Worth reading
53Recurring
0–100. This measures how worthwhile something is to read, not how good or bad the company is.Direction
Mixed performance
Direction inferred from the company’s description.Scale
9
% (cost increases, including labor costs and rent, over the past 2–3 years)Wording
Avoiding a definitive answer
How definitive the wording is.Contents of this document
Summary of Q&ASecond quarter of the fiscal year ending February 20277 items taken from the company’s own explanation
Financial Results Figures (The key points of this material are explained below)
Operating profit¥3,300 10 thousand second quarter alone
What the company explained in this material
Self-assessment against the planThe company's self-assessment against its own plan.
Missed budgetKey points of the Q&AKey questions raised by investors at the briefing and the company's answers
- App membership and member acquisition initiatives
- Expansion of shareholder benefits through the introduction of digital gifts
- Improvements to store operations and food quality
- Factors behind the recovery in existing-store sales
- Maintaining customer traffic after promotional initiatives end
- Overseas expansion of the first 壱角家 store in Thailand
- Decline in operating profit in the second quarter alone
- Response to surging raw material costs
- Impairment Loss Risk
- Competition to acquire properties and the store-opening model
- Reasons for the downward revision to the profit forecast
- KPIs for recovering customer traffic at existing stores
- Policy on selling unprofitable brands
- Possibility of a dividend cut or abolition of shareholder benefits
- Product improvements based on proposals from frontline staff
- Standardization of customer service
Breakdown of Factors Affecting the ChangeReasons cited by the Company for the change in the figures.
- Rising costs, including labor costs and rentApproximately 9% higher over the past 2–3 years
- Store impairment lossesPartially reflected in the full-year earnings forecast
New initiatives
- Re-engaging dormant app members
- Acquiring new app members through web media
- Promotional initiatives tailored to local and competitive conditions, such as free rice
- Considering cost reductions through the use of a central kitchen
- Considering cost reductions through M&A of companies with existing facilities
- Bottom-up product development and improvements incorporating proposals from frontline staff
- Considering the future integration of app-based and paper-based points cards
Key KPIsA metric the company considers important as a management benchmark.
- Cumulative app membership of 壱角家60 10,000 people
- Active app members of 壱角家17 10,000 people
- New app members20,000–30,000 per monthYear on year against the same period last yearIncreased
- Same-Store Net Sales vs. Prior-Year Month102.8 ％Year on year against the same period last yearExceeded 100% for the first time in 17 months
- Percentage of stores with a strong recovery in existing-store salesApproximately half
- Sales at the first 壱角家 store in Thailand versus plan140 ％
Unit price and quantity metricsThese figures show sales broken down by price and volume.
- Customer traffic at existing storesRecovery
- Average spend per customerNo increase
Three months of the current quarter
Operating profit
¥3,300 10,000
| Item | Details |
|---|---|
| Document type | Summary of Q&A |
| Fiscal Period Covered | Second quarter of the fiscal year ending February 2027 |
| Operating profit | ¥3,300 10 thousand (second quarter alone) |
| Three months of the current quarter | Operating profit ¥3,300 10,000 |
| Self-assessment against the plan | Missed budget |
| Breakdown of Factors Affecting the Change | Factors Rising costs, including labor costs and rent / Amount Approximately 9% higher over the past 2–3 years, Factors Store impairment losses / Amount Partially reflected in the full-year earnings forecast |
| Key KPIs | Indicator name Cumulative app membership of 壱角家 / Value 60 10,000 people / Year on year against the same period last year Not disclosed, Indicator name Active app members of 壱角家 / Value 17 10,000 people / Year on year against the same period last year Not disclosed, Indicator name New app members / Value 20,000–30,000 per month / Year on year against the same period last year Increased, Indicator name Same-Store Net Sales vs. Prior-Year Month / Value 102.8 ％ / Year on year against the same period last year Exceeded 100% for the first time in 17 months, Indicator name Percentage of stores with a strong recovery in existing-store sales / Value Approximately half / Year on year against the same period last year Not disclosed, Indicator name Sales at the first 壱角家 store in Thailand versus plan / Value 140 ％ / Year on year against the same period last year Not disclosed |
| Unit price and quantity metrics | Indicator name Customer traffic at existing stores / Value Recovery, Indicator name Average spend per customer / Value No increase |
| Key points of the Q&A | App membership and member acquisition initiatives, Expansion of shareholder benefits through the introduction of digital gifts, Improvements to store operations and food quality, Factors behind the recovery in existing-store sales, Maintaining customer traffic after promotional initiatives end, Overseas expansion of the first 壱角家 store in Thailand, Decline in operating profit in the second quarter alone, Response to surging raw material costs, Impairment Loss Risk, Competition to acquire properties and the store-opening model, Reasons for the downward revision to the profit forecast, KPIs for recovering customer traffic at existing stores, Policy on selling unprofitable brands, Possibility of a dividend cut or abolition of shareholder benefits, Product improvements based on proposals from frontline staff, Standardization of customer service |
| New initiatives | Re-engaging dormant app members, Acquiring new app members through web media, Promotional initiatives tailored to local and competitive conditions, such as free rice, Considering cost reductions through the use of a central kitchen, Considering cost reductions through M&A of companies with existing facilities, Bottom-up product development and improvements incorporating proposals from frontline staff, Considering the future integration of app-based and paper-based points cards |
Items this document does not state (21)
Net SalesOrdinary incomeNet incomeGross Profit MarginOperating profit marginSelling, general and administrative expensesFull-year earnings forecastProgress against full-year forecastSegment resultsNumber of stores and locationsNumber of employeesAssumptions Underlying the Business OutlookRisk amount incorporated into the outlookMedium-term management plan targetsFinancial targetsAnnual DividendPayout ratioAcquisition of treasury sharesCapital expendituresOrders received and order backlogMarket Size / Share
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 company explained that, while the decline in sales at existing stores is being offset by higher sales from new store openings, the scale of the revisions to operating profit and ordinary profit was greater than that to net sales because, in addition to store-opening costs, costs such as labor and rent have increased. It also said that the slower-than-expected recovery in existing-store performance was reflected in the downward revision to the full-year forecast.
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