Worth reading
82Important
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
30889
¥ million (net sales target for 2029/04)Wording
Avoiding a definitive answer
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+39.9%
基準 22,073Target30,889million
Operating profit+83.5%
基準 983Target1,804million
Operating profit margin+4.5pt
基準 1.3Target5.8%
ROE+5.9pt
基準 6.1Target12%
ROIC+4.7pt
基準 5.3Target10%
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).
What happened to the previous planInitial plan (figures not disclosed) → Net sales of ¥20,095 million and segment profit of ¥1,386 million（Achievement against the revised plan: net sales 102.0%, segment profit 119.9%）
Statements about the use of capital
Payout ratio / DOE policyDividend payout ratio of 20.0% or higher. We aim to raise the ratio gradually after achieving the medium-term plan targets and increase dividends in line with earnings growth. The applicable period is after achievement of the medium-term plan targets.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Cost of capitalWACC (weighted average cost of capital: approximately 6.1%)The cost of capital is the minimum rate of return expected by shareholders and banks from the company.
Self-assessment of PBR and share priceWe aim to establish a PBR above 1x at an early stage and continuously enhance corporate value. Current PBR: Not disclosed.PBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Category expansion
02Structural improvement in profitability
03AI strategy
04Decarbonization strategy
05Expand share in existing categories by strengthening brand power
06Build a second growth pillar through full-scale entry into powered categories
07Establish demand for named products by strengthening official channels and CRM
08Reform the structure of the core brand “ByUR” and strengthen the earnings base
09Make strategic upfront investments in “ByGLOW” and develop it into a second growth pillar
10Diversify the portfolio by entering new categories
11Create a difficult-to-replicate moat through “brand worldview × styling proposals × community”
12Evolve into a lifestyle brand by creating “new value × new categories”
13Establish a difficult-to-replicate “co-creation ecosystem” through IP collaborations and community
14Optimize sales, logistics and marketing as an integrated package
15Strengthen the resilience of the supply chain and logistics
16Strengthen resilience to tariffs and cost fluctuations
17Concentrate investment in human capital on “questions” and “decisions”
18An accelerator that eliminates friction from taking on challenges
19An intelligence platform that transforms learning from challenges into “proprietary intellectual assets”
20Aim to approximately halve CO₂ emissions by 2030
Plan assumptionsCAGR of the mobile accessories market: approximately 6.0%, 8.0% and 10.0% (medium- to long-term market forecasts), CAGR of the beauty market: approximately 2.6%, 3.0% and 3.0% (forecast from 2024 to 2027), CAGR of the gaming accessories market: approximately 5.0%, 6.0% and 7.0% (medium- to long-term market forecasts), CAGR of Japan's B2C e-commerce market: approximately 8%, CAGR of the global B2C e-commerce market: approximately 15%, The numerical targets were formulated based on information available at this time and may be changed due to future changes in the business environment and other factors.
Segment targetSegment name Mobile Life Business / 2029/04 net sales target ¥10,460 million / 2029/04 profit target Not disclosed, Segment name Beauty Business / 2029/04 net sales target ¥8,650 million / 2029/04 profit target Not disclosed, Segment name Gaming Accessories Business / 2029/04 net sales target ¥4,640 million / 2029/04 profit target Not disclosed, Segment name Global Business / 2029/04 net sales target ¥7,139 million / 2029/04 profit target Not disclosed, Segment name Total for All Businesses / 2029/04 net sales target ¥30,889 million / 2029/04 business profit target ¥3,325 million
Non-financial targetsIndicator CO₂ emissions / Target value Approximately half / Timing By 2030, Indicator Three-year retention rate for younger employees / Target value 100% / Timing Not disclosed, Indicator Company-wide employee turnover rate / Target value Maintain at 5% or below / Timing Not disclosed, Indicator Percentage of Female Managers / Target value At least 30% / Timing Not disclosed, Indicator Engagement score / Target value Set a target for improvement / Timing Not disclosed, Indicator Number of next-generation leaders developed / Target value Set a target for increase / Timing Not disclosed, Indicator Organizational vitality survey / Target value Improve the score / Timing Not disclosed
