Worth reading
42Recurring
0–100. This measures how worthwhile something is to read, not how good or bad the company is.Direction
Improvement
Direction inferred from the company’s description.Scale
1
years ahead of scheduleWording
Conditional
How definitive the wording is.Items stated in the management plan
Annual updateNet SalesApproximately ¥10 billion (fiscal year ending July 2027) → Not disclosed
Only the target level is shown because the current level for comparison was not provided.What happened to the previous planSales of approximately ¥10 billion and an EBITDA margin of approximately 15% (fiscal year ending July 2027) → Sales of ¥10.34 billion and an EBITDA margin of 15.5% (fiscal year ending July 2026)-0.0%Calculated from the two disclosed figures
Key initiatives
01Expansion of existing business lines and new development
02Continued investment in culture assets
03Expansion of engagement channels
04Expansion of the value proposition across multiple categories
05Expansion of customer touchpoints across multiple channels
06Expansion of target audiences across multiple generations
Size of the Target MarketIndicator Domestic e-commerce market size (TAM) / Figure ¥15.2 trillion / Source Ministry of Economy, Trade and Industry, FY2024 Market Survey of E-Commerce, Indicator Household goods and interiors / Figure ¥2.5 trillion / Source Ministry of Economy, Trade and Industry, FY2024 Market Survey of E-Commerce, Indicator Clothing and fashion accessories / Figure +¥2.7 trillion / Source Ministry of Economy, Trade and Industry, FY2024 Market Survey of E-Commerce, Indicator Cosmetics and pharmaceuticals / Figure +¥1.0 trillion / Source Ministry of Economy, Trade and Industry, FY2024 Market Survey of E-Commerce
Risks identified by the company
Risk that the life culture platform's competitive advantage will be lost
Risk arising from a high dependence on the D2C business
Risk of system failures, cyberattacks and other incidents
Risk associated with dependence on specific members of management
Risk associated with new product development and new businesses
Risk associated with the protection of personal information
Risk associated with climate change and natural disasters
Reason for revision or withdrawal
The plan, launched in July 2025 to reignite growth by increasing marketing investment, was achieved and completed faster than expected
| Item | Details |
|---|---|
| Plan name | Medium-Term Growth Strategy / MC² (Multi-Category, Multi-Channel) Strategy |
| Plan period | July 2025 to the fiscal year ending July 2027 |
| Progress against the plan | Annual update |
| Sales Target | Approximately ¥10 billion (fiscal year ending July 2027) → Not disclosed |
| Key initiatives | Expansion of existing business lines and new development, Continued investment in culture assets, Expansion of engagement channels, Expansion of the value proposition across multiple categories, Expansion of customer touchpoints across multiple channels, Expansion of target audiences across multiple generations |
| Results under the previous plan | Sales of approximately ¥10 billion and an EBITDA margin of approximately 15% (fiscal year ending July 2027) → Sales of ¥10.34 billion and an EBITDA margin of 15.5% (fiscal year ending July 2026) |
| Reason for revision or withdrawal | The plan, launched in July 2025 to reignite growth by increasing marketing investment, was achieved and completed faster than expected |
| Size of the Target Market | Indicator Domestic e-commerce market size (TAM) / Figure ¥15.2 trillion / Source Ministry of Economy, Trade and Industry, FY2024 Market Survey of E-Commerce, Indicator Household goods and interiors / Figure ¥2.5 trillion / Source Ministry of Economy, Trade and Industry, FY2024 Market Survey of E-Commerce, Indicator Clothing and fashion accessories / Figure +¥2.7 trillion / Source Ministry of Economy, Trade and Industry, FY2024 Market Survey of E-Commerce, Indicator Cosmetics and pharmaceuticals / Figure +¥1.0 trillion / Source Ministry of Economy, Trade and Industry, FY2024 Market Survey of E-Commerce |
| Risks identified | Risk that the life culture platform's competitive advantage will be lost, Risk arising from a high dependence on the D2C business, Risk of system failures, cyberattacks and other incidents, Risk associated with dependence on specific members of management, Risk associated with new product development and new businesses, Risk associated with the protection of personal information, Risk associated with climate change and natural disasters |
| Publication date | 30 October 2026 |
Items this document does not state (15)
Operating profit targetOperating profit margin targetNet income targetROE targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planInvestment amount by sectorSegment targetNon-financial targetsPlan assumptionsDate 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.The plan, launched in July 2025 to reignite growth by increasing marketing investment, was achieved and completed faster than expected.
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.