Worth reading
55In focus
0–100. This measures how worthwhile something is to read, not how good or bad the company is.Direction
Mixed performance
Direction inferred from the company’s description.Scale
17000
¥ million (net sales plan for the fiscal year ending June 2027)Wording
Conditional
How definitive the wording is.Items stated in the management plan
Partially revisedNet Sales+10.9%
基準 15,325Target17,000million
Operating profit+16.0%
基準 819Target950million
Net income for the current fiscal year+11.9%
基準 563Target630million
Each line is the climb from the baseline the document states to the target it sets. The slope is scaled against the largest climb in this document. The increase shown by the dotted line is calculated from the two reported figures because the company did not provide the amount of growth.
Operating profit margin5.3% → Not disclosed
Only the target level is shown because the current level for comparison was not provided.What happened to the previous planNet Sales 16,000 / Operating profit 800 / Ordinary income 797 / Net income for the current fiscal year 540 → Net Sales 15,325 / Operating profit 819 / Ordinary income 830 / Net income for the current fiscal year 563（Net Sales 95.8% (versus full-year plan) / Operating profit 102.4% (versus full-year plan) / Ordinary income 104.1% (versus full-year plan) / Net income for the current fiscal year 104.2% (versus full-year plan)）
Investment amount by sectorField M&A / Investment amount Not disclosed, Field New Business Development / Investment amount Not disclosed, Field Upfront investments (part of expenses) / Investment amount Not disclosed
Key initiatives
01Increase sales and market share
02Productivity improvement
03Creation of New Businesses
04M&A
05Strengthening Organizational Capabilities
06Strengthen SEO
07Initiatives to increase sales during off-peak periods
08Automate operations and leverage AI
09Change the organizational structure of the Tourism HR business
10Hassaku SaaS for accommodation operators
11“Shared Dormitory” Project
12Recruit highly skilled personnel
13Transition to a holding company structure
14M&A in the tourism industry
15Expand the number of workers and broaden services
16Expand The Lantana lodging brand and develop other business formats
Plan assumptionsSustainable growth in the Tourism HR business, despite an assumed temporary impact from the 2026 Kumamoto Earthquake, The regional revitalization business plans to improve room occupancy and average room rates, Net sales and profit from M&A and new business development are excluded from the business plan, while expenses, including some upfront investments, are included
Non-financial targetsIndicator name Active resort-work influencers / Target value More than 400 / Timing Presented as a leading indicator for the coming year, Indicator name Followers across all official social media services / Target value More than 13,000 people / Timing Presented as a leading indicator for the coming year, Indicator name Images and videos posted by certified influencers on social media / Target value More than 2,100 posts / Timing Presented as a leading indicator for the coming year, Indicator name Reviews from people with resort-work experience / Target value More than 8,000 reviews / Timing Presented as a leading indicator for the coming year, Indicator name LINE friends / Target value More than 240,000 / Timing Presented as a leading indicator for the coming year, Indicator name Number of job listings / Target value No.1 / Timing As of the end of June 2026, Indicator name Internal AI adoption rate / Target value 100% / Timing As of June 2025
Size of the Target MarketFigures 2025: Approximately ¥27 trillion in travel spending / Timing 2025 / Source Japan Tourism Agency, “Survey of Travel and Tourism Consumption Trends: 2025 Annual Results (Confirmed),” 2026.04, Figures 2030: Government target of ¥45 trillion in travel spending / Timing 2030 / Source Japan Tourism Agency, “Basic Plan for the Promotion of a Tourism Nation,” 2026.3
Risks identified by the company
Risk of dependence on specific countries (mitigated by diversifying customer segments)
Temporary impact from the 2026 Kumamoto Earthquake
Risk of early departures during the period
Labor shortages in the tourism industry
Succession issues and lack of capital in the tourism industry
Reason for revision or withdrawal
The Tourism HR business is expected to achieve sustainable growth, while the regional revitalization business plans to improve room occupancy and average room rates. Although a temporary impact from the 2026 Kumamoto Earthquake is assumed, the Company will implement productivity improvements and investments focused on cost effectiveness during the current fiscal year.
