Worth reading
75Important
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
24490
¥ million (revenue target for the fiscal year ending July 2031)Wording
Avoiding a definitive answer
How definitive the wording is.Items stated in the management plan
Formulation (rolling update)Net Sales+9.4%
基準 22,383Target24,490million
Operating profit+0.0%
基準 2,030Target2,031million
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.
Operating profit marginNot disclosed → 7.9% (fiscal year ending July 2031)
Only the target level is shown because the current level for comparison was not provided.What happened to the previous plan¥15,095 million (plan for the fiscal year ending July 2026) → ¥15,085 million (actual for the fiscal year ending July 2026)（99.9% of plan）-0.1%Calculated from the two disclosed figures
Investment amount by sectorField Restaurant business: capital expenditure for new stores / Fiscal year ending July 2027 ¥293 million / Fiscal year ending July 2028 ¥600 million / Fiscal year ending July 2029 ¥700 million / Fiscal year ending July 2030 ¥800 million / Fiscal year ending July 2031 ¥800 million, Field Restaurant business: capital expenditure for existing stores / Fiscal year ending July 2027 ¥300 million / Fiscal year ending July 2028 ¥300 million / Fiscal year ending July 2029 ¥300 million / Fiscal year ending July 2030 ¥300 million / Fiscal year ending July 2031 ¥300 million, Field EB business: investment in opening new stores / Fiscal year ending July 2027 ¥708 million / Fiscal year ending July 2028 ¥100 million / Fiscal year ending July 2029 ¥1,400 million / Fiscal year ending July 2030 ¥500 million / Fiscal year ending July 2031 ¥0 million, Field EB business: real estate investment / Fiscal year ending July 2027 ¥150 million / Fiscal year ending July 2028 ¥150 million / Fiscal year ending July 2029 ¥150 million / Fiscal year ending July 2030 ¥150 million / Fiscal year ending July 2031 ¥150 million
Key initiatives
01Enhancement of the management capabilities of operating subsidiaries and promotion of their growth
02Promoting operational efficiency through the use of IT and AI, and shifting to higher-value-added operations
03Strengthening the governance structure, including operating subsidiaries, and enhancing risk management functions
04Improving the profitability of stores in existing development areas and advancing the real estate investment recovery plan
05Strengthening recruitment and training for new area development and developing attractive content
06Further evolution and advancement of investment schemes (a diverse range of financing schemes and stronger alliances with a greater number of external companies)
07Opening stores selectively in target areas (6–8 stores per year)
08Strengthening area development and community functions on Awaji Island
09Opening the Minami-Awaji hotel and a new hotel in Izumo
10Advancing the Iyo project and launching new projects
Plan assumptionsExisting-store sales at 103% year on year, and total sales including store closures at 101.9% year on year, Existing-store sales for the fiscal year ending July 2027 are set at 100% of the previous fiscal year, Store cost ratio of 26.4% for the fiscal year ending July 2027, Store personnel expense ratio of 29.7% for the fiscal year ending July 2027, Utilities expenses at 105% of the previous fiscal year for the fiscal year ending July 2027, Payment fees at the previous fiscal year's level for the fiscal year ending July 2027, Local properties to be sold to REITs and other investors at a target price of at least 10 times the purchase price
Segment targetSegment Restaurant Business / Revenue target for the fiscal year ending July 2031 ¥19,877 million / Profit target for the fiscal year ending July 2031 Not disclosed, Segment EB business / Revenue target for the fiscal year ending July 2031 ¥4,680 million / Profit target for the fiscal year ending July 2031 Not disclosed
Non-financial targetsIndicator Number of areas developed for regional revitalization / Target value At least 7 locations over 10 years / all 7 areas by the fiscal year ending July 2034 / Timing Through the fiscal year ending July 2034, Indicator Number of new restaurant openings / Target value 6–8 stores per year / Timing From the fiscal year ending July 2028, Indicator New area development in the EB business / Target value Opening 3 locations in new areas / Timing By 2031
Size of the Target MarketThe domestic market for the foodservice industry was ¥35,748.7 billion in 2025 and is expected to reach ¥36,458.2 billion in 2026 (up 2.0% year on year and expected to exceed the 2019 market size). Source: 富士経済 (announced 19 August 2026).
Risks identified by the company
Store opening plan
Store concepts
Seasonal fluctuations and the impact of weather
Competition
Licensing agreements with overseas foodservice companies
Real estate lease agreements
Rising personnel expenses
Rising energy prices
Procurement and safety of food ingredients
Securing and developing talent
Natural disasters
Decline in restaurant business sales due to the spread of infectious diseases
Rising procurement prices for imported food products, agricultural products and other items
Potential difficulty in attracting migration to development areas as depopulation in regional areas progresses
Risks related to real estate sales and holdings in the Estate Build-Up business
Reason for revision or withdrawal
Revenue nearly met the plan due to strong sales at existing stores, while the EB business fell short because the sale of properties held for sale was postponed until the following fiscal year or later. Profit fell short of the plan due to the recognition of provisions, increases in personnel expenses, payment fees and system costs, and the impact of adverse weather conditions, among other factors. To respond flexibly to changes in the business environment, the Company will use a rolling approach under which the plan is generally revised every fiscal year.
