Worth reading
41Recurring
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
279
¥ millionWording
Conditional
How definitive the wording is.Items stated in the management plan
Partially revisedNet Sales+5.9%
基準 4,766Target5,046million
Operating profit+220.8%
基準 -168Target203million
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. The increase shown by the dotted line is calculated from the two reported figures because the company did not provide the amount of growth.
Net income for the current fiscal year¥154 million → Undetermined (-)
Only the target level is shown because the current level for comparison was not provided.What happened to the previous planRevenue 4,741; operating income △171; ordinary income △169 → Revenue 4,766; operating income △168; ordinary income △163+0.5%Calculated from the two disclosed figures
Key initiatives
01Differentiate the business by offering high-value-added travel products
02Improve brand awareness by strengthening marketing
03Further accelerate value creation and efficiency through the use of AI
04Improve customer satisfaction by strengthening customer success
05Maximizing business opportunities through synergies inside and outside the group
06Strengthening the Governance Framework
07Cost structure optimisation
Plan assumptionsCapture alternative demand from Europe by expanding offerings for North America, Oceania and Asia, Concerns over a decline in transaction volume resulting from some major customers reviewing their operations, Higher personnel expenses associated with strengthening the internal control system, Improve productivity through the use of AI and insource outsourced operations, Reduce costs by reviewing advertising and promotional expenses, system maintenance and operating expenses, and other costs
Size of the Target MarketIndicator Overseas travel spending / Figures 2025: ¥4.6 trillion; 2026 forecast: ¥4.9 trillion / Source Estimates and forecasts by JTB, Indicator Per-capita overseas travel spending / Figures 2025: ¥300,000; 2026 forecast: ¥320,000 / Source Estimates and forecasts by JTB, Indicator Japanese nationals departing the country / Figures 2025: 14.73 million people / Source JNTO and Immigration Services Agency of Japan
Risks identified by the company
Material events or similar matters related to the going concern assumption
Designation as a Security Under Special Caution
Travel market (international affairs, infectious diseases, foreign exchange and other factors)
Impact of competitors
The previous edition's “Worsening and prolonged impact of COVID-19” and “Risks such as weather, terrorism and war” were consolidated into “Travel market.” “Delayed adoption of e-commerce” was deleted as a standalone item.
Reason for revision or withdrawal
This reflects plans to expand offerings for alternative destinations, use AI, improve productivity and optimize the cost structure in light of the worsening situation in the Middle East, soaring fuel prices, the continued trend toward yen depreciation, concerns over a decline in transaction volume resulting from some major customers reviewing their operations, and higher personnel expenses associated with strengthening the internal control system.
| Item | Details |
|---|---|
| Plan name | Explanatory Material on Business Plans and Growth Potential |
| Plan period | Fiscal year ending June 2027 |
| Progress against the plan | Partially revised |
| Sales Target | ¥4,766 million → ¥5,046 million（＋5.9％） |
| Operating profit target | ¥-168 million → △203～△150 |
| Net income target | ¥154 million → Undetermined (-) |
| Plan assumptions | Capture alternative demand from Europe by expanding offerings for North America, Oceania and Asia, Concerns over a decline in transaction volume resulting from some major customers reviewing their operations, Higher personnel expenses associated with strengthening the internal control system, Improve productivity through the use of AI and insource outsourced operations, Reduce costs by reviewing advertising and promotional expenses, system maintenance and operating expenses, and other costs |
| Key initiatives | Differentiate the business by offering high-value-added travel products, Improve brand awareness by strengthening marketing, Further accelerate value creation and efficiency through the use of AI, Improve customer satisfaction by strengthening customer success, Maximizing business opportunities through synergies inside and outside the group, Strengthening the Governance Framework, Cost structure optimisation |
| Results under the previous plan | Revenue 4,741; operating income △171; ordinary income △169 → Revenue 4,766; operating income △168; ordinary income △163 |
| Reason for revision or withdrawal | This reflects plans to expand offerings for alternative destinations, use AI, improve productivity and optimize the cost structure in light of the worsening situation in the Middle East, soaring fuel prices, the continued trend toward yen depreciation, concerns over a decline in transaction volume resulting from some major customers reviewing their operations, and higher personnel expenses associated with strengthening the internal control system. |
| Size of the Target Market | Indicator Overseas travel spending / Figures 2025: ¥4.6 trillion; 2026 forecast: ¥4.9 trillion / Source Estimates and forecasts by JTB, Indicator Per-capita overseas travel spending / Figures 2025: ¥300,000; 2026 forecast: ¥320,000 / Source Estimates and forecasts by JTB, Indicator Japanese nationals departing the country / Figures 2025: 14.73 million people / Source JNTO and Immigration Services Agency of Japan |
| Risks identified | Material events or similar matters related to the going concern assumption, Designation as a Security Under Special Caution, Travel market (international affairs, infectious diseases, foreign exchange and other factors), Impact of competitors, The previous edition's “Worsening and prolonged impact of COVID-19” and “Risks such as weather, terrorism and war” were consolidated into “Travel market.” “Delayed adoption of e-commerce” was deleted as a standalone item. |
| Publication date | September 2026 |
Items this document does not state (12)
Operating profit margin targetROE targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planInvestment amount by sectorSegment targetNon-financial targetsDate 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.This reflects the incorporation of alternative demand from Europe through expanded offerings for North America, Oceania and Asia; concerns over a decline in transaction volume resulting from some major customers reviewing their operations; higher personnel expenses associated with strengthening the internal control system; productivity improvements through the use of AI; insourcing of outsourced operations; and cost reductions through reviews of advertising and promotional expenses, system maintenance and operating expenses, and other costs.
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.