| Item | Details |
|---|---|
| Plan name | Consolidated Business Plan for the Fiscal Year Ending June 2027 / Medium- to Long-Term Platform Strategy: “Tourism Talent Action Platform Initiative” |
| Plan period | Fiscal year ending June 2027 / Specific fiscal years for the medium- and long-term periods: not disclosed |
| Progress against the plan | Partially revised |
| Sales Target | ¥15,325 million → ¥17,000 million（+10.9%） |
| Operating profit target | ¥819 million → ¥950 million（+16.0%） |
| Operating profit margin target | 5.3% → Not disclosed |
| Net income target | ¥563 million → ¥630 million（+11.8%） |
| Investment amount by sector | Field M&A / Investment amount Not disclosed, Field New Business Development / Investment amount Not disclosed, Field Upfront investments (part of expenses) / Investment amount Not disclosed |
| Non-financial targets | Indicator name Active resort-work influencers / Target value More than 400 / Timing Presented as a leading indicator for the coming year, Indicator name Followers across all official social media services / Target value More than 13,000 people / Timing Presented as a leading indicator for the coming year, Indicator name Images and videos posted by certified influencers on social media / Target value More than 2,100 posts / Timing Presented as a leading indicator for the coming year, Indicator name Reviews from people with resort-work experience / Target value More than 8,000 reviews / Timing Presented as a leading indicator for the coming year, Indicator name LINE friends / Target value More than 240,000 / Timing Presented as a leading indicator for the coming year, Indicator name Number of job listings / Target value No.1 / Timing As of the end of June 2026, Indicator name Internal AI adoption rate / Target value 100% / Timing As of June 2025 |
| Plan assumptions | Sustainable growth in the Tourism HR business, despite an assumed temporary impact from the 2026 Kumamoto Earthquake, The regional revitalization business plans to improve room occupancy and average room rates, Net sales and profit from M&A and new business development are excluded from the business plan, while expenses, including some upfront investments, are included |
| Key initiatives | Increase sales and market share, Productivity improvement, Creation of New Businesses, M&A, Strengthening Organizational Capabilities, Strengthen SEO, Initiatives to increase sales during off-peak periods, Automate operations and leverage AI, Change the organizational structure of the Tourism HR business, Hassaku SaaS for accommodation operators, “Shared Dormitory” Project, Recruit highly skilled personnel, Transition to a holding company structure, M&A in the tourism industry, Expand the number of workers and broaden services, Expand The Lantana lodging brand and develop other business formats |
| Results under the previous plan | Net Sales 16,000 / Operating profit 800 / Ordinary income 797 / Net income for the current fiscal year 540 → Net Sales 15,325 / Operating profit 819 / Ordinary income 830 / Net income for the current fiscal year 563（Net Sales 95.8% (versus full-year plan) / Operating profit 102.4% (versus full-year plan) / Ordinary income 104.1% (versus full-year plan) / Net income for the current fiscal year 104.2% (versus full-year plan)） |
| Reason for revision or withdrawal | The Tourism HR business is expected to achieve sustainable growth, while the regional revitalization business plans to improve room occupancy and average room rates. Although a temporary impact from the 2026 Kumamoto Earthquake is assumed, the Company will implement productivity improvements and investments focused on cost effectiveness during the current fiscal year. |
| Size of the Target Market | Figures 2025: Approximately ¥27 trillion in travel spending / Timing 2025 / Source Japan Tourism Agency, “Survey of Travel and Tourism Consumption Trends: 2025 Annual Results (Confirmed),” 2026.04, Figures 2030: Government target of ¥45 trillion in travel spending / Timing 2030 / Source Japan Tourism Agency, “Basic Plan for the Promotion of a Tourism Nation,” 2026.3 |
| Risks identified | Risk of dependence on specific countries (mitigated by diversifying customer segments), Temporary impact from the 2026 Kumamoto Earthquake, Risk of early departures during the period, Labor shortages in the tourism industry, Succession issues and lack of capital in the tourism industry |
| Publication date | 13 August 2026 |
Items this document does not state (9)
ROE targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planSegment targetDate of board resolution
These are items the company does not state in this document. We do not leave them blank, nor fill them in from other sources or by inference.
The reasons the company gives
The company's own explanation, not something inferred from the numbers.Net sales for the fiscal year ending June 2026 fell short of the plan due mainly to persistently high levels of recruitment agency activity and lower-than-expected utilization in the regional revitalization business. Operating income, however, exceeded the plan due to advertising and promotional investments focused on cost effectiveness, as well as the timing of certain upfront investments shifting into a later period. For the fiscal year ending June 2027, the Company plans for sustainable growth in the Tourism HR business, higher room occupancy and average room rates in the regional revitalization business, and improved productivity, while assuming a temporary impact from the 2026 Kumamoto Earthquake.
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