Size of the Target MarketMarket Mobile accessories market TAM / Scale Approximately ¥390 billion / Growth rate CAGR approximately 6.0% / Source Company estimate based on publicly available data from LINE Research (2021 survey), Market Mobile accessories market SAM / Scale Approximately ¥145 billion / Growth rate CAGR approximately 8.0% / Source Company estimate based on publicly available data from LINE Research (2021 survey), Market Mobile accessories market SOM / Scale Approximately ¥26 billion / Growth rate CAGR approximately 10.0% / Source Company estimate based on publicly available data from LINE Research (2021 survey), Market Beauty market TAM / Scale Approximately ¥3.2 trillion / Growth rate CAGR approximately 2.6% / Source Prepared by the Company based on Fuji Keizai’s Cosmetics Marketing Handbook 2025, Nos. 1–3, Market Beauty market SAM / Scale Approximately ¥2.0 trillion / Growth rate CAGR approximately 3.0% / Source Prepared by the Company based on Fuji Keizai’s Cosmetics Marketing Handbook 2025, Nos. 1–3, Market Beauty market SOM / Scale Approximately ¥140 billion / Growth rate CAGR approximately 3.0% / Source Prepared by the Company based on Fuji Keizai’s Cosmetics Marketing Handbook 2025, Nos. 1–3; SOM is a Company estimate, Market Gaming accessories market TAM / Scale Approximately ¥290 billion / Growth rate CAGR approximately 5.0% / Source Company estimate based on various publicly available sources, Market Gaming accessories market SAM / Scale Approximately ¥160 billion / Growth rate CAGR approximately 6.0% / Source Company estimate based on various publicly available sources, Market Gaming accessories market SOM / Scale Approximately ¥8 billion / Growth rate CAGR approximately 7.0% / Source Company estimate based on various publicly available sources, Market Japan’s B2C e-commerce market (merchandise sales) / Scale Not disclosed / Growth rate CAGR approximately 8% / Source Not disclosed, Market Global B2C e-commerce market / Scale Not disclosed / Growth rate CAGR approximately 15% / Source Not disclosed
Risks identified by the company
Economic conditions in major markets
Changes in Exchange Rates
Technological Innovation
Competitive Environment
Regulatory changes
The risk that profitability will be impaired by higher costs if decarbonization proceeds rapidly over the short term
Higher tariffs and logistics costs
Risk of supply disruption
| Item | Details |
|---|---|
| Plan name | Hamee Group Medium-Term Management Plan (2026/05–2029/04) |
| Plan period | 2026/05-2029/04 |
| Progress against the plan | Formulated |
| Sales Target | ¥22,073 million → ¥30,889 million（+39.9%） |
| Operating profit target | ¥983 million → ¥1,804 million（+83.5%） |
| Operating profit margin target | 1.3 % → 5.8 %（+346.2%） |
| ROE target | 6.1 % → 12 %（+96.7%） |
| ROIC target | 5.3 % → 10 %（+88.7%） |
| Payout ratio / DOE policy | Dividend payout ratio of 20.0% or higher. We aim to raise the ratio gradually after achieving the medium-term plan targets and increase dividends in line with earnings growth. The applicable period is after achievement of the medium-term plan targets. |
| Cost of capital | WACC (weighted average cost of capital: approximately 6.1%) |
| Self-assessment of PBR and share price | We aim to establish a PBR above 1x at an early stage and continuously enhance corporate value. Current PBR: Not disclosed. |
| Segment target | Segment name Mobile Life Business / 2029/04 net sales target ¥10,460 million / 2029/04 profit target Not disclosed, Segment name Beauty Business / 2029/04 net sales target ¥8,650 million / 2029/04 profit target Not disclosed, Segment name Gaming Accessories Business / 2029/04 net sales target ¥4,640 million / 2029/04 profit target Not disclosed, Segment name Global Business / 2029/04 net sales target ¥7,139 million / 2029/04 profit target Not disclosed, Segment name Total for All Businesses / 2029/04 net sales target ¥30,889 million / 2029/04 business profit target ¥3,325 million |
| Non-financial targets | Indicator CO₂ emissions / Target value Approximately half / Timing By 2030, Indicator Three-year retention rate for younger employees / Target value 100% / Timing Not disclosed, Indicator Company-wide employee turnover rate / Target value Maintain at 5% or below / Timing Not disclosed, Indicator Percentage of Female Managers / Target value At least 30% / Timing Not disclosed, Indicator Engagement score / Target value Set a target for improvement / Timing Not disclosed, Indicator Number of next-generation leaders developed / Target value Set a target for increase / Timing Not disclosed, Indicator Organizational vitality survey / Target value Improve the score / Timing Not disclosed |
