Worth reading
91Important
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
3500
¥100 million (consolidated net sales; target for the fiscal year ending March 2031)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+0.2%
基準 2,026Target2,031hundred million
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.
ROE targetMaintain or increase the current ROE level (previous medium-term management plan) → Maintain or increase the current ROE level (continued)ROE is the percentage of profit generated from money provided by shareholders.
What happened to the previous planNet sales of ¥250 billion, ordinary profit of ¥10 billion, 1,000 stores and 14,000 employees → Net sales of ¥232.1 billion, ordinary profit of ¥7.7 billion, 653 stores and 8,766 employees (actual for the fiscal year ending March 2026)-37.4%Calculated from the two disclosed figures
Total investment planApproximately ¥40 billion (over 5 years)
Investment amount by sectorField New Store Openings / Amount Approximately ¥17.5 billion, Field Store renovations, closures and rebuilds / Amount Approximately ¥9 billion, Field New businesses and M&A / Amount Approximately ¥13.5 billion
Statements about the use of capital
Payout ratio / DOE policyThe Company will use a dividend payout ratio of 50% as a guideline, maintain ordinary dividends of at least ¥70 per share, and aim for progressive dividends. The covered period is from the fiscal year ending March 2027 through the fiscal year ending March 2031. The DOE target is Not disclosed.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Cost of capitalCost of equity of approximately 5.0–8.0%The cost of capital is the minimum rate of return expected by shareholders and banks from the company.
Self-assessment of PBR and share pricePBR has remained above 1x over the past 10 fiscal years and is currently near 2x, but the Company recognizes that it has been trending downward during the period of the previous medium-term management plan. The Company plans to work to further improve market valuation.PBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Further accelerate growth through an aggressive new store opening strategy
02Achieve stable growth by maximizing the value of existing stores and opening new stores in a planned manner
03Expand business scale through multifaceted store openings within and outside the Group
04Expand existing areas and pursue new areas
05New business formats and M&A
06Make a full-scale entry into the apparel retail industry
07Promote company-wide use of AI and DX
08Aggressive new store opening strategy
09Improve the competitiveness of existing stores
10Branch Operating Efficiency
11Continue planned new store openings
12Expand business areas by opening stores in new formats
13Reinvest in existing stores
14Strengthen the services division
15Strengthening Human Capital
16Expand overseas exports
17Maintain industry-leading store-opening capabilities
18Improve operational efficiency
19Broaden the scope of the meat business category
20Collaboration with Workman
21Pursue in-house production of agricultural products
22Expand the food wholesaling business
23Accelerate expansion of market share in e-commerce
Segment targetSegment Gyomu Super business / Net Sales ¥200 billion / Ordinary income ¥7 billion / Timing Fiscal year ending March 2031, Segment Automotive-related business / Net Sales ¥6.4 billion / Ordinary income ¥2.6 billion / Timing Fiscal year ending March 2031, Segment Fresh Meat Business / Net Sales ¥42.4 billion / Ordinary income ¥1 billion / Timing Fiscal year ending March 2031, Segment Other Businesses / Net Sales ¥36.6 billion / Ordinary income ¥2.1 billion / Timing Fiscal year ending March 2031
Non-financial targetsIndicator Number of 業務スーパー stores / Target value 278 stores / Timing Fiscal year ending March 2031, Indicator Number of automotive-related business stores / Target value 164 stores / Timing Fiscal year ending March 2031, Indicator Number of meat business stores / Target value 297 stores / Timing Fiscal year ending March 2031, Indicator Number of other business stores / Target value 135 stores / Timing Fiscal year ending March 2031, Indicator Total number of Group stores / Target value 874 stores / Timing Fiscal year ending March 2031, Indicator GHG Emissions / Target value 50% reduction from fiscal 2022 / Timing FY2030
Reason for revision or withdrawal
The Company celebrated its 50th anniversary in October 2025. Under its 21st Century Vision, it formulated a new medium-term management plan beginning with the fiscal year ending March 2027, looking ahead to the next 50 years.
