Worth reading
58In 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
265
¥ million (year-on-year improvement in operating loss)Wording
Avoiding a definitive answer
How definitive the wording is.Items stated in the management plan
Annual updateNet Sales+5.9%
基準 4,560Target4,827million
Operating profit+0.0%
基準 2,026Target2,027million
Net income for the current fiscal year+0.0%
基準 2,026Target2,027million
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.
What happened to the previous plan¥5,294 million (forecast for the fiscal year ended March 2026) → ¥4,560 million (actual results for the fiscal year ended March 2026)（▲13.9％）-13.9%Calculated from the two disclosed figures
Key initiatives
01Thorough cost reductions and optimization of management resources
02Expansion of the food-related business through sensibility × AI
03Space Business
04Reform of the earnings structure and reduction of personnel and other costs
05Renewal of the sales structure to maximize profits across the Group
06Profit contribution from the food and space businesses; full-scale implementation of the place-as-media strategy
07Strengthening brand consulting
08Revitalization of regional legacy businesses
09Standardization and horizontal rollout of the social media marketing business model
10University-linked education business
11Withdrawal from Unprofitable Businesses
12Promotion of regional legacy businesses
13Turning venues into media for regional promotional services
14Strengthening social media marketing
15Promotion of AI-enabled digital advertising operations services
16Developing regional brand production into a platform business
17Strengthening consulting for the revitalization of long-established regional brands
18Expansion into peripheral regional businesses
19Development of a comprehensive content and creative support business
20Expansion of the original IP business
21Revitalization of the e-commerce business
22Strengthening CRM
23Improvement of the product development process
24Strengthening the overseas e-commerce business
25Enhancing customer experience value
26Brand acquisitions and development
27Building and rolling out an e-commerce business model based on sensibility × AI
28Building a conglomerate of Japanese food brand businesses
29Accelerating overseas expansion
30Public listing
31Commercialization of DX services for agricultural administration
32Disaster prevention DX proof of concept
33Launch of proof-of-concept projects for government-related and fixed-asset surveys
34Converting satellite services into SaaS
35Standardization of DX services for government agencies
36Launch of disaster prevention DX services
37Accelerating business collaboration with major space companies
38Preparations for a public listing
39Investment
40Portfolio rebalancing
41Expansion of investment areas
Plan assumptionsThe 2027 business year, which is a transitional period associated with the change in the fiscal year-end, is expected to comprise 14 months from 1 April 2026 to 31 May 2027, The consolidated budget for the fiscal year ending March 2027 stated above covers 12 months
Non-financial targetsIndicator name Number of projects / Target value 20% increase / Timing Not disclosed
Size of the Target MarketMarket Domestic B2C e-commerce market / Scale Approximately ¥26 trillion (actual results for 2024) / Growth rate Not disclosed / Source Ministry of Economy, Trade and Industry, Market Global GovTech market / Scale US$88.4 billion (2026 forecast); US$349.0 billion (2035 forecast) / Growth rate 16.48% CAGR (2026–2035) / Source Business Research Insights, “Gov Tech Market Size, Share, Growth, and Industry Analysis...” (January 2026), Market Spending by international visitors to Japan / Scale ¥15 trillion (government target for 2030) / Growth rate Not disclosed / Source Japan Tourism Agency, “Tourism Vision to Support Japan’s Future,” and other sources, Market Domestic travel spending by Japanese residents / Scale ¥22 trillion / Growth rate Not disclosed / Source Japan Tourism Agency, “Tourism Vision to Support Japan’s Future”, Market Japan’s real estate investment market / Scale Approximately ¥4.7 trillion annually / Growth rate Not disclosed / Source Not disclosed, Market Securitization market / Scale Approximately ¥65 trillion / Growth rate Not disclosed / Source Not disclosed
Risks identified by the company
Changes in the market environment
Intensifying competition
Application of legal and other regulations
Technological innovation and other developments
Procurement of raw materials
Handling of personal information
Reason for revision or withdrawal
¥678 million due to intensifying competition from vendors adopting generative AI and weak performance in media-related projects; ¥56 million due to sluggish growth in sales to corporations and organizations resulting from delays in improving the operating structure of the food-related business; ¥47 million in upfront investments in regional revitalization projects, in addition to the impact of lower revenue; and ¥96 million in costs associated with the transition to a holding company structure and other measures
| Item | Details |
|---|---|
| Plan name | Fiscal 2027 Plan and Growth Strategy / Medium-Term Growth Roadmap |
| Plan period | 2026～2030 |
| Progress against the plan | Annual update |
| Sales Target | ¥4,560 million (actual results for the fiscal year ended March 2026) → ¥4,827 million (consolidated budget for the fiscal year ending March 2027)（+5.9% (year on year)） |
| Operating profit target | -¥417 million (actual results for the fiscal year ended March 2026) → -¥152 million (consolidated budget for the fiscal year ending March 2027) |
