Worth reading
64In focus
0–100. This measures how worthwhile something is to read, not how good or bad the company is.Direction
Improvement
Direction inferred from the company’s description.Scale
3.5
¥100 million (operating profit target for the fiscal year ending December 2030)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+0.2%
基準 2,025Target2,030Hundreds of millions of yen
Operating profit+0.2%
基準 2,025Target2,030Hundreds of millions of yen
Operating profit margin+5.0pt
基準 2,025Target2,030%
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. For metrics expressed as percentages, differences are shown in percentage points (pt).The increase shown by the dotted line is calculated from the two reported figures because the company did not provide the amount of growth.
Statements about the use of capital
Payout ratio / DOE policyTo be considered after giving top priority to growth investments and taking capital efficiency and other factors into account. Numerical targets and the period covered: not disclosed.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01Capture market share centered on the proprietary platform and its packaged product lineup.
02Maximize the use of government policy support to drive customers' digital transformation.
03Strengthen strategic partnerships to expand sales capabilities to companies and local governments nationwide.
04Key initiative 1 (launch of digital tachograph sales)
05Key initiative 2 (establishment of a sales partner network)
06Utilization of vehicle data
07Data-driven management support
08Promotion of business alliances and M&A
Plan assumptionsAll figures are based on organic growth, excluding the effects of M&A., An effective statutory tax rate of 20% is assumed after applying tax-effect accounting., A P/E ratio of 44.5x, the average for the Growth Market in February 2026, is applied.
Non-financial targetsIndicator name Number of customers / Target value At least 3 times the fiscal 2025 level, or 300 companies, in fiscal 2030 (approximately 100 companies in fiscal 2025) / Timing FY2030, Indicator name Proprietary platform revenue mix / Target value At least 70% in fiscal 2030 (more than 50% in fiscal 2028) / Timing Fiscal 2028 and fiscal 2030
Size of the Target MarketMarket Domestic regional transportation DX market / Scale Approximately ¥1.7 trillion in 2030 (approximately ¥490 billion in 2021) / Source Yano Research Institute (2023), "Domestic MaaS Market Study", Market Domestic logistics DX market / Scale ¥1.2 trillion in 2030 / Source Fuji Keizai (2024), "Current Status and Future Outlook for Next-Generation Logistics Business Systems"; KPMG, "2030 Market Outlook: Transportation (Logistics DX)", Market Total mobility DX market / Scale Approximately ¥3 trillion in 2030 / Source The above studies, Market Potential demand for digital tachographs / Scale 920,000 vehicles subject to mandatory installation, including 184,000 with analog systems / Source Japan Trucking Association, "The Current State and Challenges of Japan's Trucking Industry 2025"; materials released by the Ministry of Land, Infrastructure, Transport and Tourism
Risks identified by the company
Concentration in a specific industry (restrained investment and a decline in the number of orders as a result of deteriorating performance at customer companies)
Expansion of business scale (securing and retaining personnel)
Expansion of business scale (expansion of information systems, bugs and defects)
Expansion of business scale (enhancement of internal management systems)
The previously disclosed risk of impairment of intangible fixed assets has been removed because its impact diminished following the impairment of fixed assets in the fiscal year ended December 2025.
Reason for revision or withdrawal
While carrying forward the growth strategy and vision, the company has formulated a specific numerical plan for the first time to address changes in the business environment and focus on market capitalization.
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan 2030 Beyond 100 |
| Plan period | 2026 - 2030 |
| Progress against the plan | Formulated |
| Sales Target | ¥800 million (actual results for the fiscal year ended December 2025) → ¥3 billion (target for the fiscal year ending December 2030)（275% increase） |
| Operating profit target | -¥280 million (actual results for the fiscal year ended December 2025) → ¥350 million (target for the fiscal year ending December 2030) |
| Operating profit margin target | - (actual results for the fiscal year ended December 2025) → 12% (target for the fiscal year ending December 2030) |
| Payout ratio / DOE policy | To be considered after giving top priority to growth investments and taking capital efficiency and other factors into account. Numerical targets and the period covered: not disclosed. |
| Non-financial targets | Indicator name Number of customers / Target value At least 3 times the fiscal 2025 level, or 300 companies, in fiscal 2030 (approximately 100 companies in fiscal 2025) / Timing FY2030, Indicator name Proprietary platform revenue mix / Target value At least 70% in fiscal 2030 (more than 50% in fiscal 2028) / Timing Fiscal 2028 and fiscal 2030 |
| Plan assumptions | All figures are based on organic growth, excluding the effects of M&A., An effective statutory tax rate of 20% is assumed after applying tax-effect accounting., A P/E ratio of 44.5x, the average for the Growth Market in February 2026, is applied. |
| Key initiatives | Capture market share centered on the proprietary platform and its packaged product lineup., Maximize the use of government policy support to drive customers' digital transformation., Strengthen strategic partnerships to expand sales capabilities to companies and local governments nationwide., Key initiative 1 (launch of digital tachograph sales), Key initiative 2 (establishment of a sales partner network), Utilization of vehicle data, Data-driven management support, Promotion of business alliances and M&A |
| Reason for revision or withdrawal | While carrying forward the growth strategy and vision, the company has formulated a specific numerical plan for the first time to address changes in the business environment and focus on market capitalization. |
| Size of the Target Market | Market Domestic regional transportation DX market / Scale Approximately ¥1.7 trillion in 2030 (approximately ¥490 billion in 2021) / Source Yano Research Institute (2023), "Domestic MaaS Market Study", Market Domestic logistics DX market / Scale ¥1.2 trillion in 2030 / Source Fuji Keizai (2024), "Current Status and Future Outlook for Next-Generation Logistics Business Systems"; KPMG, "2030 Market Outlook: Transportation (Logistics DX)", Market Total mobility DX market / Scale Approximately ¥3 trillion in 2030 / Source The above studies, Market Potential demand for digital tachographs / Scale 920,000 vehicles subject to mandatory installation, including 184,000 with analog systems / Source Japan Trucking Association, "The Current State and Challenges of Japan's Trucking Industry 2025"; materials released by the Ministry of Land, Infrastructure, Transport and Tourism |
| Risks identified | Concentration in a specific industry (restrained investment and a decline in the number of orders as a result of deteriorating performance at customer companies), Expansion of business scale (securing and retaining personnel), Expansion of business scale (expansion of information systems, bugs and defects), Expansion of business scale (enhancement of internal management systems), The previously disclosed risk of impairment of intangible fixed assets has been removed because its impact diminished following the impairment of fixed assets in the fiscal year ended December 2025. |
| Publication date | 25 March 2026 |
Items this document does not state (11)
Net income targetROE targetROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planInvestment amount by sectorSegment targetResults under the previous planDate 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.While carrying forward the previously presented growth strategy and vision, the company has formulated a specific numerical plan for the first time to address changes in the business environment and to focus on market capitalization. It aims to achieve its targets by expanding revenue from its proprietary platform and strengthening its sales partner network.
How to read this page
This is not the documentKomori reads the disclosure the company filed and writes this summary. Figures are as stated by the company and are not audited.
Weight is not a verdictIt measures how much this changes what the company had already told the market. It is not a view on the shares.
Corrections happenIf the company reissues this disclosure, the page is rebuilt from the corrected version and the revision number moves up.