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
100
¥100 million (increase in the final-year operating revenue target)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+3,021.5%
基準 65Target2,029100 million
Operating profit+40,480.0%
基準 5Target2,029100 million
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 planOperating revenue of ¥65 billion and operating profit of ¥5 billion (initial targets for the fiscal year ending March 2026) → Achieved ahead of schedule in the fiscal year ending March 20260.0%Calculated from the two disclosed figures
Total investment plan¥8 billion (¥5 billion in business investment and ¥3 billion in capital expenditures and other investments)
Investment amount by sectorField Business Investment / Amount ¥5 billion, Field Capital expenditures and other investments / Amount ¥3 billion
Statements about the use of capital
Payout ratio / DOE policyFor the fiscal years ending March 2027 through March 2029, the company will pay stable and sustainable dividends over the long term, targeting a 3% DOE (dividend on equity).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 flexibly repurchase its own shares in response to the business environment and its operating and financial conditions. It will hold treasury shares as a reserve for M&A and for use in stock-based compensation. Treasury shares will generally be capped at 5% of the total number of issued shares, and shares exceeding that limit will, in principle, be cancelled at the end of each July. Share repurchases and other measures will be considered after securing cash and deposits equivalent to 1 year of fixed costs and working capital.
Key initiatives
01Discovering and strengthening the production of “artists” with a global outlook
02Creating “original content” that captivates audiences worldwide
03Building cross-border “360° Partnerships” (global production)
04Providing “culture tourism” that connects the world with local communities
05Evolving into “services and solutions” that support all artist activities
06Developing original hit works, using comic adaptations as a proving ground
07Expanding films and other works in which the company is a lead investor
08Bringing production capabilities in-house and pursuing business alliances, including capital and business alliances and M&A
09Strengthening collaboration with VOD and social media platforms with a view to the global market
10Generating secondary revenue from hit works through an all-AMUSE approach
Plan assumptionsFurther growth is expected in the domestic and overseas live entertainment and tourism markets and in inbound demand, Domestic travel spending (Japanese travelers): ¥26.7 trillion in 2025 actuals and ¥30 trillion forecast for 2030, Domestic travel spending (inbound travelers): ¥9.5 trillion in 2025 actuals and ¥15 trillion forecast for 2030, Inbound visitors to Japan: 42.68 million in 2025 actuals and a target of 60 million in 2030, Growth is slowing in the three major metropolitan areas (+4.9%), while regional areas are growing rapidly (+15.5%)
Segment targetBusiness Cross-border “360° Partnerships” / Indicator Sales scale in the Japanese market / Target At least ¥10 billion / Timing FY2028
Non-financial targetsIndicator Number of partnerships with overseas artists / Target 20 or more / Timing 3 years
Size of the Target MarketDomestic travel spending (Japanese travelers): ¥26.7 trillion in 2025 actuals and ¥30 trillion forecast for 2030. Domestic travel spending (inbound travelers): ¥9.5 trillion in 2025 actuals and ¥15 trillion forecast for 2030. Inbound visitors to Japan: 42.68 million in 2025 actuals and a target of 60 million in 2030. Shift toward regional areas: +4.9% in the three major metropolitan areas and +15.5% in regional areas. Sources: Japan Tourism Agency, “Survey of Travel and Tourism Consumption Trends,” “Accommodation Travel Statistics Survey,” and “Basic Plan for the Promotion of a Tourism-Oriented Nation.”
Risks identified by the company
Actual results may differ materially from these projections depending on various factors.
Reason for revision or withdrawal
The plan was updated in light of progress to date and changes in the business environment. The environment surrounding the entertainment industry is changing year by year, and the company recognizes the importance of accurately responding to these changes and moving onto a further growth trajectory.
