Worth reading
74In focus
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
-12.9
¥100 million (reduction in the revenue target for the fiscal year ending March 2027)Wording
Conditional
How definitive the wording is.Items stated in the management plan
Partially revisedNet Sales-16.2%
基準 7.4Target6.2100 million
Operating profit-39.4%
基準 660Target400100 million
Operating profit margin-2.4pt
基準 8.9Target6.5％
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. For metrics expressed as percentages, differences are shown in percentage points (pt).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 planRevenue: ¥6.30 billion, operating profit: ¥260 million, ordinary profit: ¥210 million, net income: ¥210 million (previously disclosed forecast for the fiscal year ending March 2026) → Actual results: revenue of ¥6.03 billion, operating profit of ¥80 million, ordinary profit of ¥30 million, net loss of ¥220 million-89.1%Calculated from the two disclosed figures
Statements about the use of capital
Payout ratio / DOE policyThe company aims to increase retained earnings and become able to pay dividends in the fiscal year ending March 2027. Numerical target: not disclosed. Period covered: through the fiscal year ending March 2027The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01Strengthen competitiveness and productivity
02Improve brand awareness, expand operating areas, and drive operational innovation through IT/DX
03Strengthen human and financial capital
04Strengthen employee development, improve systems and workplace conditions, and promote diversity
05Improve profit margins and the equity ratio, and strengthen shareholder returns
06Promote coexistence with society
07Strengthen the foundation for sustainable management and collaboration with local communities
08Further develop the 3D operations comprising the matchmaking support system, operation of matchmaking support centers, and events and seminars
09Fundamentally review the matchmaking business as a whole
10Promote various initiatives centered on successful marriages
11Strengthen the role of matchmaking parties as a channel for enrolling members in marriage counseling services
12Pursue the acquisition of new customer segments to further expand revenue
13Continue reviewing procurement prices to secure an appropriate level of profit
14Enhance the business continuity plan (BCP) and comply with all general principles of the Corporate Governance Code
15Develop a system for matchmaking events and improve event operating efficiency
Plan assumptionsThe plan assumes that sluggish personal consumption due to rising prices and other factors may have a certain impact on the company's performance. Numerical assumptions for foreign exchange rates, market growth rates and raw material prices: not disclosed.
Segment targetSegment Matchmaking / Sales Target ¥2.04 billion / Operating profit target ¥380 million / Target fiscal year Fiscal year ending March 2027, Segment Casual weddings / Sales Target ¥3.65 billion / Operating profit target ¥450 million / Target fiscal year Fiscal year ending March 2027, Segment Regional Revitalization/QOL / Sales Target ¥600 million / Operating profit target ¥70 million / Target fiscal year Fiscal year ending March 2027
Non-financial targetsIndicator Number of new members in the matchmaking business / Target value At least 3,400 / Timing Fiscal year ending March 2027, Indicator Number of active members in the matchmaking business / Target value At least 6,900 / Timing Fiscal year ending March 2027, Indicator Number of marriage counseling service locations / Target value At least 1.5 times / Timing Through the fiscal year ending March 2027, Indicator Operational productivity / Target value At least 1.3 times / Timing Through the fiscal year ending March 2027, Indicator Casual wedding service penetration / Target value 1.6% of marriages / Timing Through the fiscal year ending March 2027, Indicator Number of events held / Target value At least 6,400 / Timing Fiscal year ending March 2027
Size of the Target MarketThe bridal-related market in 2025 was ¥15 trillion, the matchmaking market was ¥134.1 billion, and the wedding market was ¥11 trillion (down 0.3% year on year). Sources: Partly estimated by the company based on industry trend reports, the Statistics Bureau of Japan's Population Census, the Ministry of Health, Labour and Welfare's Vital Statistics Preliminary Report, surveys by Recruit Bridal Research Institute, and company estimates.
Risks identified by the company
Market trends, including the rise in unmarried people, the trend toward not holding wedding ceremonies or receptions, and deterioration in economic conditions
Competition
Management of information assets, including personal information
Maintaining safety and soundness in matchmaking-related services
COVID-19
Reason for revision or withdrawal
In the matchmaking business, customer acquisition through conventional marketing initiatives at marriage counseling services was sluggish due to changes in search engines and other factors, resulting in lower numbers of new members and active members than previously disclosed. In the casual wedding business, the number of weddings held by 2次会くん declined due to reduced demand in the wedding after-party market. In the Regional Revitalization/QOL business, the performance plan was raised because orders for matchmaking support services for local governments are trending upward.