| Item | Details |
|---|---|
| Plan name | Innovative Synergy 2031 |
| Plan period | Fiscal years ending July 2027 to July 2031 |
| Progress against the plan | Formulation (rolling update) |
| Sales Target | ¥22,383 million (fiscal year ending July 2030 under the previous plan) / ¥15,085 million (actual for the fiscal year ending July 2026) → ¥24,490 million (fiscal year ending July 2031)（9.4% (compared with the final year of the previous plan)） |
| Operating profit target | ¥1,647 million (fiscal year ending July 2030 under the previous plan) / ¥388 million (actual for the fiscal year ending July 2026) → ¥1,931 million (fiscal year ending July 2031)（17.2% (compared with the final year of the previous plan)） |
| Operating profit margin target | Not disclosed → 7.9% (fiscal year ending July 2031) |
| Investment amount by sector | Field Restaurant business: capital expenditure for new stores / Fiscal year ending July 2027 ¥293 million / Fiscal year ending July 2028 ¥600 million / Fiscal year ending July 2029 ¥700 million / Fiscal year ending July 2030 ¥800 million / Fiscal year ending July 2031 ¥800 million, Field Restaurant business: capital expenditure for existing stores / Fiscal year ending July 2027 ¥300 million / Fiscal year ending July 2028 ¥300 million / Fiscal year ending July 2029 ¥300 million / Fiscal year ending July 2030 ¥300 million / Fiscal year ending July 2031 ¥300 million, Field EB business: investment in opening new stores / Fiscal year ending July 2027 ¥708 million / Fiscal year ending July 2028 ¥100 million / Fiscal year ending July 2029 ¥1,400 million / Fiscal year ending July 2030 ¥500 million / Fiscal year ending July 2031 ¥0 million, Field EB business: real estate investment / Fiscal year ending July 2027 ¥150 million / Fiscal year ending July 2028 ¥150 million / Fiscal year ending July 2029 ¥150 million / Fiscal year ending July 2030 ¥150 million / Fiscal year ending July 2031 ¥150 million |
| Segment target | Segment Restaurant Business / Revenue target for the fiscal year ending July 2031 ¥19,877 million / Profit target for the fiscal year ending July 2031 Not disclosed, Segment EB business / Revenue target for the fiscal year ending July 2031 ¥4,680 million / Profit target for the fiscal year ending July 2031 Not disclosed |
| Non-financial targets | Indicator Number of areas developed for regional revitalization / Target value At least 7 locations over 10 years / all 7 areas by the fiscal year ending July 2034 / Timing Through the fiscal year ending July 2034, Indicator Number of new restaurant openings / Target value 6–8 stores per year / Timing From the fiscal year ending July 2028, Indicator New area development in the EB business / Target value Opening 3 locations in new areas / Timing By 2031 |
| Plan assumptions | Existing-store sales at 103% year on year, and total sales including store closures at 101.9% year on year, Existing-store sales for the fiscal year ending July 2027 are set at 100% of the previous fiscal year, Store cost ratio of 26.4% for the fiscal year ending July 2027, Store personnel expense ratio of 29.7% for the fiscal year ending July 2027, Utilities expenses at 105% of the previous fiscal year for the fiscal year ending July 2027, Payment fees at the previous fiscal year's level for the fiscal year ending July 2027, Local properties to be sold to REITs and other investors at a target price of at least 10 times the purchase price |
| Key initiatives | Enhancement of the management capabilities of operating subsidiaries and promotion of their growth, Promoting operational efficiency through the use of IT and AI, and shifting to higher-value-added operations, Strengthening the governance structure, including operating subsidiaries, and enhancing risk management functions, Improving the profitability of stores in existing development areas and advancing the real estate investment recovery plan, Strengthening recruitment and training for new area development and developing attractive content, Further evolution and advancement of investment schemes (a diverse range of financing schemes and stronger alliances with a greater number of external companies), Opening stores selectively in target areas (6–8 stores per year), Strengthening area development and community functions on Awaji Island, Opening the Minami-Awaji hotel and a new hotel in Izumo, Advancing the Iyo project and launching new projects |
| Results under the previous plan | ¥15,095 million (plan for the fiscal year ending July 2026) → ¥15,085 million (actual for the fiscal year ending July 2026)（99.9% of plan） |
| Reason for revision or withdrawal | Revenue nearly met the plan due to strong sales at existing stores, while the EB business fell short because the sale of properties held for sale was postponed until the following fiscal year or later. Profit fell short of the plan due to the recognition of provisions, increases in personnel expenses, payment fees and system costs, and the impact of adverse weather conditions, among other factors. To respond flexibly to changes in the business environment, the Company will use a rolling approach under which the plan is generally revised every fiscal year. |
| Size of the Target Market | The domestic market for the foodservice industry was ¥35,748.7 billion in 2025 and is expected to reach ¥36,458.2 billion in 2026 (up 2.0% year on year and expected to exceed the 2019 market size). Source: 富士経済 (announced 19 August 2026). |
| Risks identified | Store opening plan, Store concepts, Seasonal fluctuations and the impact of weather, Competition, Licensing agreements with overseas foodservice companies, Real estate lease agreements, Rising personnel expenses, Rising energy prices, Procurement and safety of food ingredients, Securing and developing talent, Natural disasters, Decline in restaurant business sales due to the spread of infectious diseases, Rising procurement prices for imported food products, agricultural products and other items, Potential difficulty in attracting migration to development areas as depopulation in regional areas progresses, Risks related to real estate sales and holdings in the Estate Build-Up business |
Items this document does not state (10)
Net income targetROE targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planDate of board resolutionPublication date
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 respond flexibly to changes in the business environment, the Company has adopted a rolling approach under which the plan is generally revised every fiscal year. In addition to shifting toward opening stores with a focus on profitability and improving the profitability of existing businesses, the EB business has accumulated a track record in area development, and financial partners and operating companies are increasingly joining the business. The Company has therefore determined that the timing is right to move toward establishing new financing schemes.
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