Growth in customer numbers and net sales, and improvement in the ordinary profit margin
First written in FY2017. 7 of 19 entries say "Restated". Latest entry: 2026-10-09.
- FY2026ReframedAnnual report
「As long-term management targets, we place importance on growth in customer numbers and revenue, together with improvement in the operating profit margin and ordinary profit margin.」
In addition to the previous focus on growth in customer numbers and revenue and improvement in the ordinary profit margin, it explicitly identifies improvement in the operating profit margin as a long-term indicator. - 2026-04-06AdvancedOccurring Fact
「Operating income and ordinary income are expected to significantly exceed the previous forecasts, reflecting higher revenue, SG&A cost controls through optimization of the cost structure, and the recognition of foreign exchange gains in non-operating income.」
Against a backdrop of SG&A cost controls through cost structure optimization and other factors, the company revised its operating income forecast from ¥394 million to ¥481 million and its ordinary income forecast from ¥308 million to ¥470 million. - FY2025-H1RestatedAnnual report
「Under these circumstances, the Kyoshin Group is developing businesses aimed at improving profitability in the business of supporting people throughout their lives, with the goal of realizing its Group Vision of “Creating a Future with More Wonderful Adults.”」
The policy of emphasizing improved profitability remains in place, but no specific numerical targets are presented. - FY2024-Q3RestatedAnnual report
「Under these circumstances, the Kyoshin Group reviewed its medium-term vision in March 2018 as part of its “transformation into a company that develops a ‘lifelong support business’ serving people throughout their lives,” in order to support long-term business expansion and respond to changing times and social needs. In December 2020, it adopted becoming “a company that creates a future with more wonderful adults” as its Group Vision, identified improved profitability and human-resource development as key priorities, and is pursuing further growth.」
Reaffirms the growth policy of making improved profitability and human resources development priority issues, but this filing does not present specific numerical targets. - FY2024-Q2RestatedAnnual report
「In December 2020, we also adopted becoming a company that “creates a future with more wonderful adults” as the Group Vision, identified improved profitability and human resources development as priority issues, and stated that we aim to achieve further growth.」
Reaffirms the policy of making improved profitability and human resources development priority issues, but does not state any changes to specific numerical targets. - FY2024-Q1RestatedAnnual report
「In December 2020, we also adopted becoming a company that “creates a future with more wonderful adults” as the Group Vision, identified improved profitability and human resources development as priority issues, and stated that we aim to achieve further growth.」
The policy of emphasizing improved profitability remains in place, but this filing does not present specific numerical targets. - FY2023-Q2SoftenedAnnual report
「In December 2020, we also adopted becoming a company that “creates a future with more wonderful adults” as the Group Vision, and aim to achieve further growth by developing human resources and improving profitability with a view to the future.」
The policy of pursuing growth through improved profitability is stated, but this filing does not reiterate specific figures such as the 1% annual improvement in the ordinary profit margin set out in the previous medium-term management plan. - FY2021RaisedAnnual report
「2. Initiatives to achieve thorough profitability improvement ① Reduce the personnel expense ratio ② Improve profitability by business division and by location ③ Reduce expenses excluding personnel costs ～Increase the ordinary profit margin by 1% every year through higher productivity～」
While continuing to emphasize improvement in the ordinary profit margin, the 2021–2024 medium-term management plan identifies reducing the personnel expense ratio, improving profitability by location and cutting expenses as measures to achieve a 1% annual improvement in the ordinary profit margin. - FY2020SoftenedAnnual report
「However, partly due to the impact of COVID-19, we were forced to temporarily suspend business activities, including our cram-school and language-related businesses, and need to consider how our services should operate going forward. In addition, because it is difficult to forecast entry conditions in each country, the pace of recovery in our domestic Japanese-language schools, overseas cram-school locations and overseas language schools cannot be determined, making it impossible to forecast the management indicators targeted for fiscal 2021 and fiscal 2022.」
The policy of focusing on growth in customer numbers and revenue and improvement in the ordinary profit margin remains unchanged, but states that the management indicators for fiscal 2021 and fiscal 2022 cannot be forecast due to uncertainty surrounding the pandemic and entry conditions. - FY2019RestatedAnnual report
「The Group aims to attract more customers and improve profitability as a result of being valued by customers and society. As management indicators, it places importance on customer numbers, revenue and operating profit in each business. As long-term management targets, it places importance on growth in customer numbers and revenue, together with improvement in the ordinary profit margin.」
Reiterates its policy of focusing on customer numbers, revenue and operating profit, as well as long-term growth in customer numbers and revenue and improvement in the ordinary profit margin. - FY2019-Q3RestatedAnnual report
「• Improve profitability through “Amoeba Management,” with consolidated revenue of ¥25 billion and ordinary profit of ¥2 billion」
Continues to set targets of improving profitability through Amoeba Management, consolidated revenue of ¥25 billion and ordinary profit of ¥2 billion. - FY2019-Q2RestatedAnnual report
「Improve profitability through “Amoeba Management,” with consolidated revenue of ¥25 billion and ordinary profit of ¥2 billion」
Reiterates the targets of improving profitability through Amoeba Management, consolidated revenue of ¥25 billion and ordinary profit of ¥2 billion. - FY2019-Q1RaisedAnnual report
「Improve profitability through “Amoeba Management,” with consolidated revenue of ¥25 billion and ordinary profit of ¥2 billion」
In addition to the previous long-term targets of growth in customer numbers and revenue and improvement in the ordinary profit margin, the 2020 Vision set specific numerical targets of ¥25 billion in consolidated revenue and ¥2 billion in ordinary profit, and identified Amoeba Management as the means of achieving them. - FY2017First statedAnnual report
「As long-term management targets, we place importance on growth in customer numbers and revenue, together with improvement in the ordinary profit margin.」
We place importance on customer numbers, revenue and operating profit in each business, with long-term targets of growth in customer numbers and revenue and improvement in the ordinary profit margin.