The “Entertainment as Infrastructure” Medium-Term Management Vision

「Koshidaka Co., Ltd. (Tokyo head office: Shibuya-ku, Tokyo; Representative Director and President: Koshidaka Hiroshi (腰髙 博)) will begin offering the subscription service "Uta-ho," which provides unlimited use of karaoke rooms, at participating Karaoke Manekineko locations nationwide from 1 October 2026 (Thursday).」

「By combining this new “freedom” with our overwhelming nationwide store infrastructure, we will evolve Karaoke Manekineko into a space that enriches everyday life for people of all generations.」

「# Koshidaka HD: [Making entertainment infrastructure] Karaoke Manekineko is finally expanding to all 47 prefectures of Japan!」

「In the previous consolidated fiscal year, the number of domestic stores reached 703 after 50 new stores were opened. The company is now pursuing the EIP final stage, targeting revenue of ¥100 billion in the fiscal year ending August 2027, and is accelerating further store openings. Through the business succession resulting from this absorption-type company split, the “JOYSOUND” brand will newly join the Group. We conducted this absorption-type company split because we are confident that integrating and mutually leveraging the expertise developed by the company since its founding, improving analyses based on customer characteristics and the efficiency of operating systems, differentiating brands and integrating services, and further enhancing the effectiveness of sales initiatives implemented across the Group will achieve sustained growth in corporate value by directly strengthening the business foundation and accelerating the growth strategy, rather than merely expanding scale.」

「Having achieved the interim target of our medium-term management vision, Entertainment Infrastructure Plan (EIP), which aims to deliver PERs (Private Entertainment Rooms) throughout Japan by continuing active store openings and diversifying the services we provide, we have clarified that the final target will be achieved in the fiscal year ending August 2027. We have positioned the period from the fiscal year ending August 2025 through the fiscal year ending August 2027 as the final stage of EIP and will further accelerate our initiatives.」

「The company clarified the timing for achieving the ultimate target of the medium-term management vision “Entertainment as Infrastructure,” which it has pursued since September 2019, as the fiscal year ending August 2027. It positioned the period through the fiscal year ending August 2027 as the finishing period for this vision, the EIP final stage, and will further accelerate the following initiatives toward its realization. On 1 November 2025, the company’s subsidiary succeeded to the business of approximately 70 karaoke stores and other operations under the “JOYSOUND” brand operated by 株式会社スタンダード through an absorption-type company split.」

「In addition, toward realizing the medium-term management vision “Entertainment as Infrastructure,” the company provided entertainment other than karaoke, actively expanded content collaborations, and enhanced its recruitment and training systems. It also developed and prepared to introduce DX initiatives for new entertainment and various operational efficiency improvements, and introduced the entertainment box “E-bo” at stores in the Tokyo metropolitan area as a new entertainment platform.」

「To accelerate the realization of this vision, the company identified the following 4 areas as key initiatives: ① actively recruiting highly skilled personnel and building an organizational structure capable of sustaining their long-term growth; ② creating new customer experiences not limited to conventional karaoke by using DX solutions to integrate physical and digital experiences and create “entertainment experiences that transcend the constraints of location and space” in order to expand PER (Private Entertainment Room); ③ not only accelerating store openings in high-potential Southeast Asian countries but also seriously examining expansion into the United States; and ④ accelerating initiatives including asset-based B2C businesses, content businesses and M&A to create new sources of revenue.」

「In addition, toward realizing the medium-term management vision “Entertainment as Infrastructure,” the company provided entertainment other than karaoke, actively expanded content collaborations, and enhanced its recruitment and training systems. It also developed and prepared to introduce DX initiatives for new entertainment and various operational efficiency improvements, and introduced “ONEREC VK” on a trial basis at some stores as a new PER (Private Entertainment Room) initiative.」

「In addition, toward realizing the medium-term management vision “Entertainment as Infrastructure,” the company provided entertainment other than karaoke, actively expanded content collaborations, and enhanced its recruitment and training systems. It also developed and prepared to introduce DX initiatives for new entertainment and various operational efficiency improvements, and began testing “ONEREC VK” at some stores as a new PER initiative.」

