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
—
Displayed only when the document provides numerical figures.Wording
Conditional
How definitive the wording is.Items stated in the management plan
Partially revisedNet Sales+2.0%
基準 13,045Target13,300million
Operating profit+7.1%
基準 420Target450million
Net income for the current fiscal year+2.6%
基準 312Target320million
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. The increase shown by the dotted line is calculated from the two reported figures because the company did not provide the amount of growth.
What happened to the previous planIndicator Net sales / Value 11,700, Indicator Operating profit / Value 465, Indicator Ordinary profit / Value 365, Indicator Profit attributable to owners of the parent / Value 300 → Indicator Net sales / Value 13,045, Indicator Operating profit / Value 420, Indicator Ordinary profit / Value 353, Indicator Profit attributable to owners of the parent / Value 312（Indicator Net sales / Value 11.5%, Indicator Operating profit / Value -9.6%, Indicator Ordinary profit / Value -3.2%, Indicator Profit attributable to owners of the parent / Value 4.0%）
Investment amount by sectorField Store equipment investment for format changes, including new stores, renovations and repairs / Amount ¥1,570 million / Remarks Specific uses of funds raised
Key initiatives
01Improving the business format portfolio
02Developing new businesses
03Promoting Area Marketing
04Branch Operating Efficiency
05Reducing head office expenses
06Centralized food processing facilities
07Master craftsperson program
08Recruiting foreign nationals
09Providing external training and other programs
10M&A
11Large-scale renovations of existing stores
12New Store Openings
13Strengthening the franchise business
14International Expansion
Plan assumptionsThe COVID-19 pandemic has subsided, and demand for alcohol and banquets in central urban areas has recovered more strongly than expected, A recovery in domestic travel and inbound tourism, Average customer spending continues to rise
Non-financial targetsIndicator Percentage of small-format stores (of total stores) / Target value 47.2% / Timing Fiscal year ending February 2027, Indicator Employees per store / Target value 3.0 employees / Timing Fiscal year ending February 2027
Size of the Target MarketMarket Size Not disclosed / Growth rate Year-on-year trends in the growth rates of net sales, customer numbers and average customer spending in the food service industry, presented in a chart / Source Japan Food Service Association, Annual Report on the 2025 Food Service Industry Market Trends Survey, Tokyo Shoko Research, Survey of Bankruptcy Trends in the Food and Beverage Industry in 2025, Japan Management Association Research Institute Co., Ltd., MDB Digital Search (market database search service)
Risks identified by the company
Item Trends in the food service industry / Details A consumption slowdown caused by a prolonged economic downturn, Growth of the prepared-food market
Item Business expansion / Details The possibility of being unable to secure locations sufficient to meet the planned number of stores in concentrated operating areas, Changes in market needs and consumer preferences, Costs and losses incurred when opening and closing a large number of stores
Item Stability and reliable supply of ingredients / Details Food mislabeling and fraudulent labeling, Poor harvests caused by adverse weather conditions and the government’s implementation of emergency restrictions on imports, Consumers avoiding eating out due to concerns about food safety and other factors
Item Food Sanitation Act / Details If a food poisoning incident occurs, the disposal of food and other products, revocation of business permits, prohibition or suspension of operations, claims for damages from victims, and a decline in the creditworthiness of the Group
Reason for revision or withdrawal
The target for the percentage of stores in suburban areas was established based on anticipated demand for alcohol in suburban areas during the COVID-19 pandemic. In light of the recovery in demand for alcohol and banquets in central urban areas since the pandemic, the numerical target is being withdrawn because the Company does not plan to actively expand its suburban stores going forward. The target for employees per store is being changed from the initial target of 2.3 to 3.0 because a certain level of staffing must be maintained in light of recent labor shortages and to secure personnel for new store openings.
