Strengthening synergies among existing businesses, new businesses and the corporate group

「To achieve its corporate goals, the company is pursuing the following 3-pillar business strategy: ⅰ) further growth of standard campuses, which provide group instruction for junior high and high school entrance examinations; ⅱ) maximizing Life Time Value (customer lifetime value) by strengthening the university entrance examination and individualized instruction divisions; and ⅲ) accelerating expansion of inorganic growth areas as a new growth strategy.」

「With group instruction for elementary and junior high school students as its core, the company is strengthening individualized instruction and the Tōshin Satellite Preparatory School network to address diverse learning needs after students enter junior high school and high school and maximize Life Time Value (customer lifetime value) by providing the group’s educational services over a longer period.」

「Similarly, in developing new fields for the university-entrance division, the number of students at the 4 TOSHIN Satellite Preparatory Schools opened this spring has steadily increased. At 幼児未来教育, which became a subsidiary in January 2024, we are considering measures to create synergies, including sharing teaching materials and expertise with the Company and developing pathways into the elementary school division. Through these initiatives, we will make it possible to provide our group’s educational services over a longer period and work to maximize “Lifetime Value (customer lifetime value).”」

「This will enable the group to provide its educational services over a longer period to more than 10,000 former students each year as well as new customer segments, including preschool children, thereby contributing to the maximization of Life Time Value (customer lifetime value).」

「Through these initiatives, the company has begun providing new instructional services to current enrolled students and more than 10,000 former students each year. By improving its ability, together with individualized instruction, to address diverse learning needs after students enter junior high school and high school, the company aims to maximize customer lifetime value (LTV) while expanding the scale of its group business.」

「Against this backdrop, our Group formulated a new medium-term management plan in May 2023 to achieve the corporate goal of "continuing to provide unique value that nurtures children's futures and aiming to become the No. 1 education company" and worked toward achieving it.」

「Against this backdrop, our Group formulated a new medium-term management plan in May 2023 to achieve the corporate goal of "continuing to provide unique value that nurtures children's futures and aiming to become the No. 1 education company" and worked toward achieving it.」

「Although our group cannot avoid the impact of Japan’s declining birth rate, in the Tokyo metropolitan area where we operate, comprising Tokyo and the prefectures of Kanagawa, Saitama, Chiba, and Ibaraki, the decline in the school-age population is less pronounced than outside the region, and some areas are seeing growth, particularly among younger age groups. In light of this operating environment, our group formulated a medium-term management plan for the fiscal years ending March 2024 through March 2026 and began implementing it to achieve its corporate goal of continuing to provide unique value that nurtures children’s futures and becoming the No. 1 education company.」

「In addition, to enhance synergies among brands and improve customer service and expand each other’s businesses, we worked to strengthen coordination between group-instruction and individualized-instruction schools, between university-entrance schools and elementary and junior-high group-instruction schools, and among group companies.」

「Through this merger, the company aims to accelerate decision-making and improve operating efficiency, while further strengthening collaboration with its group-instruction campuses to achieve further growth in the Waseda Academy Individual Advancement Academy business.」

「Going forward, to establish the No. 1 brand in individualized instruction for highly capable students, the company will further strengthen synergies between group instruction and individualized instruction within the group and accelerate business development utilizing franchise expertise.」

「Based on the newly formulated medium-term management plan, the company aims to expand its business and enhance corporate value through the following priority initiatives: ① improving customer satisfaction by enhancing service quality, ② pursuing an admissions-results strategy by strengthening core businesses, ③ building a new earnings base by creating educational services, and ④ establishing an organization capable of achieving sustainable growth.」

「The company had postponed formulating its medium-term management plan beginning with the fiscal year ending March 2021 because the impact of the spread of COVID-19 made it difficult to reasonably estimate the future outlook. Based on information and forecasts available at the time, together with certain assumptions, the company formulated the plan and announced it on 29 January 2021. An overview of this plan, the medium-term management plan for the fiscal years ending March 2021 through March 2024, is available on the company’s website. Based on the newly formulated medium-term management plan, the company aims to expand its business and enhance corporate value through the following priority initiatives: ① improving customer satisfaction by enhancing service quality, ② pursuing an admissions-results strategy by strengthening core businesses, ③ building a new earnings base by creating educational services, and ④ establishing an organization capable of achieving sustainable growth.」

