Worth reading
57In focus
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
Avoiding a definitive answer
How definitive the wording is.Items stated in the management plan
Partially revisedWhat happened to the previous planNet sales 2,403, operating profit 92, ordinary profit 55, net income 54 → Net sales 2,252, operating profit 69, ordinary profit 33, net income 70（Net sales 93.7%, operating profit 75.4%, ordinary profit 60.9%, net income 130.4%）-6.3%Calculated from the two disclosed figures
Investment amount by sectorField Product Development / Research Investment / Amount Not disclosed, Field Capital Expenditure / Amount Not disclosed
Key initiatives
01Growth Strategy 1: Expanding the target market
02Growth Strategy 2: Payment Terminal 2.0
03Growth Strategy 3: Subscription-based sales of multi-payment terminals
04Growth Strategy 4: International payment network connectivity services
05Growth Strategy 5: Payment fee revenue
06Growth Strategy 6: Expansion from a face-to-face-centered model to omnichannel
Plan assumptionsContract development related to cashless payments, Expanding sales of multi-payment terminals, Expanding acquisition of users targeted for payment terminal replacement, Contract development of omnichannel systems, Expand alliances, Expanding acquisition of small-scale merchants, Expanding the types of payments available to existing users, Subscription sales of multi-payment terminals, Expanding sales of international payment network connectivity services, Expanding payment fee revenue, Launching and expanding sales of omnichannel services, Capital investment in payment ASP services, Development investment in new businesses
Segment targetSegment name Payment Integration Business (flow business) / Sales target Not disclosed / Profit Target Not disclosed, Segment name Payment Services Business (stock business) / Sales target Not disclosed / Profit Target Not disclosed
Non-financial targetsIndicator name Number of employees (excluding dispatched employees) / Target value 123 people / Timing Fiscal year ending June 2029
Size of the Target MarketThe cashless payment ratio was 58.0% in 2025. The interim target is 65% by 2030, with an eventual target of 80%. Source: Ministry of Economy, Trade and Industry website, “Cashless Payment Ratio Calculated”
Risks identified by the company
Risk of higher procurement and purchase costs due to shortages of semiconductors used in payment terminals, foreign exchange movements, and surging resource prices
Risk of an impact on performance from reduced customer IT investment due to economic stagnation and other factors
Risk of declining competitiveness due to delays in responding to new technologies, new services, and new cashless payment schemes
Risk of an impact on performance from intensifying competition for talent and employee attrition
Risk of service outages caused by natural disasters, cyberattacks, human error, tool malfunctions, and other factors
Risk of an impact on creditworthiness and performance due to the leakage of payment and other information
Reason for revision or withdrawal
The company reviewed its plans for the fiscal year ending June 2028 and beyond based on actual results for the fiscal year ending June 2026, the current level of inquiries, and progress under each strategy. In particular, the expected profit has declined as the proportion of payment terminal sales has increased.
| Item | Details |
|---|---|
| Plan name | Business Plan / Medium-Term Management Plan |
| Plan period | Fiscal years ending June 2028 to June 2030 (plan; fiscal years ending June 2025 and June 2026 are actual results) |
| Progress against the plan | Partially revised |
| Investment amount by sector | Field Product Development / Research Investment / Amount Not disclosed, Field Capital Expenditure / Amount Not disclosed |
| Segment target | Segment name Payment Integration Business (flow business) / Sales target Not disclosed / Profit Target Not disclosed, Segment name Payment Services Business (stock business) / Sales target Not disclosed / Profit Target Not disclosed |
| Non-financial targets | Indicator name Number of employees (excluding dispatched employees) / Target value 123 people / Timing Fiscal year ending June 2029 |
| Plan assumptions | Contract development related to cashless payments, Expanding sales of multi-payment terminals, Expanding acquisition of users targeted for payment terminal replacement, Contract development of omnichannel systems, Expand alliances, Expanding acquisition of small-scale merchants, Expanding the types of payments available to existing users, Subscription sales of multi-payment terminals, Expanding sales of international payment network connectivity services, Expanding payment fee revenue, Launching and expanding sales of omnichannel services, Capital investment in payment ASP services, Development investment in new businesses |
| Key initiatives | Growth Strategy 1: Expanding the target market, Growth Strategy 2: Payment Terminal 2.0, Growth Strategy 3: Subscription-based sales of multi-payment terminals, Growth Strategy 4: International payment network connectivity services, Growth Strategy 5: Payment fee revenue, Growth Strategy 6: Expansion from a face-to-face-centered model to omnichannel |
| Results under the previous plan | Net sales 2,403, operating profit 92, ordinary profit 55, net income 54 → Net sales 2,252, operating profit 69, ordinary profit 33, net income 70（Net sales 93.7%, operating profit 75.4%, ordinary profit 60.9%, net income 130.4%） |
| Reason for revision or withdrawal | The company reviewed its plans for the fiscal year ending June 2028 and beyond based on actual results for the fiscal year ending June 2026, the current level of inquiries, and progress under each strategy. In particular, the expected profit has declined as the proportion of payment terminal sales has increased. |
| Size of the Target Market | The cashless payment ratio was 58.0% in 2025. The interim target is 65% by 2030, with an eventual target of 80%. Source: Ministry of Economy, Trade and Industry website, “Cashless Payment Ratio Calculated” |
| Risks identified | Risk of higher procurement and purchase costs due to shortages of semiconductors used in payment terminals, foreign exchange movements, and surging resource prices, Risk of an impact on performance from reduced customer IT investment due to economic stagnation and other factors, Risk of declining competitiveness due to delays in responding to new technologies, new services, and new cashless payment schemes, Risk of an impact on performance from intensifying competition for talent and employee attrition, Risk of service outages caused by natural disasters, cyberattacks, human error, tool malfunctions, and other factors, Risk of an impact on creditworthiness and performance due to the leakage of payment and other information |
| Publication date | 18 September 2026 |
Items this document does not state (12)
Sales TargetOperating profit targetOperating profit margin targetNet income targetROE targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planDate 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.The review was based on actual results for the fiscal year ending June 2026, the current level of inquiries, and progress under each strategy. The company cited as background to the plan revision the postponement of order intake and revenue recognition for contract development projects, the postponement of subscription service launches, and changes in the sales mix resulting from increased payment terminal sales. Product development and research investment were changed to reflect a shift in management policy toward monetizing products and services. Capital investment was changed because the schedule for expanding facilities for the payment ASP service was postponed. The workforce plan was changed in response to revisions to the sales and research and development plans and improved operational efficiency through the introduction of AI.
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.