「In addition, toward realizing the medium-term management vision “Entertainment as Infrastructure,” the company provided entertainment other than karaoke, actively expanded content collaborations, and enhanced its recruitment and training systems. It also developed and prepared to introduce DX initiatives for new entertainment and various operational efficiency improvements, and began testing “ONEREC VK” at some stores as a new PER activity.」

「To accelerate the realization of this vision, we have identified the following three initiatives as key measures and will advance various initiatives to enhance corporate value: ① actively recruiting highly skilled talent and building an organizational structure capable of sustaining continuous growth; ② creating new customer experiences beyond conventional karaoke by using DX solutions to combine physical and digital experiences and create “entertainment experiences that transcend the constraints of place and space,” in order to expand PER (Private Entertainment Room); and ③ developing new business formats focused on “welltainment,” combining entertainment with health promotion and wellness. We are proceeding with multiple projects while actively using external consultants and establishing and developing the relevant internal organizations.」

「In addition, toward realizing the medium-term management vision “Entertainment as Infrastructure,” which began in September 2019, the company provided entertainment other than karaoke, such as “PG” and “MiraPon!,” actively expanded content collaborations, and enhanced its recruitment and training systems. It also developed and prepared to introduce DX initiatives for new entertainment and various operational efficiency improvements, and introduced “Metakara” at some stores as a new PER activity.」

「In addition, toward achieving the medium-term management vision “Entertainment as Infrastructure,” launched in September 2019, the company provided entertainment offerings outside karaoke, including “PG” and “MiraPon!”, actively developed content collaborations, and expanded its recruitment and training framework. It also advanced the development and implementation preparations for DX initiatives related to new entertainment offerings and various operational efficiency improvements.」

「In addition, toward achieving the medium-term management vision “Entertainment as Infrastructure,” launched in September 2019, the company provided entertainment offerings outside karaoke, including “PG” and “MiraPon!”, actively developed content collaborations, and expanded its recruitment and training framework.」

「To accelerate the realization of this vision, we have identified the following three initiatives as key measures and will advance various initiatives to enhance corporate value: ① actively recruiting highly skilled talent and building an organizational structure capable of sustaining continuous growth; ② creating new customer experiences beyond conventional karaoke by using DX solutions to combine physical and digital experiences and create “entertainment experiences that transcend the constraints of place and space,” in order to expand PER (Private Entertainment Room); and ③ developing new business formats focused on “welltainment,” combining entertainment with health promotion and wellness. We will advance various initiatives while actively using external consultants and establishing and developing the relevant internal organizations.」

「Toward achieving the medium-term management vision “Entertainment as Infrastructure,” launched in September 2019, the company provided entertainment offerings outside karaoke, including “PG” and “MiraPon!”, and expanded its recruitment and training framework.」

「In addition, toward realizing the medium-term management vision “Entertainment as Infrastructure,” the company accelerated store openings and focused on providing new forms of entertainment.」

「Meanwhile, toward achieving the medium-term management vision “Entertainment as Infrastructure,” launched in September 2019, the company advanced new store openings mainly in the Tokyo metropolitan area, developed and provided entertainment offerings outside karaoke, including live viewing and “MiraPon!”, and prepared to relocate its internal training facility, “Maneki Juku,” to Tokyo and expanded its training framework to improve store staff skills and enhance service quality.」

「By building on the business foundation developed over 30 years in the karaoke business, we will broaden the scope of private entertainment, developing new content through free thinking and making entertainment indispensable to people’s lives.」

「To develop entertainment into social infrastructure, strengthen the Group’s overall earnings power and further enhance corporate value, the Group will continue to pursue new businesses under the basic concept of developing new formats in existing industries.」

「To develop entertainment into social infrastructure, strengthen the Group’s overall earnings power and further enhance corporate value, the Group will continue to pursue new businesses under the basic concept of developing new formats in existing industries.」