Worth reading
46Recurring
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
60
¥100 millionWording
Avoiding a definitive answer
How definitive the wording is.Items stated in the management plan
Annual updateTotal investment planCumulative total of approximately ¥6 billion through 2030
Investment amount by sectorField Business Model Transformation / Amount ¥1.0–1.4 billion, Field Human capital investment (including M&A) / Amount ¥4–5 billion
Key initiatives
01(1) Expand the customer base
02(2) Enhance tool value
03(3) Strengthen services
04Business Model Transformation
05Human capital investment (including M&A)
Non-financial targetsIndicator Our share of customers among companies with 1,000 or more employees / Target value Maintain above 5% / Timing Next steps, Indicator Our share of customers among companies with 100 to fewer than 1,000 employees / Target value Increase to the 1% range / Timing Next steps, Indicator Our share of customers among companies with 0 to fewer than 100 employees / Target value Increase to the 0.01% range / Timing Next steps
Size of the Target MarketEnterprise software (packaged software/SaaS) market ¥4.165 trillion in fiscal 2029 / Digital workplace market More than ¥1.2 trillion in fiscal 2029 / Source Fuji Chimera Research, Software Business New Market: 2025 Edition
Risks identified by the company
Business environment: IT investment trends
Business environment: Competition
Business environment: Dependence on Atlassian products
Business structure: Recruiting and developing personnel, and securing holders of technical certifications
| Item | Details |
|---|---|
| Plan name | Explanatory Material on Business Plans and Growth Potential |
| Plan period | 2025–2030 (fiscal year ending February 2030) |
| Progress against the plan | Annual update |
| Total investment plan | Cumulative total of approximately ¥6 billion through 2030 |
| Investment amount by sector | Field Business Model Transformation / Amount ¥1.0–1.4 billion, Field Human capital investment (including M&A) / Amount ¥4–5 billion |
| Non-financial targets | Indicator Our share of customers among companies with 1,000 or more employees / Target value Maintain above 5% / Timing Next steps, Indicator Our share of customers among companies with 100 to fewer than 1,000 employees / Target value Increase to the 1% range / Timing Next steps, Indicator Our share of customers among companies with 0 to fewer than 100 employees / Target value Increase to the 0.01% range / Timing Next steps |
| Key initiatives | (1) Expand the customer base, (2) Enhance tool value, (3) Strengthen services, Business Model Transformation, Human capital investment (including M&A) |
| Size of the Target Market | Enterprise software (packaged software/SaaS) market ¥4.165 trillion in fiscal 2029 / Digital workplace market More than ¥1.2 trillion in fiscal 2029 / Source Fuji Chimera Research, Software Business New Market: 2025 Edition |
| Risks identified | Business environment: IT investment trends, Business environment: Competition, Business environment: Dependence on Atlassian products, Business structure: Recruiting and developing personnel, and securing holders of technical certifications |
| Publication date | May 2026 |
Items this document does not state (15)
Sales TargetOperating profit targetOperating profit margin targetNet income targetROE targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceSegment targetPlan assumptionsResults under the previous planReason for revision or withdrawalDate 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.To accelerate growth by actively pursuing business alliances, while also considering M&A. The company also aims to build a high-margin business structure through business model transformation and expand its sales channels by strengthening its specialist teams.
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.