Worth reading
62In focus
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
692
Million yen (consolidated operating profit target for the fiscal year ending February 2029)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+21.0%
基準 40,134Target48,549million
Operating profit+129.1%
基準 302Target692million
Net income for the current fiscal year+246.7%
基準 135Target468million
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.
ROE16.2% (Fiscal Year 51 actual, not a target) → Not disclosed
ROIC16.0% (Fiscal Year 51 actual, not a target) → Not disclosed
Only the target level is shown because the current level for comparison was not provided.What happened to the previous planChain sales of ¥36.53 billion, operating profit of ¥324 million, net income of ¥229 million, and ROIC of 24.0% (Fiscal Year 51 plan) → Chain sales of ¥40.13 billion, operating profit of ¥302 million, net income of ¥135 million, and ROIC of 16.0% (Fiscal Year 51 actual)（Chain sales: 109.9%, operating profit: 93.2%, net income: 58.9%, ROIC: 66.7%）-6.8%Calculated from the two disclosed figures
Statements about the use of capital
Self-assessment of PBR and share pricePBR was stated as 14.9x for Fiscal Year 51, but the Company's own assessment, such as whether this is a low level, was Not disclosedPBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Expanding business scale
02Improve the earnings structure
03Maximize corporate value
04Store Expansion Strategy
05Strengthen manufacturing and retail capabilities
06Shift toward profit generation
07Initiatives to enhance corporate value
08Promote digital transformation
09Expand the frozen-food business
10Expand sales of Popben bento products
11Develop external supply partners
12Optimize gross profit margins
13Select and focus, and determine which priority businesses and divisions should continue
Plan assumptionsRecovery in personal consumption accompanying improvements in the employment environment, Continued growth in inbound demand, The Company assumes that uncertainty will persist due to foreign-exchange fluctuations, geopolitical risks, developments in the trade policies of major countries, persistently high energy prices and rising raw material prices.
Segment targetSegment Smart Store Business / Sales Target ¥10,936 million (Fiscal Year 54, total store sales) / Operating profit target Not disclosed, Segment SS unmanned stores / Sales Target ¥843 million (Fiscal Year 54, total store sales) / Operating profit target Not disclosed, Segment Lawson-Poplar Business / Sales Target ¥36,770 million (Fiscal Year 54, total store sales) / Operating profit target ¥1,214 million (Fiscal Year 54), Segment FLC business (factory and frozen-food sales) / Sales Target ¥2,208 million (Fiscal Year 54) / Operating profit target Not disclosed
Non-financial targetsIndicator Store count / Target value 674 stores / Timing Fiscal Year 54 (fiscal year ending February 2029), Indicator Number of LP business stores / Target value 150 stores / Timing Fiscal Year 54 (fiscal year ending February 2029), Indicator LP business franchise ratio / Target value 90% for the time being / Timing Not disclosed, Indicator Frozen bento production volume / Target value 4,000 meals per month / Timing Not disclosed, Indicator Frozen osechi production volume / Target value 30,000 sets per season / Timing Not disclosed, Indicator Frozen business production capacity / Target value 200,000 packs per month / Timing Early launch, Indicator Daily sales per store / Target value Up 30% versus 2024 / Timing 2030, Indicator Store Operations / Target value Down 30% versus 2024 / Timing 2030, Indicator Store profit per owner / Target value 2x / Timing 2030, Indicator Head office profit / Target value 2x / Timing 2030
Risks identified by the company
Severe labor shortages
Rising operating costs, including labor and logistics costs
Decline in prospective franchisees
Increase in contract cancellations due to a shortage of successors
Foreign Exchange Volatility
Geopolitical risk
Developments in the trade policies of major countries
Persistently high energy prices
Rising raw material prices and inflation concerns
Procurement risks, including surging raw material and energy prices due to the situation in the Middle East
Rising logistics costs
| Item | Details |
|---|---|
| Plan name | Medium-Term Business Plan (Fiscal Years 52 to 54) |
| Plan period | Fiscal year ending February 2027 (Fiscal Year 52) to fiscal year ending February 2029 (Fiscal Year 54) |
| Progress against the plan | Formulated |
| Sales Target | ¥40,134 million (Fiscal Year 51 actual, total store sales) → ¥48,549 million (Fiscal Year 54 target, total store sales)（21.0%） |
| Operating profit target | ¥302 million (Fiscal Year 51 actual) → ¥692 million (Fiscal Year 54 target)（129.1%） |
