Worth reading
82Important
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
-5
¥100 million (operating profit target, vs. previous plan)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+0.1%
基準 2,028Target2,030100 million
Operating profit+0.1%
基準 2,028Target2,030100 million
Operating profit margin+2.0pt
基準 2,028Target2,030%
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).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 plan¥1.5 billion (FY2028) → Below-target trajectory. No actual result for FY2028 is stated0.0%Calculated from the two disclosed figures
Statements about the use of capital
Payout ratio / DOE policyThe goal is to progressively raise the total payout ratio, including dividends, share repurchases and shareholder benefits, to 15% or more. Target period: Not disclosed.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Treasury share acquisition policyThe company will consider conducting share repurchases once a stable accumulation of profits has been confirmed. Repurchase capacity, amount and timing: Not disclosed.
Self-assessment of PBR and share priceThe current market capitalization is approximately ¥3 billion and the share price is ¥447. The company assesses that growth expectations have not yet been reflected in the share price. A ¥10 billion market capitalization would correspond to a share price of approximately ¥1,490, but this is not a target or forecast for the share price.PBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Deepening collaboration with Sumitomo Life
02Insurance agency business (KNLP) - The strength of human involvement
03Finance
04Residential environment
05Human Resources and Other Industries
06New app (FY2027)
07Life-event detection engine
08Use of AI in concierge services
09Criteria for future M&A decisions (3 conditions)
10Ongoing disclosure of KPIs
11Annual updates
12Engagement with individual investors
Plan assumptionsOperating profit CAGR of approximately 46% from FY2026 to FY2030, Apply an assumed multiple of 15x or more to ¥1 billion in operating profit, targeting a market capitalization of ¥10 billion or more, New M&A will not be incorporated into the plan and will be added upon completion of each transaction, Operating profit for FY2027-FY2029 represents a growth trajectory, not annual plan figures
Segment targetSegment Finance / FY2030 Operating Profit Mix Approximately 60%, Segment Residential environment / FY2030 Operating Profit Mix Approximately 20% of companies, Segment Human Resources and Other / FY2030 Operating Profit Mix Approximately 20% of companies
Non-financial targetsIndicator Number of active users (monthly average) / Target value 70,000 / Timing FY2030, Indicator Repeat rate / Target value 50% / Timing FY2030, Indicator ARPU (per action) / Target value ¥3,600 / Timing FY2030
Size of the Target MarketMarket Size ¥342 billion, ¥852 billion / Market Growth Rate Not disclosed / Source Demographics 2024, Actual per-transaction value for company-generated leads in the financial and housing-related sectors
Risks identified by the company
Competition (likelihood: medium, impact: medium)
Technological innovation and AI adoption (medium, medium)
Declining birth rate (high, low)
Relationships with specific partners (low, high)
M&A, PMI and goodwill impairment (medium, high)
Interest-bearing debt and collateralization (low, high)
Customer acquisition through advertising (medium, medium)
Recruitment and development of human resources (medium, medium)
Dependence on the representative director (low, medium)
Protection of personal information (low, high)
Reputational damage (low, high)
Reason for revision or withdrawal
Collaboration expanded, but the pace was slower than anticipated and the ramp-up lead time had not been sufficiently factored in. M&A will not be incorporated into the plan and will be added upon completion of each transaction. With effectively only one year remaining until the deadline, the plan's targets and time frame were reassessed.
| Item | Details |
|---|---|
| Plan name | New Medium-Term Management Plan |
| Plan period | FY2027〜FY2030 |
| Progress against the plan | Formulated |
| Sales Target | ¥3 billion or more (FY2028) → Approximately ¥3 billion (FY2030) |
| Operating profit target | ¥1.5 billion (FY2028) → ¥1 billion (FY2030)（Approximately -33.3%） |
| Operating profit margin target | 40% or more (FY2028) → Approximately 33% (FY2030) |
| Payout ratio / DOE policy | The goal is to progressively raise the total payout ratio, including dividends, share repurchases and shareholder benefits, to 15% or more. Target period: Not disclosed. |
| Treasury share acquisition policy | The company will consider conducting share repurchases once a stable accumulation of profits has been confirmed. Repurchase capacity, amount and timing: Not disclosed. |
| Self-assessment of PBR and share price | The current market capitalization is approximately ¥3 billion and the share price is ¥447. The company assesses that growth expectations have not yet been reflected in the share price. A ¥10 billion market capitalization would correspond to a share price of approximately ¥1,490, but this is not a target or forecast for the share price. |
| Segment target | Segment Finance / FY2030 Operating Profit Mix Approximately 60%, Segment Residential environment / FY2030 Operating Profit Mix Approximately 20% of companies, Segment Human Resources and Other / FY2030 Operating Profit Mix Approximately 20% of companies |
| Non-financial targets | Indicator Number of active users (monthly average) / Target value 70,000 / Timing FY2030, Indicator Repeat rate / Target value 50% / Timing FY2030, Indicator ARPU (per action) / Target value ¥3,600 / Timing FY2030 |
| Plan assumptions | Operating profit CAGR of approximately 46% from FY2026 to FY2030, Apply an assumed multiple of 15x or more to ¥1 billion in operating profit, targeting a market capitalization of ¥10 billion or more, New M&A will not be incorporated into the plan and will be added upon completion of each transaction, Operating profit for FY2027-FY2029 represents a growth trajectory, not annual plan figures |
| Key initiatives | Deepening collaboration with Sumitomo Life, Insurance agency business (KNLP) - The strength of human involvement, Finance, Residential environment, Human Resources and Other Industries, New app (FY2027), Life-event detection engine, Use of AI in concierge services, Criteria for future M&A decisions (3 conditions), Ongoing disclosure of KPIs, Annual updates, Engagement with individual investors |
| Results under the previous plan | ¥1.5 billion (FY2028) → Below-target trajectory. No actual result for FY2028 is stated |
| Reason for revision or withdrawal | Collaboration expanded, but the pace was slower than anticipated and the ramp-up lead time had not been sufficiently factored in. M&A will not be incorporated into the plan and will be added upon completion of each transaction. With effectively only one year remaining until the deadline, the plan's targets and time frame were reassessed. |
| Size of the Target Market | Market Size ¥342 billion, ¥852 billion / Market Growth Rate Not disclosed / Source Demographics 2024, Actual per-transaction value for company-generated leads in the financial and housing-related sectors |
| Risks identified | Competition (likelihood: medium, impact: medium), Technological innovation and AI adoption (medium, medium), Declining birth rate (high, low), Relationships with specific partners (low, high), M&A, PMI and goodwill impairment (medium, high), Interest-bearing debt and collateralization (low, high), Customer acquisition through advertising (medium, medium), Recruitment and development of human resources (medium, medium), Dependence on the representative director (low, medium), Protection of personal information (low, high), Reputational damage (low, high) |
| Publication date | 14 October 2026 |
Items this document does not state (7)
Net income targetROE targetROIC targetCost of capitalTotal investment planInvestment amount by sectorDate 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.Although collaboration expanded, the pace was slower than anticipated because the ramp-up lead time had not been sufficiently factored in. In addition, the policy was changed so that M&A would not be incorporated into the plan and would instead be added upon completion of each transaction. With effectively only one year remaining until the deadline, the plan's targets and time frame were reassessed.
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.