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan 2030 |
| Plan period | Five fiscal years from the fiscal year ending March 2027 through the fiscal year ending March 2031 |
| Progress against the plan | Formulated |
| Sales Target | ¥250 billion (previous medium-term management plan; target for the fiscal year ending March 2026) → ¥350 billion (target for the fiscal year ending March 2031) |
| ROE target | Maintain or increase the current ROE level (previous medium-term management plan) → Maintain or increase the current ROE level (continued) |
| Payout ratio / DOE policy | The Company will use a dividend payout ratio of 50% as a guideline, maintain ordinary dividends of at least ¥70 per share, and aim for progressive dividends. The covered period is from the fiscal year ending March 2027 through the fiscal year ending March 2031. The DOE target is Not disclosed. |
| Cost of capital | Cost of equity of approximately 5.0–8.0% |
| Self-assessment of PBR and share price | PBR has remained above 1x over the past 10 fiscal years and is currently near 2x, but the Company recognizes that it has been trending downward during the period of the previous medium-term management plan. The Company plans to work to further improve market valuation. |
| Total investment plan | Approximately ¥40 billion (over 5 years) |
| Investment amount by sector | Field New Store Openings / Amount Approximately ¥17.5 billion, Field Store renovations, closures and rebuilds / Amount Approximately ¥9 billion, Field New businesses and M&A / Amount Approximately ¥13.5 billion |
| Segment target | Segment Gyomu Super business / Net Sales ¥200 billion / Ordinary income ¥7 billion / Timing Fiscal year ending March 2031, Segment Automotive-related business / Net Sales ¥6.4 billion / Ordinary income ¥2.6 billion / Timing Fiscal year ending March 2031, Segment Fresh Meat Business / Net Sales ¥42.4 billion / Ordinary income ¥1 billion / Timing Fiscal year ending March 2031, Segment Other Businesses / Net Sales ¥36.6 billion / Ordinary income ¥2.1 billion / Timing Fiscal year ending March 2031 |
| Non-financial targets | Indicator Number of 業務スーパー stores / Target value 278 stores / Timing Fiscal year ending March 2031, Indicator Number of automotive-related business stores / Target value 164 stores / Timing Fiscal year ending March 2031, Indicator Number of meat business stores / Target value 297 stores / Timing Fiscal year ending March 2031, Indicator Number of other business stores / Target value 135 stores / Timing Fiscal year ending March 2031, Indicator Total number of Group stores / Target value 874 stores / Timing Fiscal year ending March 2031, Indicator GHG Emissions / Target value 50% reduction from fiscal 2022 / Timing FY2030 |
| Key initiatives | Further accelerate growth through an aggressive new store opening strategy, Achieve stable growth by maximizing the value of existing stores and opening new stores in a planned manner, Expand business scale through multifaceted store openings within and outside the Group, Expand existing areas and pursue new areas, New business formats and M&A, Make a full-scale entry into the apparel retail industry, Promote company-wide use of AI and DX, Aggressive new store opening strategy, Improve the competitiveness of existing stores, Branch Operating Efficiency, Continue planned new store openings, Expand business areas by opening stores in new formats, Reinvest in existing stores, Strengthen the services division, Strengthening Human Capital, Expand overseas exports, Maintain industry-leading store-opening capabilities, Improve operational efficiency, Broaden the scope of the meat business category, Collaboration with Workman, Pursue in-house production of agricultural products, Expand the food wholesaling business, Accelerate expansion of market share in e-commerce |
| Results under the previous plan | Net sales of ¥250 billion, ordinary profit of ¥10 billion, 1,000 stores and 14,000 employees → Net sales of ¥232.1 billion, ordinary profit of ¥7.7 billion, 653 stores and 8,766 employees (actual for the fiscal year ending March 2026) |
| Reason for revision or withdrawal | The Company celebrated its 50th anniversary in October 2025. Under its 21st Century Vision, it formulated a new medium-term management plan beginning with the fiscal year ending March 2027, looking ahead to the next 50 years. |
| Date of board resolution | 13 May 2026 |
| Publication date | 13 May 2026 |
Items this document does not state (8)
Operating profit targetOperating profit margin targetNet income targetROIC targetTreasury share acquisition policyPlan assumptionsSize of the Target MarketRisks identified
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 Company will celebrate its 50th anniversary in October 2025 and has formulated a new medium-term management plan for the next 50 years under its 21st Century Vision. The Company plans to expand its business scale through new store openings with high investment efficiency and M&A, while improving productivity through workflow innovation and the promotion of DX.
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