| Net income target | ¥135 million (Fiscal Year 51 actual) → ¥468 million (Fiscal Year 54 target, net income after tax)（246.7%） |
| ROE target | 16.2% (Fiscal Year 51 actual, not a target) → Not disclosed |
| ROIC target | 16.0% (Fiscal Year 51 actual, not a target) → Not disclosed |
| Self-assessment of PBR and share price | PBR was stated as 14.9x for Fiscal Year 51, but the Company's own assessment, such as whether this is a low level, was Not disclosed |
| Segment target | Segment Smart Store Business / Sales Target ¥10,936 million (Fiscal Year 54, total store sales) / Operating profit target Not disclosed, Segment SS unmanned stores / Sales Target ¥843 million (Fiscal Year 54, total store sales) / Operating profit target Not disclosed, Segment Lawson-Poplar Business / Sales Target ¥36,770 million (Fiscal Year 54, total store sales) / Operating profit target ¥1,214 million (Fiscal Year 54), Segment FLC business (factory and frozen-food sales) / Sales Target ¥2,208 million (Fiscal Year 54) / Operating profit target Not disclosed |
| Non-financial targets | Indicator Store count / Target value 674 stores / Timing Fiscal Year 54 (fiscal year ending February 2029), Indicator Number of LP business stores / Target value 150 stores / Timing Fiscal Year 54 (fiscal year ending February 2029), Indicator LP business franchise ratio / Target value 90% for the time being / Timing Not disclosed, Indicator Frozen bento production volume / Target value 4,000 meals per month / Timing Not disclosed, Indicator Frozen osechi production volume / Target value 30,000 sets per season / Timing Not disclosed, Indicator Frozen business production capacity / Target value 200,000 packs per month / Timing Early launch, Indicator Daily sales per store / Target value Up 30% versus 2024 / Timing 2030, Indicator Store Operations / Target value Down 30% versus 2024 / Timing 2030, Indicator Store profit per owner / Target value 2x / Timing 2030, Indicator Head office profit / Target value 2x / Timing 2030 |
| Plan assumptions | Recovery in personal consumption accompanying improvements in the employment environment, Continued growth in inbound demand, The Company assumes that uncertainty will persist due to foreign-exchange fluctuations, geopolitical risks, developments in the trade policies of major countries, persistently high energy prices and rising raw material prices. |
| Key initiatives | Expanding business scale, Improve the earnings structure, Maximize corporate value, Store Expansion Strategy, Strengthen manufacturing and retail capabilities, Shift toward profit generation, Initiatives to enhance corporate value, Promote digital transformation, Expand the frozen-food business, Expand sales of Popben bento products, Develop external supply partners, Optimize gross profit margins, Select and focus, and determine which priority businesses and divisions should continue |
| Results under the previous plan | Chain sales of ¥36.53 billion, operating profit of ¥324 million, net income of ¥229 million, and ROIC of 24.0% (Fiscal Year 51 plan) → Chain sales of ¥40.13 billion, operating profit of ¥302 million, net income of ¥135 million, and ROIC of 16.0% (Fiscal Year 51 actual)（Chain sales: 109.9%, operating profit: 93.2%, net income: 58.9%, ROIC: 66.7%） |
| Risks identified | Severe labor shortages, Rising operating costs, including labor and logistics costs, Decline in prospective franchisees, Increase in contract cancellations due to a shortage of successors, Foreign Exchange Volatility, Geopolitical risk, Developments in the trade policies of major countries, Persistently high energy prices, Rising raw material prices and inflation concerns, Procurement risks, including surging raw material and energy prices due to the situation in the Middle East, Rising logistics costs |
| Publication date | 12 June 2026 |
Items this document does not state (9)
Operating profit margin targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalTotal investment planInvestment amount by sectorReason for revision or withdrawalSize of the Target MarketDate 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.As the business environment has changed significantly due to rising raw material prices, energy costs and labor costs, labor shortages, and a decline in prospective franchisees, the Company will optimize its business portfolio and rebuild its earnings base to achieve sustained growth in corporate value.
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.
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Corrections happenIf the company reissues this disclosure, the page is rebuilt from the corrected version and the revision number moves up.