| Item | Details |
|---|---|
| Plan name | Business Plan and Growth Potential |
| Progress against the plan | Partially revised |
| Sales Target | ¥13,045 million → ¥13,300 million（1.9%） |
| Operating profit target | ¥420 million → ¥450 million（7.0%） |
| Net income target | ¥312 million → ¥320 million（2.5%） |
| Investment amount by sector | Field Store equipment investment for format changes, including new stores, renovations and repairs / Amount ¥1,570 million / Remarks Specific uses of funds raised |
| Non-financial targets | Indicator Percentage of small-format stores (of total stores) / Target value 47.2% / Timing Fiscal year ending February 2027, Indicator Employees per store / Target value 3.0 employees / Timing Fiscal year ending February 2027 |
| Plan assumptions | The COVID-19 pandemic has subsided, and demand for alcohol and banquets in central urban areas has recovered more strongly than expected, A recovery in domestic travel and inbound tourism, Average customer spending continues to rise |
| Key initiatives | Improving the business format portfolio, Developing new businesses, Promoting Area Marketing, Branch Operating Efficiency, Reducing head office expenses, Centralized food processing facilities, Master craftsperson program, Recruiting foreign nationals, Providing external training and other programs, M&A, Large-scale renovations of existing stores, New Store Openings, Strengthening the franchise business, International Expansion |
| Results under the previous plan | Indicator Net sales / Value 11,700, Indicator Operating profit / Value 465, Indicator Ordinary profit / Value 365, Indicator Profit attributable to owners of the parent / Value 300 → Indicator Net sales / Value 13,045, Indicator Operating profit / Value 420, Indicator Ordinary profit / Value 353, Indicator Profit attributable to owners of the parent / Value 312（Indicator Net sales / Value 11.5%, Indicator Operating profit / Value -9.6%, Indicator Ordinary profit / Value -3.2%, Indicator Profit attributable to owners of the parent / Value 4.0%） |
| Reason for revision or withdrawal | The target for the percentage of stores in suburban areas was established based on anticipated demand for alcohol in suburban areas during the COVID-19 pandemic. In light of the recovery in demand for alcohol and banquets in central urban areas since the pandemic, the numerical target is being withdrawn because the Company does not plan to actively expand its suburban stores going forward. The target for employees per store is being changed from the initial target of 2.3 to 3.0 because a certain level of staffing must be maintained in light of recent labor shortages and to secure personnel for new store openings. |
| Size of the Target Market | Market Size Not disclosed / Growth rate Year-on-year trends in the growth rates of net sales, customer numbers and average customer spending in the food service industry, presented in a chart / Source Japan Food Service Association, Annual Report on the 2025 Food Service Industry Market Trends Survey, Tokyo Shoko Research, Survey of Bankruptcy Trends in the Food and Beverage Industry in 2025, Japan Management Association Research Institute Co., Ltd., MDB Digital Search (market database search service) |
| Risks identified | Item Trends in the food service industry / Details A consumption slowdown caused by a prolonged economic downturn, Growth of the prepared-food market, Item Business expansion / Details The possibility of being unable to secure locations sufficient to meet the planned number of stores in concentrated operating areas, Changes in market needs and consumer preferences, Costs and losses incurred when opening and closing a large number of stores, Item Stability and reliable supply of ingredients / Details Food mislabeling and fraudulent labeling, Poor harvests caused by adverse weather conditions and the government’s implementation of emergency restrictions on imports, Consumers avoiding eating out due to concerns about food safety and other factors, Item Food Sanitation Act / Details If a food poisoning incident occurs, the disposal of food and other products, revocation of business permits, prohibition or suspension of operations, claims for damages from victims, and a decline in the creditworthiness of the Group |
| Publication date | 29 May 2026 |
Items this document does not state (11)
Plan periodOperating profit margin targetROE targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planSegment targetDate 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.In the fiscal year ended February 2026, net sales increased due to the sale of real estate and higher sales at existing stores, while operating profit and ordinary profit declined because of fees and other costs associated with M&A. Net income met the forecast due to gains on the recognition of negative goodwill and other factors. The target for the percentage of suburban stores was withdrawn because demand for alcohol and banquets in central urban areas recovered more strongly than expected after the COVID-19 pandemic, and the Company does not plan to actively expand alcohol-focused formats in suburban areas going forward. The target for employees per store was changed to 3.0 to secure the workforce needed amid labor shortages and for new store openings.
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