SHOPLIST Turnaround Through the Key Project System

「To create an organizational culture in which employees approach their work with enthusiasm, we provide an environment, the Key Projects Program, in which employees can lead projects with the same decision-making authority as management. Through bold delegation of authority to project owners reporting directly to the president, we are creating an energetic organizational environment in which each employee has a strong sense of ownership and can autonomously resolve issues based on factual data.」

「Regarding the SHOPLIST business, on 28 February 2025 we completed the transfer of all shares in SHOPLIST株式会社, the operating company (formerly CROOZ SHOPLIST株式会社), and withdrew from the business.」

「The SHOPLIST business remains in a difficult situation, while the Ada. business, despite some seasonal fluctuations since its launch, has continued to grow at a high average monthly growth rate of approximately 42.5%.」

「Although gross merchandise value and sales in the SHOPLIST business declined from the previous consolidated fiscal year, operating profit for the current consolidated fiscal year was ¥196.707 million, as costs came in below initial expectations, compared with an operating loss of ¥98.762 million in the previous consolidated fiscal year.」

「We believe that a fundamental review of our customer acquisition methods is necessary to fully restore visitor numbers, gross merchandise value and revenue in the SHOPLIST business on the current trajectory, and we will focus on measures to put gross merchandise value and revenue back on a growth track.」

「To fully recover the number of visitors and gross merchandise value of the SHOPLIST business on the current trajectory, we believe it is necessary to fundamentally review our customer acquisition methods. At the same time, as a Group, we need to transform our fundamental business model rather than depend solely on the SHOPLIST business. As part of this business model transformation, we plan to actively take on new businesses, and will first accelerate our expansion into the GameFi field.」

「In the SHOPLIST business, we are advancing a key project system as a project directly overseen by the President, granting project owners authority equivalent to that of the President and having them investigate the background and reasons behind issues in depth and formulate solutions based on a range of factual data. Based on these key projects, we have focused on improving cost and operational efficiency and developing the organizational structure, including effective investment in advertising and promotions, expanding attractive products that meet the needs of SHOPLIST visitors, site usability improvements so products are easier to find and the gap between expectations before and after purchase is eliminated, and logistics infrastructure enhancements involving a thorough review of delivery efficiency. Going forward, we will place greater focus on measures to put gross merchandise value back on a growth trajectory.」

「In the SHOPLIST business, we are advancing a key project system as a project directly overseen by the President, granting project owners authority equivalent to that of the President and having them investigate the background and reasons behind issues in depth and formulate solutions based on a range of factual data. Based on these key projects, we have focused on improving cost and operational efficiency and developing the organizational structure, including more efficient investment in advertising and promotions, site usability improvements so products are easier to find and the gap between expectations before and after purchase is eliminated, and logistics infrastructure enhancements involving a thorough review of delivery efficiency. Going forward, we will focus on measures to put gross merchandise value back on a growth trajectory.」

「In the SHOPLIST business, we are advancing a key project system as a project directly overseen by the President, granting project owners authority equivalent to that of the President and having them investigate the background and reasons behind issues in depth and formulate solutions based on a range of factual data. Based on these key projects, we have focused on improving cost and operational efficiency and developing the organizational structure, including more efficient investment in advertising and promotions, site usability improvements so products are easier to find and the gap between expectations before and after purchase is eliminated, and logistics infrastructure enhancements involving a thorough review of delivery efficiency. Going forward, we will focus on measures to put gross merchandise value back on a growth trajectory.」

「For the SHOPLIST business, from July 2020 the Group's representative, Obuchi, also served as representative director of SHOPLIST株式会社. Directors from the head office and executives who lead subsidiaries within the Group also joined SHOPLIST株式会社, and we established the Key Projects Program and worked not only to improve the operating margin by reviewing the cost structure, as we had done previously, but also to grow sales. A key project is a project reporting directly to the president under which the project owner is given the same authority as the president, investigates in depth the background and reasons for issues, develops solutions based on various factual data, and works to rebuild SHOPLIST.」