Worth reading
53Recurring
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
300
¥ million (increase in the revenue target for the fiscal year ending February 2028)Wording
Avoiding a definitive answer
How definitive the wording is.Items stated in the management plan
Partially revisedNet Sales+15.2%
基準 4,600Target5,300million
Operating profit+0.0%
基準 2,026Target2,027million
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 planFiscal year ended February 2026: revenue 3,900; operating profit 220 → Fiscal year ended February 2026 actual: revenue 4,126; operating profit 239（Revenue +5.8%; operating profit +8.6%）+5.8%Calculated from the two disclosed figures
Key initiatives
01Increase the number of pop-up shop events, including events in new areas (ongoing)
02New store openings and renovations of existing stores (fiscal year ended February 2026)
03Strengthen efforts to attract new customers (fiscal year ended February 2026)
04New store openings and renovations of existing stores (planned for the fiscal year ending February 2027)
05Strengthen efforts to attract new customers (planned for the fiscal year ending February 2027)
06Strengthen the rollout of new products (planned for the fiscal year ending February 2027)
07Improve production efficiency and other areas (planned for the fiscal year ending February 2027)
08Increase the number of pop-up shop events, including events held inside stores operated by the Company and its other brands (ongoing)
09Renovations of existing stores (fiscal year ended February 2026)
10Renovations of existing stores (fiscal year ending February 2027)
11Increase the number of pop-up shop events by using various channels to expand brand awareness and for other purposes (ongoing)
12Strengthen overseas expansion (fiscal year ended February 2026)
13Collaborations with other companies' IP (fiscal year ended February 2026)
14Strengthen efforts to attract new customers (fiscal year ended February 2026)
15New store openings and renovations of existing stores (planned for the fiscal year ending February 2027)
16Collaborations with other companies' IP (planned for the fiscal year ending February 2027)
17Strengthen overseas expansion (planned for the fiscal year ending February 2027)
Size of the Target MarketThe domestic retail market for bags and related products is valued at approximately ¥1,966.1 billion, according to the Yano Research Institute. In Japan's domestic e-commerce market, the B2C merchandise sector was ¥15.2194 trillion in 2024, with an e-commerce penetration rate of 9.78%; the total market was ¥26.1226 trillion, up 5.15% year on year. Source: Ministry of Economy, Trade and Industry, “Results of the E-Commerce Market Survey.”
Risks identified by the company
Business activities: Maintaining brand strength
Business activities: Store openings
Business activities: Earnings volatility
Business environment: Changes in fashion trends
Organization and business operations: Dependence on specific individuals
Reason for revision or withdrawal
For the fiscal year ended February 2026, both revenue and operating profit exceeded forecasts. Revenue targets from the fiscal year ending February 2027 onward were revised upward from last year's plan because sales at existing stores have continued to outperform expectations. In addition, the contracts governing the former EC site's intellectual property rights and customer information provided that these assets belonged to the former operator of the site. Furthermore, inquiries continue to arise because similar brands have been launched in a manner that could cause members of the former EC site to mistake them for ATAO, the Company's brand. Accordingly, proactive investment in sales promotion expenses and other areas is expected to remain necessary to re-expand internet and store sales.
| Item | Details |
|---|---|
| Plan name | Business Plan |
| Plan period | Fiscal years ending February 2026 to February 2029 |
| Progress against the plan | Partially revised |
| Sales Target | Fiscal year ending February 2026: 3,900; fiscal year ending February 2027: 4,300; fiscal year ending February 2028: 4,600 (disclosed in April 2025) → Fiscal year ending February 2026: 4,126 (actual); fiscal year ending February 2027: 4,500; fiscal year ending February 2028: 4,900; fiscal year ending February 2029: 5,300 (disclosed in April 2026)（Fiscal year ending February 2027: +4.7%; fiscal year ending February 2028: +6.5%） |
| Operating profit target | Fiscal year ending February 2026: 220 (budget, disclosed in April 2025) → Fiscal year ending February 2027: 330 (budget, disclosed in April 2026) |
| Key initiatives | Increase the number of pop-up shop events, including events in new areas (ongoing), New store openings and renovations of existing stores (fiscal year ended February 2026), Strengthen efforts to attract new customers (fiscal year ended February 2026), New store openings and renovations of existing stores (planned for the fiscal year ending February 2027), Strengthen efforts to attract new customers (planned for the fiscal year ending February 2027), Strengthen the rollout of new products (planned for the fiscal year ending February 2027), Improve production efficiency and other areas (planned for the fiscal year ending February 2027), Increase the number of pop-up shop events, including events held inside stores operated by the Company and its other brands (ongoing), Renovations of existing stores (fiscal year ended February 2026), Renovations of existing stores (fiscal year ending February 2027), Increase the number of pop-up shop events by using various channels to expand brand awareness and for other purposes (ongoing), Strengthen overseas expansion (fiscal year ended February 2026), Collaborations with other companies' IP (fiscal year ended February 2026), Strengthen efforts to attract new customers (fiscal year ended February 2026), New store openings and renovations of existing stores (planned for the fiscal year ending February 2027), Collaborations with other companies' IP (planned for the fiscal year ending February 2027), Strengthen overseas expansion (planned for the fiscal year ending February 2027) |
| Results under the previous plan | Fiscal year ended February 2026: revenue 3,900; operating profit 220 → Fiscal year ended February 2026 actual: revenue 4,126; operating profit 239（Revenue +5.8%; operating profit +8.6%） |
| Reason for revision or withdrawal | For the fiscal year ended February 2026, both revenue and operating profit exceeded forecasts. Revenue targets from the fiscal year ending February 2027 onward were revised upward from last year's plan because sales at existing stores have continued to outperform expectations. In addition, the contracts governing the former EC site's intellectual property rights and customer information provided that these assets belonged to the former operator of the site. Furthermore, inquiries continue to arise because similar brands have been launched in a manner that could cause members of the former EC site to mistake them for ATAO, the Company's brand. Accordingly, proactive investment in sales promotion expenses and other areas is expected to remain necessary to re-expand internet and store sales. |
| Size of the Target Market | The domestic retail market for bags and related products is valued at approximately ¥1,966.1 billion, according to the Yano Research Institute. In Japan's domestic e-commerce market, the B2C merchandise sector was ¥15.2194 trillion in 2024, with an e-commerce penetration rate of 9.78%; the total market was ¥26.1226 trillion, up 5.15% year on year. Source: Ministry of Economy, Trade and Industry, “Results of the E-Commerce Market Survey.” |
| Risks identified | Business activities: Maintaining brand strength, Business activities: Store openings, Business activities: Earnings volatility, Business environment: Changes in fashion trends, Organization and business operations: Dependence on specific individuals |
| Publication date | 10 April 2026 |
Items this document does not state (14)
Operating profit margin targetNet income targetROE targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planInvestment amount by sectorSegment targetNon-financial targetsPlan assumptionsDate 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.For the fiscal year ended February 2026, revenue and operating profit both exceeded forecasts, while sales at existing stores have continued to outperform expectations. As a result, revenue targets from the fiscal year ending February 2027 onward were revised upward from last year's plan. In addition, continued proactive investment in sales promotion expenses and other areas is expected to remain necessary due to the contractual ownership of intellectual property rights and customer information related to the former EC site, as well as the rollout of similar brands.
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.