Contents of this document
- Expansion of the new Crane Yokocho Kiwami format
- Opening of the first Nobikko brand store
- Expansion of the My Yokubari Pass rollout
- Expansion of capsule-toy specialty stores and prize-game specialty stores
- Revitalization of ASEAN stores, review of the pricing structure and store consolidation
- EBITDA¥17,201 millionYear on year against the same period last year+13.9%
- Existing-store sales (Japan)105.7 % year-on-year
- Digital members331 10,000 peopleYear on year against the same period last year+119.9%
- Market share of AiPri / Oreca Battle 235% or more / 46%
- Unit share of the card-game segmentMore than 30%
| Item | Details |
|---|---|
| Document type | Supplementary materials to the earnings report |
| Fiscal Period Covered | Fiscal year ended February 2026 |
| Net Sales | ¥93,290 million (YoY +6.9%) |
| Operating profit | ¥6,114 million (YoY +40.7%) |
| Ordinary income | ¥7,358 million (YoY +113.9%) |
| Net income | ¥2,790 million |
| Operating profit margin | 6.6 % |
| Progress against full-year forecast | Net Sales 101.2% of the initial forecast / Operating profit 83.8% of the initial forecast / Ordinary income 129.1% of the initial forecast / Net income for the current fiscal year 111.6% of the initial forecast / Operating profit in Japan 108.0% of the published forecast / Ordinary profit in Japan 129.9% of the published forecast |
| Self-assessment against the plan | mixed |
| Segment results | Domestic Net Sales ¥75,516 million (YoY +8.7%) / Operating profit ¥7,019 million / ASEAN Net Sales ¥15,222 million (YoY +15.5%) / Operating profit ¥465 million / China Net Sales ¥2,850 million (YoY -41.0%) / Operating profit ¥-1,368 million |
| Breakdown of Factors Affecting the Change | Operating profit in Japan Increase in existing-store sales 827 / Increase in personnel expenses -535 / Increase in depreciation and amortization -90 / FY2024 new stores (specialty stores) 437 / FY2025 new stores (specialty stores) 185 / FY2024 new stores (standard stores) 78 / FY2025 new stores (standard stores) -94 |
| Key KPIs | Indicator name EBITDA / Value ¥17,201 million / Year on year against the same period last year ¥13.9 million, Indicator name Existing-store sales (Japan) / Value 105.7 % year-on-year / Year on year against the same period last year Not disclosed, Indicator name Digital members / Value 331 10,000 people / Year on year against the same period last year 119.9 10,000 people |
| Number of stores and locations | Number of Stores at Period-End 1,303 Location / New stores opened during the period 257 Location / Store closures during the period 182 Location |
| Number of employees | Number of Employees 7,947 People / As of End of February 2026 |
| Capital expenditures | ¥13,908 million (capital expenditures for the acquisition of property, plant and equipment) |
| Market Size / Share | Indicator name Market share of AiPri / Oreca Battle 2 / Value 35% or more / 46%, Indicator name Unit share of the card-game segment / Value More than 30% |
| New initiatives | Expansion of the new Crane Yokocho Kiwami format, Opening of the first Nobikko brand store, Expansion of the My Yokubari Pass rollout, Expansion of capsule-toy specialty stores and prize-game specialty stores, Revitalization of ASEAN stores, review of the pricing structure and store consolidation |
Items this document does not state (14)
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.In Japan, performance benefited from the planned progress of new store openings, higher sales at existing stores, and the expansion of new formats and specialty stores. In ASEAN, earnings declined due to lower existing-store profitability amid intensifying competition in urban areas, as well as investment in new stores and higher selling, general and administrative expenses. In China, losses narrowed as a result of closing unprofitable stores and implementing structural reforms.