| Plan assumptions | CAGR of the mobile accessories market: approximately 6.0%, 8.0% and 10.0% (medium- to long-term market forecasts), CAGR of the beauty market: approximately 2.6%, 3.0% and 3.0% (forecast from 2024 to 2027), CAGR of the gaming accessories market: approximately 5.0%, 6.0% and 7.0% (medium- to long-term market forecasts), CAGR of Japan's B2C e-commerce market: approximately 8%, CAGR of the global B2C e-commerce market: approximately 15%, The numerical targets were formulated based on information available at this time and may be changed due to future changes in the business environment and other factors. |
| Key initiatives | Category expansion, Structural improvement in profitability, AI strategy, Decarbonization strategy, Expand share in existing categories by strengthening brand power, Build a second growth pillar through full-scale entry into powered categories, Establish demand for named products by strengthening official channels and CRM, Reform the structure of the core brand “ByUR” and strengthen the earnings base, Make strategic upfront investments in “ByGLOW” and develop it into a second growth pillar, Diversify the portfolio by entering new categories, Create a difficult-to-replicate moat through “brand worldview × styling proposals × community”, Evolve into a lifestyle brand by creating “new value × new categories”, Establish a difficult-to-replicate “co-creation ecosystem” through IP collaborations and community, Optimize sales, logistics and marketing as an integrated package, Strengthen the resilience of the supply chain and logistics, Strengthen resilience to tariffs and cost fluctuations, Concentrate investment in human capital on “questions” and “decisions”, An accelerator that eliminates friction from taking on challenges, An intelligence platform that transforms learning from challenges into “proprietary intellectual assets”, Aim to approximately halve CO₂ emissions by 2030 |
| Results under the previous plan | Initial plan (figures not disclosed) → Net sales of ¥20,095 million and segment profit of ¥1,386 million（Achievement against the revised plan: net sales 102.0%, segment profit 119.9%） |
| Size of the Target Market | Market Mobile accessories market TAM / Scale Approximately ¥390 billion / Growth rate CAGR approximately 6.0% / Source Company estimate based on publicly available data from LINE Research (2021 survey), Market Mobile accessories market SAM / Scale Approximately ¥145 billion / Growth rate CAGR approximately 8.0% / Source Company estimate based on publicly available data from LINE Research (2021 survey), Market Mobile accessories market SOM / Scale Approximately ¥26 billion / Growth rate CAGR approximately 10.0% / Source Company estimate based on publicly available data from LINE Research (2021 survey), Market Beauty market TAM / Scale Approximately ¥3.2 trillion / Growth rate CAGR approximately 2.6% / Source Prepared by the Company based on Fuji Keizai’s Cosmetics Marketing Handbook 2025, Nos. 1–3, Market Beauty market SAM / Scale Approximately ¥2.0 trillion / Growth rate CAGR approximately 3.0% / Source Prepared by the Company based on Fuji Keizai’s Cosmetics Marketing Handbook 2025, Nos. 1–3, Market Beauty market SOM / Scale Approximately ¥140 billion / Growth rate CAGR approximately 3.0% / Source Prepared by the Company based on Fuji Keizai’s Cosmetics Marketing Handbook 2025, Nos. 1–3; SOM is a Company estimate, Market Gaming accessories market TAM / Scale Approximately ¥290 billion / Growth rate CAGR approximately 5.0% / Source Company estimate based on various publicly available sources, Market Gaming accessories market SAM / Scale Approximately ¥160 billion / Growth rate CAGR approximately 6.0% / Source Company estimate based on various publicly available sources, Market Gaming accessories market SOM / Scale Approximately ¥8 billion / Growth rate CAGR approximately 7.0% / Source Company estimate based on various publicly available sources, Market Japan’s B2C e-commerce market (merchandise sales) / Scale Not disclosed / Growth rate CAGR approximately 8% / Source Not disclosed, Market Global B2C e-commerce market / Scale Not disclosed / Growth rate CAGR approximately 15% / Source Not disclosed |
| Risks identified | Economic conditions in major markets, Changes in Exchange Rates, Technological Innovation, Competitive Environment, Regulatory changes, The risk that profitability will be impaired by higher costs if decarbonization proceeds rapidly over the short term, Higher tariffs and logistics costs, Risk of supply disruption |
| Date of board resolution | 15 June 2026 |
| Publication date | 15 June 2026 |
Items this document does not state (5)
Net income targetTreasury share acquisition policyTotal investment planInvestment amount by sectorReason 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.Following the spin-off IPO of NE Co., Ltd. in November 2025, we began anew as the new Hamee Group, centered on the commerce business. Accordingly, we formulated a new medium-term management plan for the new Hamee Group.
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