Worth reading
62In 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
70000
¥ million (sales target for the fiscal year ending August 2029)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+6.8%
基準 65,530Target70,000million
Operating profit+27.5%
基準 1,804Target2,300million
Operating profit margin+0.5pt
基準 2.8Target3.3%
ROE+0.4pt
基準 8.5Target8.9%
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.
Total investment plan¥3 billion (growth investment; total cash outflows, including operating cash flow and other items, are ¥6.5 billion)
Investment amount by sectorField Growth Investment / Amount ¥3 billion / Ownership ratio 46％, Field Strengthening the Financial Base / Amount ¥2 billion / Ownership ratio 31％, Field Shareholder Returns / Amount ¥1.5 billion / Ownership ratio 23％
Statements about the use of capital
Payout ratio / DOE policyThe company will provide sustainable and stable dividends to achieve long-term and continuous growth in shareholder returns. The numerical target is Not disclosed.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Treasury share acquisition policyFlexible share repurchases. The repurchase limit, timing and conditions are Not disclosed.
Cost of capitalCost of shareholders’ equity: 5.1%-6.2% (as of the end of the fiscal year ending August 2026)The cost of capital is the minimum rate of return expected by shareholders and banks from the company.
Key initiatives
01Store differentiation strategy
02Product differentiation strategy
03Maximizing brand value
04Maximising the value provided by the e-commerce business
05Building new businesses
06Restructuring the Overseas Business
07Organizational strategy
08Human resources strategy
09DX Strategy
10Improving capital efficiency
11Appropriate allocation of operating cash flow
Plan assumptionsGrowing demand for household budget protection against rising prices, the continued growth trend in the 100-yen shop market, a weaker yen, higher raw material prices and rising logistics costs, and intensifying competition with major industry players and retailers in other industries. Numerical assumptions are Not disclosed.
Non-financial targetsIndicator Number of domestic stores / Target value 2,147 stores / Timing Fiscal year ending August 2029, Indicator Visit frequency / Target value Approximately 19.1 days/year / Timing Fiscal year ending August 2029, Indicator Average spend per customer / Target value Approximately ¥467/visit / Timing Fiscal year ending August 2029, Indicator Lifetime purchase amount per person / Target value Approximately ¥8,920/year / Timing Fiscal year ending August 2029, Indicator Engagement score / Target value 66.6 points / Timing Fiscal year ending August 2029, Indicator Revenue per employee / Target value Approximately ¥150 million/year / Timing Fiscal year ending August 2029
Size of the Target MarketSales in the 100-yen shop market were ¥736.9 billion in fiscal 2016 and ¥1.11 trillion in fiscal 2025. Source: figures released by Teikoku Databank.
Risks identified by the company
Yen depreciation
Higher raw material costs
Rising logistics costs
Intensifying competition with major industry players and retailers in other industries
| Item | Details |
|---|---|
| Plan name | First Mid-Term Management Plan (Mid-Term Management Plan 2029) / Long-Term Vision “2035Vision” |
| Plan period | 3 years from the fiscal year ending August 2027 through the fiscal year ending August 2029 (the long-term vision looks ahead to fiscal 2035, the fiscal year ending August 2035) |
| Progress against the plan | Formulated |
| Sales Target | ¥65,530 million → ¥70,000 million（6.8%） |
| Operating profit target | ¥1,804 million → ¥2,300 million（27.5%） |
| Operating profit margin target | 2.8 % → 3.3 %（17.9%） |
| ROE target | 8.5 % → 8.9 %（4.7%） |
| Payout ratio / DOE policy | The company will provide sustainable and stable dividends to achieve long-term and continuous growth in shareholder returns. The numerical target is Not disclosed. |
| Treasury share acquisition policy | Flexible share repurchases. The repurchase limit, timing and conditions are Not disclosed. |
| Cost of capital | Cost of shareholders’ equity: 5.1%-6.2% (as of the end of the fiscal year ending August 2026) |
| Total investment plan | ¥3 billion (growth investment; total cash outflows, including operating cash flow and other items, are ¥6.5 billion) |
| Investment amount by sector | Field Growth Investment / Amount ¥3 billion / Ownership ratio 46％, Field Strengthening the Financial Base / Amount ¥2 billion / Ownership ratio 31％, Field Shareholder Returns / Amount ¥1.5 billion / Ownership ratio 23％ |
| Non-financial targets | Indicator Number of domestic stores / Target value 2,147 stores / Timing Fiscal year ending August 2029, Indicator Visit frequency / Target value Approximately 19.1 days/year / Timing Fiscal year ending August 2029, Indicator Average spend per customer / Target value Approximately ¥467/visit / Timing Fiscal year ending August 2029, Indicator Lifetime purchase amount per person / Target value Approximately ¥8,920/year / Timing Fiscal year ending August 2029, Indicator Engagement score / Target value 66.6 points / Timing Fiscal year ending August 2029, Indicator Revenue per employee / Target value Approximately ¥150 million/year / Timing Fiscal year ending August 2029 |
| Plan assumptions | Growing demand for household budget protection against rising prices, the continued growth trend in the 100-yen shop market, a weaker yen, higher raw material prices and rising logistics costs, and intensifying competition with major industry players and retailers in other industries. Numerical assumptions are Not disclosed. |
| Key initiatives | Store differentiation strategy, Product differentiation strategy, Maximizing brand value, Maximising the value provided by the e-commerce business, Building new businesses, Restructuring the Overseas Business, Organizational strategy, Human resources strategy, DX Strategy, Improving capital efficiency, Appropriate allocation of operating cash flow |
| Size of the Target Market | Sales in the 100-yen shop market were ¥736.9 billion in fiscal 2016 and ¥1.11 trillion in fiscal 2025. Source: figures released by Teikoku Databank. |
| Risks identified | Yen depreciation, Higher raw material costs, Rising logistics costs, Intensifying competition with major industry players and retailers in other industries |
| Date of board resolution | 9 October 2026 |
| Publication date | 9 October 2026 |
Items this document does not state (6)
Net income targetROIC targetSelf-assessment of PBR and share priceSegment targetResults under the previous planReason for revision or withdrawal
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.To achieve sustainable growth in corporate value through growth in existing businesses, improved profitability, and the creation of new sources of revenue. The Group will also celebrate its 30th anniversary in 2025, and its overall performance has been steadily improving, so it intends to firmly commit to transformation and growth as a company to society and the market.
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.