| Net income target | -¥174 million (actual results for the fiscal year ended March 2026) → -¥177 million (consolidated budget for the fiscal year ending March 2027) |
| Non-financial targets | Indicator name Number of projects / Target value 20% increase / Timing Not disclosed |
| Plan assumptions | The 2027 business year, which is a transitional period associated with the change in the fiscal year-end, is expected to comprise 14 months from 1 April 2026 to 31 May 2027, The consolidated budget for the fiscal year ending March 2027 stated above covers 12 months |
| Key initiatives | Thorough cost reductions and optimization of management resources, Expansion of the food-related business through sensibility × AI, Space Business, Reform of the earnings structure and reduction of personnel and other costs, Renewal of the sales structure to maximize profits across the Group, Profit contribution from the food and space businesses; full-scale implementation of the place-as-media strategy, Strengthening brand consulting, Revitalization of regional legacy businesses, Standardization and horizontal rollout of the social media marketing business model, University-linked education business, Withdrawal from Unprofitable Businesses, Promotion of regional legacy businesses, Turning venues into media for regional promotional services, Strengthening social media marketing, Promotion of AI-enabled digital advertising operations services, Developing regional brand production into a platform business, Strengthening consulting for the revitalization of long-established regional brands, Expansion into peripheral regional businesses, Development of a comprehensive content and creative support business, Expansion of the original IP business, Revitalization of the e-commerce business, Strengthening CRM, Improvement of the product development process, Strengthening the overseas e-commerce business, Enhancing customer experience value, Brand acquisitions and development, Building and rolling out an e-commerce business model based on sensibility × AI, Building a conglomerate of Japanese food brand businesses, Accelerating overseas expansion, Public listing, Commercialization of DX services for agricultural administration, Disaster prevention DX proof of concept, Launch of proof-of-concept projects for government-related and fixed-asset surveys, Converting satellite services into SaaS, Standardization of DX services for government agencies, Launch of disaster prevention DX services, Accelerating business collaboration with major space companies, Preparations for a public listing, Investment, Portfolio rebalancing, Expansion of investment areas |
| Results under the previous plan | ¥5,294 million (forecast for the fiscal year ended March 2026) → ¥4,560 million (actual results for the fiscal year ended March 2026)（▲13.9％） |
| Reason for revision or withdrawal | ¥678 million due to intensifying competition from vendors adopting generative AI and weak performance in media-related projects; ¥56 million due to sluggish growth in sales to corporations and organizations resulting from delays in improving the operating structure of the food-related business; ¥47 million in upfront investments in regional revitalization projects, in addition to the impact of lower revenue; and ¥96 million in costs associated with the transition to a holding company structure and other measures |
| Size of the Target Market | Market Domestic B2C e-commerce market / Scale Approximately ¥26 trillion (actual results for 2024) / Growth rate Not disclosed / Source Ministry of Economy, Trade and Industry, Market Global GovTech market / Scale US$88.4 billion (2026 forecast); US$349.0 billion (2035 forecast) / Growth rate 16.48% CAGR (2026–2035) / Source Business Research Insights, “Gov Tech Market Size, Share, Growth, and Industry Analysis...” (January 2026), Market Spending by international visitors to Japan / Scale ¥15 trillion (government target for 2030) / Growth rate Not disclosed / Source Japan Tourism Agency, “Tourism Vision to Support Japan’s Future,” and other sources, Market Domestic travel spending by Japanese residents / Scale ¥22 trillion / Growth rate Not disclosed / Source Japan Tourism Agency, “Tourism Vision to Support Japan’s Future”, Market Japan’s real estate investment market / Scale Approximately ¥4.7 trillion annually / Growth rate Not disclosed / Source Not disclosed, Market Securitization market / Scale Approximately ¥65 trillion / Growth rate Not disclosed / Source Not disclosed |
| Risks identified | Changes in the market environment, Intensifying competition, Application of legal and other regulations, Technological innovation and other developments, Procurement of raw materials, Handling of personal information |
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 targetDate of board resolutionPublication date
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.Although the Company pursued a selective focus on improving the profitability of its media business in the fiscal year ending March 2026, revenue declined due to intensifying competition from vendors adopting generative AI, weak performance in media-related projects, and delays in improving the operating structure of the food-related business. Costs associated with the transition to a holding company structure and other measures, as well as upfront investments in regional revitalization projects, also affected the operating loss. Going forward, the Company aims to achieve operating profitability in fiscal 2028 through cost reductions, expansion of its e-commerce business, and expansion of its DX business for local governments.
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