earnings of ¥1.28 billion, upfrom the previous year's loss of ¥16.4 billion.
In the spring of 2000, Bandai announced it would pay a bonus of ¥1million for each baby an employee had after their second child. Japan'sbirth rate was at an all-time low, and Bandai's offer was the mostgenerous to date of many that companies were making in an attempt toreverse this trend.
The fall of 2000 saw Bandai spin off a recently created cellphoneand Internet content provider unit to create wholly owned subsidiaryBandai Networks Co., Inc. In January 2001, the firm sold a 50 percentstake it owned in Upper Deck Group, a California-based trading cardmaker. Upper Deck would continue to make cards featuring Bandaicharacters such as Gundam, which had only recently been introduced inthe United States. The company also sold one of its Thai manufacturingplants and consolidated production there at a single facility nearBangkok, causing the loss of a number of jobs. A Chinese plant had beensold several years earlier.
Bandai's financial picture continued to improve in 2001, withnumbers released in the spring for the preceding fiscal year showingprofits jumping to ¥12.9 billion on sales of ¥217 billion. In July, ajoint venture was formed with two Korean firms to create Bandai GV Co.,which would develop online games for the Japanese market. The companyalso announced it would introduce a higher-priced line of capsuledtoys, which included such items as a digital watch priced at ¥300. Inthe fall, the firm began offering shares of its Bandai Visual unit onthe JASDAQ Stock Exchange and formed a joint venture in Korea withseveral Japanese and Korean firms called Daiwon Digital BroadcastingCo. Ltd. to broadcast animated programs via satellite under the nameAniOne TV.
In March 2002, another joint venture, Bandai Channel Co., waslaunched to provide digital content to computers and video gameterminals that would be based on characters such as Gundam. The fiscalyear just ended proved to be the firm's best ever, with earningshitting a record ¥21.99 billion ($170.7 million) on sales of ¥227.93billion.
In the summer, Bandai bought Tsukuda Original Co.--a doll, toy andsoftware maker--to help broaden the firm's offerings. The year 2002also saw Bandai begin construction of a new ¥4 billion headquartersbuilding in Tokyo. Built on land near the company's existing offices,it would feature a Bandai Museum exhibiting toys from the firm's entire52-year history. The 15-story facility was expected to open in April2005. In the fall of 2002, Bandai announced it would revive theStrawberry Shortcake line of toys, which had been popular in the UnitedStates during the 1980s. Thirty items were to be released, retailing atbetween $3 and $20. In January 2003, the recently-purchased TsukudaOriginal was sold to Wakui Corporation. Shortly afterwards, Bandaiannounced that the firm's structure would be shifted to a holdingcompany pattern over the next several years, with all of its variousdivisions spun off into wholly-owned subsidiaries.
After more than a half century, Bandai Co., Ltd. had grown to becomethe third-largest toy maker in the world. The firm continued to offer awide range of character-based products as well as an ever-changinglineup of electronic toys, videos, video-games, clothing, capsuleditems, and food. The multi-faceted firm was also increasingly expandinginto the digital realm with the offerings of its Bandai Networks Co.unit and a series of joint ventures.
Principal Subsidiaries: Banpresto Co., Ltd.; Bandai VisualCo., Ltd.; Bandai Networks Co., Ltd.; Sunrise Inc.; Yutaka Co., Ltd.;Megahouse Corp.; Seika Co., Ltd.; Banalex Corp.; Plex Co., Ltd.; BecCo., Ltd.; Seeds Co., Ltd.; Artpresto Co., Ltd.; Happinet Corp.; BandaiLogipal Inc.; Bandai America Inc. (U.S.); Bandai Entertainment Inc.(U.S.); Bandai S.A. (France); Bandai U.K. Ltd. (U.K.); Bandai EspanaS.A. (Spain); Bandai (H.K.) Co., Ltd. (Hong Kong); Bandai Trading(Shanghai) Co., Ltd. (China); Bandai Korea Co., Ltd. (Korea); HebeiWanrong Co., Ltd. (China); Bandai Industrial Co., Ltd. (Thailand);Banpresto (H.K.) Ltd. (Hong Kong); Bandai Logipal (H.K.) Ltd. (HongKong).
Principal Competitors: Hasbro, Inc.; Mattel, Inc.; Nintendo Co., Ltd.; SEGA Corp.; Takara Co., Ltd.; Tomy Co., Ltd.