| Item | Details |
|---|---|
| Plan name | Management Strategy (Fiscal Years Ending March 2025 to March 2027) |
| Plan period | Fiscal years ending March 2025 to March 2027 |
| Progress against the plan | Partially revised |
| Sales Target | ¥7.4 billion → ¥6.2 billion |
| Operating profit target | ¥660 million → ¥400 million |
| Operating profit margin target | 8.9％ → 6.5％ |
| Payout ratio / DOE policy | The company aims to increase retained earnings and become able to pay dividends in the fiscal year ending March 2027. Numerical target: not disclosed. Period covered: through the fiscal year ending March 2027 |
| Segment target | Segment Matchmaking / Sales Target ¥2.04 billion / Operating profit target ¥380 million / Target fiscal year Fiscal year ending March 2027, Segment Casual weddings / Sales Target ¥3.65 billion / Operating profit target ¥450 million / Target fiscal year Fiscal year ending March 2027, Segment Regional Revitalization/QOL / Sales Target ¥600 million / Operating profit target ¥70 million / Target fiscal year Fiscal year ending March 2027 |
| Non-financial targets | Indicator Number of new members in the matchmaking business / Target value At least 3,400 / Timing Fiscal year ending March 2027, Indicator Number of active members in the matchmaking business / Target value At least 6,900 / Timing Fiscal year ending March 2027, Indicator Number of marriage counseling service locations / Target value At least 1.5 times / Timing Through the fiscal year ending March 2027, Indicator Operational productivity / Target value At least 1.3 times / Timing Through the fiscal year ending March 2027, Indicator Casual wedding service penetration / Target value 1.6% of marriages / Timing Through the fiscal year ending March 2027, Indicator Number of events held / Target value At least 6,400 / Timing Fiscal year ending March 2027 |
| Plan assumptions | The plan assumes that sluggish personal consumption due to rising prices and other factors may have a certain impact on the company's performance. Numerical assumptions for foreign exchange rates, market growth rates and raw material prices: not disclosed. |
| Key initiatives | Strengthen competitiveness and productivity, Improve brand awareness, expand operating areas, and drive operational innovation through IT/DX, Strengthen human and financial capital, Strengthen employee development, improve systems and workplace conditions, and promote diversity, Improve profit margins and the equity ratio, and strengthen shareholder returns, Promote coexistence with society, Strengthen the foundation for sustainable management and collaboration with local communities, Further develop the 3D operations comprising the matchmaking support system, operation of matchmaking support centers, and events and seminars, Fundamentally review the matchmaking business as a whole, Promote various initiatives centered on successful marriages, Strengthen the role of matchmaking parties as a channel for enrolling members in marriage counseling services, Pursue the acquisition of new customer segments to further expand revenue, Continue reviewing procurement prices to secure an appropriate level of profit, Enhance the business continuity plan (BCP) and comply with all general principles of the Corporate Governance Code, Develop a system for matchmaking events and improve event operating efficiency |
| Results under the previous plan | Revenue: ¥6.30 billion, operating profit: ¥260 million, ordinary profit: ¥210 million, net income: ¥210 million (previously disclosed forecast for the fiscal year ending March 2026) → Actual results: revenue of ¥6.03 billion, operating profit of ¥80 million, ordinary profit of ¥30 million, net loss of ¥220 million |
| Reason for revision or withdrawal | In the matchmaking business, customer acquisition through conventional marketing initiatives at marriage counseling services was sluggish due to changes in search engines and other factors, resulting in lower numbers of new members and active members than previously disclosed. In the casual wedding business, the number of weddings held by 2次会くん declined due to reduced demand in the wedding after-party market. In the Regional Revitalization/QOL business, the performance plan was raised because orders for matchmaking support services for local governments are trending upward. |
| Size of the Target Market | The bridal-related market in 2025 was ¥15 trillion, the matchmaking market was ¥134.1 billion, and the wedding market was ¥11 trillion (down 0.3% year on year). Sources: Partly estimated by the company based on industry trend reports, the Statistics Bureau of Japan's Population Census, the Ministry of Health, Labour and Welfare's Vital Statistics Preliminary Report, surveys by Recruit Bridal Research Institute, and company estimates. |
| Risks identified | Market trends, including the rise in unmarried people, the trend toward not holding wedding ceremonies or receptions, and deterioration in economic conditions, Competition, Management of information assets, including personal information, Maintaining safety and soundness in matchmaking-related services, COVID-19 |
| Publication date | 13 May 2026 |
Items this document does not state (9)
Net income targetROE targetROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planInvestment amount by sectorDate 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.In the matchmaking business, customer acquisition through conventional marketing initiatives has been sluggish due to changes in search engines and other factors, while in the casual wedding business, demand for wedding after-parties fell below expectations. For the fiscal year ending March 2027, the plan also incorporates lower land and building rent and depreciation expenses resulting from optimization of the matchmaking business's branch network, as well as cost reductions from reviewing procurement prices for venues and attire.
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