Worth reading
45Recurring
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
10
¥100 million (FY2031 operating profit target)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+0.2%
基準 2,026Target2,031Hundreds of millions of yen
Operating profit+0.2%
基準 2,026Target2,031Hundreds of millions of yen
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.
Total investment plan¥1.5 billion by FY2031
Investment amount by sectorField Store renovations and merchandising redevelopment / Amount ¥800 million, Field Enhancing the customer experience and expanding customer touchpoints / Amount ¥200 million, Field Development of the 大和 app / Amount ¥100 million, Field Building a digital infrastructure / Amount ¥400 million
Key initiatives
01Branch Strategy
02Stimulate the five senses through experiential initiatives and proposal-based service, encouraging customers to browse throughout the store
03Strengthen beauty, food, art and crafts, and wellness
04Refresh each floor as well
05Pursue revenue models beyond selling products within the store
06Private-client sales strategy
07Strengthen our personal-sales capabilities and provide proposals that meet customer expectations.
08Improve the quality of proposals and strengthen our approach to younger affluent customers and others by enhancing customer information and deepening our understanding of customers.
09E-commerce and digital strategy
10Develop e-commerce that is closely integrated with all channels and expand customer touchpoints
11Use customer behavior to recommend products of potential interest through e-commerce
12Capture customer behavior in physical locations through the app as well
13Sales staff will also use CRM to provide proposals tailored to individual customers
14Talent Development Strategy
15Promote the acquisition of skills and specialized knowledge
16Promote customer-focused planning and proposals in collaboration with business partners
17Establish a personnel evaluation system that encourages employees to take on challenges
Segment targetSegment Location / Sales target ¥35.5 billion (FY2031) / Profit Target Not disclosed, Segment Corporate Sales / Sales target ¥8.5 billion (FY2031) / Profit Target Not disclosed, Segment EC / Sales target ¥1 billion (FY2031) / Profit Target Not disclosed
Risks identified by the company
Matters concerning the outlook contain various uncertainties
Actual business results and other outcomes may differ from the outlook due to changes in the business environment and other factors.
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan (Fiscal Years 2027–2031) |
| Plan period | Fiscal 2027–Fiscal 2031 |
| Progress against the plan | Formulated |
| Sales Target | ¥39 billion (expected FY2026 result) → ¥45 billion (FY2031 target) |
| Operating profit target | ¥250 million (expected FY2026 result) → ¥1 billion (FY2031 target) |
| Total investment plan | ¥1.5 billion by FY2031 |
| Investment amount by sector | Field Store renovations and merchandising redevelopment / Amount ¥800 million, Field Enhancing the customer experience and expanding customer touchpoints / Amount ¥200 million, Field Development of the 大和 app / Amount ¥100 million, Field Building a digital infrastructure / Amount ¥400 million |
| Segment target | Segment Location / Sales target ¥35.5 billion (FY2031) / Profit Target Not disclosed, Segment Corporate Sales / Sales target ¥8.5 billion (FY2031) / Profit Target Not disclosed, Segment EC / Sales target ¥1 billion (FY2031) / Profit Target Not disclosed |
| Key initiatives | Branch Strategy, Stimulate the five senses through experiential initiatives and proposal-based service, encouraging customers to browse throughout the store, Strengthen beauty, food, art and crafts, and wellness, Refresh each floor as well, Pursue revenue models beyond selling products within the store, Private-client sales strategy, Strengthen our personal-sales capabilities and provide proposals that meet customer expectations., Improve the quality of proposals and strengthen our approach to younger affluent customers and others by enhancing customer information and deepening our understanding of customers., E-commerce and digital strategy, Develop e-commerce that is closely integrated with all channels and expand customer touchpoints, Use customer behavior to recommend products of potential interest through e-commerce, Capture customer behavior in physical locations through the app as well, Sales staff will also use CRM to provide proposals tailored to individual customers, Talent Development Strategy, Promote the acquisition of skills and specialized knowledge, Promote customer-focused planning and proposals in collaboration with business partners, Establish a personnel evaluation system that encourages employees to take on challenges |
| Risks identified | Matters concerning the outlook contain various uncertainties, Actual business results and other outcomes may differ from the outlook due to changes in the business environment and other factors. |
| Publication date | 13 October 2026 |
Items this document does not state (14)
Operating profit margin targetNet income targetROE targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceNon-financial targetsPlan assumptionsResults under the previous planReason 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.The company aims to develop a deep understanding of customers, further strengthen 大和’s capabilities and create new change in the community. It also aims to create proposal-based, experience-oriented stores that deliver 100 forms of 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.
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.