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan (fiscal years ending March 2027 to March 2029) |
| Plan period | Fiscal years ending March 2027 to March 2029 |
| Progress against the plan | Formulated |
| Sales Target | ¥65 billion (final-year target under the previous medium-term management plan) → ¥75 billion (fiscal year ending March 2029)（+15.4%） |
| Operating profit target | ¥5 billion (final-year target under the previous medium-term management plan) → ¥5 billion (fiscal year ending March 2029)（0%） |
| Payout ratio / DOE policy | For the fiscal years ending March 2027 through March 2029, the company will pay stable and sustainable dividends over the long term, targeting a 3% DOE (dividend on equity). |
| Treasury share acquisition policy | The company will flexibly repurchase its own shares in response to the business environment and its operating and financial conditions. It will hold treasury shares as a reserve for M&A and for use in stock-based compensation. Treasury shares will generally be capped at 5% of the total number of issued shares, and shares exceeding that limit will, in principle, be cancelled at the end of each July. Share repurchases and other measures will be considered after securing cash and deposits equivalent to 1 year of fixed costs and working capital. |
| Total investment plan | ¥8 billion (¥5 billion in business investment and ¥3 billion in capital expenditures and other investments) |
| Investment amount by sector | Field Business Investment / Amount ¥5 billion, Field Capital expenditures and other investments / Amount ¥3 billion |
| Segment target | Business Cross-border “360° Partnerships” / Indicator Sales scale in the Japanese market / Target At least ¥10 billion / Timing FY2028 |
| Non-financial targets | Indicator Number of partnerships with overseas artists / Target 20 or more / Timing 3 years |
| Plan assumptions | Further growth is expected in the domestic and overseas live entertainment and tourism markets and in inbound demand, Domestic travel spending (Japanese travelers): ¥26.7 trillion in 2025 actuals and ¥30 trillion forecast for 2030, Domestic travel spending (inbound travelers): ¥9.5 trillion in 2025 actuals and ¥15 trillion forecast for 2030, Inbound visitors to Japan: 42.68 million in 2025 actuals and a target of 60 million in 2030, Growth is slowing in the three major metropolitan areas (+4.9%), while regional areas are growing rapidly (+15.5%) |
| Key initiatives | Discovering and strengthening the production of “artists” with a global outlook, Creating “original content” that captivates audiences worldwide, Building cross-border “360° Partnerships” (global production), Providing “culture tourism” that connects the world with local communities, Evolving into “services and solutions” that support all artist activities, Developing original hit works, using comic adaptations as a proving ground, Expanding films and other works in which the company is a lead investor, Bringing production capabilities in-house and pursuing business alliances, including capital and business alliances and M&A, Strengthening collaboration with VOD and social media platforms with a view to the global market, Generating secondary revenue from hit works through an all-AMUSE approach |
| Results under the previous plan | Operating revenue of ¥65 billion and operating profit of ¥5 billion (initial targets for the fiscal year ending March 2026) → Achieved ahead of schedule in the fiscal year ending March 2026 |
| Reason for revision or withdrawal | The plan was updated in light of progress to date and changes in the business environment. The environment surrounding the entertainment industry is changing year by year, and the company recognizes the importance of accurately responding to these changes and moving onto a further growth trajectory. |
| Size of the Target Market | Domestic travel spending (Japanese travelers): ¥26.7 trillion in 2025 actuals and ¥30 trillion forecast for 2030. Domestic travel spending (inbound travelers): ¥9.5 trillion in 2025 actuals and ¥15 trillion forecast for 2030. Inbound visitors to Japan: 42.68 million in 2025 actuals and a target of 60 million in 2030. Shift toward regional areas: +4.9% in the three major metropolitan areas and +15.5% in regional areas. Sources: Japan Tourism Agency, “Survey of Travel and Tourism Consumption Trends,” “Accommodation Travel Statistics Survey,” and “Basic Plan for the Promotion of a Tourism-Oriented Nation.” |
| Risks identified | Actual results may differ materially from these projections depending on various factors. |
| Publication date | 21 May 2026 |
Items this document does not state (7)
Operating profit margin targetNet income targetROE targetROIC targetCost of capitalSelf-assessment of PBR and share priceDate 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 plan was updated in light of progress under the previous medium-term management plan formulated in 2023 and changes in the business environment. The company intends to capture further growth in the domestic and overseas live entertainment and tourism markets and in inbound demand by strengthening artist production and original content and expanding its business portfolio through co-creation with overseas artists and local communities.
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.