Worth reading
78Important
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
80
¥100 millionWording
Avoiding a definitive answer
How definitive the wording is.Items stated in the management plan
Partially revisedNet Sales+0.0%
基準 2,030Target2,031100 million
Operating profit margin+1.0pt
基準 2,030Target2,031％
ROE+1.0pt
基準 2,030Target2,031％
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. For metrics expressed as percentages, differences are shown in percentage points (pt).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 planNet sales of ¥60.0 billion, operating margin of 10.0%, ROE of 15.0% or higher, and year-end store count of 475 (fiscal year ending February 2026) → Net sales of ¥62.2 billion, operating margin of 10.6%, ROE of 18.7%, and year-end store count of 478 (actual results for the fiscal year ending February 2026)0.0%Calculated from the two disclosed figures
Total investment plan¥24.5 billion (growth investments, cumulative for the fiscal years ending February 2027 through February 2031)
Investment amount by sectorField Growth Investment / Amount ¥24.5 billion, Field M&A, overseas investments and other areas / Amount Not disclosed
Statements about the use of capital
Payout ratio / DOE policyDividend on equity (DOE) target of 4% or higher. The applicable period is not specified. This replaces the previous payout ratio target of 40%.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Treasury share acquisition policyThe company will consider flexible share repurchases, taking into account its investment capacity, share price levels and other factors. No specific details were provided regarding the repurchase limit, timing or conditions.
Cost of capitalCAPM-based cost of capital (5–7%)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 around 3x to 4x over the most recent 5 periods. The company believes that its share price has risen in line with growth in net sales and profit, suggesting that the market has placed a certain level of value on its growth potential and other factors.PBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Branch Strategy
02Expansion of domestic market share, overseas expansion, alliances and M&A
03Strengthening recruitment and developing human resources
04Promoting DX
05Business expansion, new product development and sales strategy
06Strengthening Branding
07Promoting Sustainability Initiatives
Plan assumptionsThe plan was prepared based on information currently available to the company and certain assumptions deemed reasonable. Specific numerical assumptions regarding exchange rates, market growth rates, raw material prices and other factors were not disclosed.
Non-financial targetsIndicator Year-end store count (including franchised stores) / Target value 497 / Timing Fiscal year ending February 2027, Indicator Year-end store count (including franchised stores) / Target value 543 / Timing Fiscal year ending February 2029, Indicator Year-end store count (including franchised stores) / Target value 597 / Timing Fiscal year ending February 2031, Indicator Store count (including franchised stores) / Target value 700 / Timing 8 years from now, fiscal year ending February 2034, Indicator GHG emissions (Scope 1 and 2) / Target value 30.7 thousand t-CO2 (30% reduction from 2018) / Timing Fiscal year ending February 2030, Indicator Reduction in GHG emissions (Scope 1 and 2) / Target value Reduction of 13.2 thousand t-CO2 / Timing By 2030, Indicator Percentage of Female Managers / Target value At least 10% / Timing By the fiscal year ending February 2029, Indicator Number of full-time employees per store / Target value 2.0–2.2 employees per store / Timing Not disclosed, Indicator Installation of touchscreen ordering systems / Target value Installation completed at all stores / Timing By the fiscal year ending February 2028
Risks identified by the company
Actual results and other outcomes may differ from the plan’s figures due to various factors
Unforeseen business risks
Reason for revision or withdrawal
This reflects changes in the business environment and recent performance trends. Net sales for the fiscal year ending February 2026 reached a record high of ¥62.2 billion, significantly exceeding the forecast.
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan “Hiday Challenge Rolling Plan 2026” |
| Plan period | Fiscal year ending February 2027 to fiscal year ending February 2031 |
| Progress against the plan | Partially revised |
| Sales Target | ¥75.0 billion (fiscal year ending February 2030) → ¥83.0 billion (fiscal year ending February 2031) |
| Operating profit margin target | 10.0% (fiscal year ending February 2030) → 10.0% or higher (fiscal year ending February 2031) |
| ROE target | 17.0% or higher (fiscal year ending February 2030) → 18.0% or higher (fiscal year ending February 2031) |
| Payout ratio / DOE policy | Dividend on equity (DOE) target of 4% or higher. The applicable period is not specified. This replaces the previous payout ratio target of 40%. |
| Treasury share acquisition policy | The company will consider flexible share repurchases, taking into account its investment capacity, share price levels and other factors. No specific details were provided regarding the repurchase limit, timing or conditions. |
| Cost of capital | CAPM-based cost of capital (5–7%) |
| Self-assessment of PBR and share price | PBR has remained around 3x to 4x over the most recent 5 periods. The company believes that its share price has risen in line with growth in net sales and profit, suggesting that the market has placed a certain level of value on its growth potential and other factors. |
| Total investment plan | ¥24.5 billion (growth investments, cumulative for the fiscal years ending February 2027 through February 2031) |
| Investment amount by sector | Field Growth Investment / Amount ¥24.5 billion, Field M&A, overseas investments and other areas / Amount Not disclosed |
| Non-financial targets | Indicator Year-end store count (including franchised stores) / Target value 497 / Timing Fiscal year ending February 2027, Indicator Year-end store count (including franchised stores) / Target value 543 / Timing Fiscal year ending February 2029, Indicator Year-end store count (including franchised stores) / Target value 597 / Timing Fiscal year ending February 2031, Indicator Store count (including franchised stores) / Target value 700 / Timing 8 years from now, fiscal year ending February 2034, Indicator GHG emissions (Scope 1 and 2) / Target value 30.7 thousand t-CO2 (30% reduction from 2018) / Timing Fiscal year ending February 2030, Indicator Reduction in GHG emissions (Scope 1 and 2) / Target value Reduction of 13.2 thousand t-CO2 / Timing By 2030, Indicator Percentage of Female Managers / Target value At least 10% / Timing By the fiscal year ending February 2029, Indicator Number of full-time employees per store / Target value 2.0–2.2 employees per store / Timing Not disclosed, Indicator Installation of touchscreen ordering systems / Target value Installation completed at all stores / Timing By the fiscal year ending February 2028 |
| Plan assumptions | The plan was prepared based on information currently available to the company and certain assumptions deemed reasonable. Specific numerical assumptions regarding exchange rates, market growth rates, raw material prices and other factors were not disclosed. |
| Key initiatives | Branch Strategy, Expansion of domestic market share, overseas expansion, alliances and M&A, Strengthening recruitment and developing human resources, Promoting DX, Business expansion, new product development and sales strategy, Strengthening Branding, Promoting Sustainability Initiatives |
| Results under the previous plan | Net sales of ¥60.0 billion, operating margin of 10.0%, ROE of 15.0% or higher, and year-end store count of 475 (fiscal year ending February 2026) → Net sales of ¥62.2 billion, operating margin of 10.6%, ROE of 18.7%, and year-end store count of 478 (actual results for the fiscal year ending February 2026) |
| Reason for revision or withdrawal | This reflects changes in the business environment and recent performance trends. Net sales for the fiscal year ending February 2026 reached a record high of ¥62.2 billion, significantly exceeding the forecast. |
| Risks identified | Actual results and other outcomes may differ from the plan’s figures due to various factors, Unforeseen business risks |
| Date of board resolution | 10 April 2026 |
| Publication date | 10 April 2026 |
Items this document does not state (5)
Operating profit targetNet income targetROIC targetSegment targetSize of the Target Market
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 changes in the business environment and recent performance trends. Net sales for the fiscal year ending February 2026 reached a record high of ¥62.2 billion, significantly exceeding the forecast, prompting a review of the plan’s numerical targets and period.
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.