「The three years from the fiscal year ending March 2018 through the fiscal year ending March 2020 were positioned as a period for building the foundation for a leap forward toward achieving the long-term targets for 2028. The company focused on strengthening existing businesses, creating and developing new businesses, and strengthening synergies across the corporate group, while working to improve service quality, credibility, and trust. These initiatives will continue. However, the timing of formulating the medium-term management plan beginning with the fiscal year ending March 2021 has been postponed because the impact of the spread of COVID-19 has made it difficult to reasonably estimate the future outlook underlying the plan.」

「The performance of all 3 domestic subsidiaries, Noda Gakuen Co., Ltd., Mito Academy Co., Ltd., and Shugakusha Co., Ltd., remained strong and exceeded their annual budgets. The company also worked to strengthen collaboration, including jointly held special courses and the exchange of personnel, particularly instructors, to improve the group’s record of admissions to highly competitive schools.」

「The performance of all 3 domestic subsidiaries, Noda Gakuen Co., Ltd., Mito Academy Co., Ltd., and Shugakusha Co., Ltd., remained strong and exceeded their annual budgets. To strengthen synergies across the corporate group, the company and its subsidiaries jointly held special courses for entrance examinations to highly competitive schools and exchanged personnel, particularly instructors, while the company continued to provide various forms of operational support to its subsidiaries, including recruitment support.」

「Under these conditions, in the final year of the medium-term management plan for the fiscal years ending March 2018 through March 2020, the company focused on strengthening recruitment and training, improving service quality, and improving operating efficiency.」

「The company worked with its subsidiaries to create synergies across the corporate group by jointly holding special courses for entrance examinations to highly competitive schools and new courses, facilitating the exchange and utilization of personnel, particularly instructors, and coordinating recruitment.」

「The company worked with its subsidiaries to create synergies across the corporate group by jointly holding special courses for entrance examinations to highly competitive schools and new courses, facilitating the exchange and utilization of personnel, particularly instructors, and coordinating recruitment.」

「Under these conditions, in the second year of the medium-term management plan beginning with the fiscal year ending March 2018, the company focused on initiatives to strengthen existing businesses and improve quality, credibility, and trust, including improvements to teaching tools and systems, enhanced recruitment and training, and improved operating efficiency. To strengthen synergies among group companies, the company also worked with its subsidiaries to jointly hold special courses for entrance examinations to highly competitive schools, establish new courses, and facilitate the exchange and utilization of personnel, particularly instructors.」

「Our group has been implementing the initiatives set out in the medium-term management plan for the fiscal years ending March 2018 through March 2020. We designated the three years from the current fiscal year as a period for building the foundation for a leap forward toward achieving our long-term performance targets for 2028, and focused on strengthening recruitment and training, improving service quality, and improving operating efficiency as priority measures for strengthening existing businesses.」

「Each group company also focused on achieving its annual targets under the medium-term management plan, while the company’s divisions took the lead in implementing initiatives to enhance synergies within the group.」

「Under these conditions, our group has been working to strengthen existing businesses in line with the initiatives set out in the medium-term management plan, focusing on strengthening recruitment and training, improving customer service quality, and improving operating efficiency. In addition, with each division of the company taking the lead, we strengthened support for campuses in both academic and operational areas and focused on initiatives to enhance synergies among group companies.」

「On 1 June 2017, the company announced a medium-term management plan beginning with the fiscal year ending March 2018 and has been implementing its initiatives. In particular, with regard to strengthening existing businesses, a key pillar of the plan, the company has focused on recruiting and training personnel, improving service quality, and improving operating efficiency.」

「Over the medium term, the company will focus on strengthening existing businesses, creating and developing new businesses, and strengthening synergies across the corporate group, viewing this period as the foundation for a leap forward toward achieving its 2028 management targets, while working to improve service quality, credibility, and trust.」