Worth reading
47Recurring
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
105
¥100 million (consolidated net sales; compared with actual results for the fiscal year ending March 2026)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+14.3%
基準 735Target840100 million
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.
What happened to the previous planNet sales of ¥66.0 billion, operating profit of ¥1.3 billion, and an operating margin of at least 2.0% → Net sales of ¥73.5 billion, operating profit of ¥2.1 billion, and an operating margin of 3.0%（Net sales: +11.4%; operating profit: +61.5%; operating margin: +1.0 percentage point）+11.4%Calculated from the two disclosed figures
Key initiatives
01Concentration in the Kanto region
02Developing 3 markets, plus e-commerce and overseas markets
03Promoting a full-line offering through a plus-on strategy
04Transforming operations
05Shifting from DX to AX
06Developing next-generation talent and supporting women's advancement
07Improving the logistics environment and strengthening logistics functions
08Increasing employee engagement
09Building sustainable systems
10Establishing a business continuity planning (BCP) framework
11Strengthening Compliance
12Strengthening food hygiene and service quality management
13Sharing customer touchpoints
14Coordinated market development
15Sharing support functions
16Contributing to the Environment
17Contributing to society
18Strengthening Governance
Plan assumptionsEBITDA is calculated as operating profit plus depreciation and amortization., Figures are before the application of the new lease accounting standard.
Risks identified by the company
Establishing a business continuity planning (BCP) framework
Strengthening Compliance
Strengthening food hygiene and service quality management
Reason for revision or withdrawal
The plan was formulated with the Company's 100th anniversary in the fiscal year ending March 2035 in view. Alongside promoting talent development, the Company aims to transform its operations and shift from DX to AX in order to improve customer service and productivity.
| Item | Details |
|---|---|
| Plan name | Phase 2 of the Medium-Term Management Plan |
| Plan period | Fiscal years ending March 2027 to March 2029 |
| Progress against the plan | Formulated |
| Sales Target | ¥735 100 million → ¥840 100 million（+14.3%） |
| Plan assumptions | EBITDA is calculated as operating profit plus depreciation and amortization., Figures are before the application of the new lease accounting standard. |
| Key initiatives | Concentration in the Kanto region, Developing 3 markets, plus e-commerce and overseas markets, Promoting a full-line offering through a plus-on strategy, Transforming operations, Shifting from DX to AX, Developing next-generation talent and supporting women's advancement, Improving the logistics environment and strengthening logistics functions, Increasing employee engagement, Building sustainable systems, Establishing a business continuity planning (BCP) framework, Strengthening Compliance, Strengthening food hygiene and service quality management, Sharing customer touchpoints, Coordinated market development, Sharing support functions, Contributing to the Environment, Contributing to society, Strengthening Governance |
| Results under the previous plan | Net sales of ¥66.0 billion, operating profit of ¥1.3 billion, and an operating margin of at least 2.0% → Net sales of ¥73.5 billion, operating profit of ¥2.1 billion, and an operating margin of 3.0%（Net sales: +11.4%; operating profit: +61.5%; operating margin: +1.0 percentage point） |
| Reason for revision or withdrawal | The plan was formulated with the Company's 100th anniversary in the fiscal year ending March 2035 in view. Alongside promoting talent development, the Company aims to transform its operations and shift from DX to AX in order to improve customer service and productivity. |
| Risks identified | Establishing a business continuity planning (BCP) framework, Strengthening Compliance, Strengthening food hygiene and service quality management |
| Publication date | 15 June 2026 |
Items this document does not state (15)
Operating profit targetOperating profit margin targetNet income targetROE targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planInvestment amount by sectorSegment targetNon-financial targetsSize of the Target MarketDate 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.The plan was formulated as part of a roadmap toward the Company's 100th anniversary in the fiscal year ending March 2035. During Phase 2, the Company will advance talent development, transform its operations, and shift from DX to AX, with the aim of improving customer service and productivity.
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.