Worth reading
70In focus
0–100. This measures how worthwhile something is to read, not how good or bad the company is.Direction
Mixed performance
Direction inferred from the company’s description.Scale
100
¥100 million (2030 fiscal year-end sales target)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+300.0%
基準 25Target100100 million
ROE+33.1pt
基準 -23.1Target10%
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).
What happened to the previous planSales of ¥2.5 billion and ordinary income of ¥100 million (initial medium-term management plan) → Fiscal year ended June 2025: sales of ¥1.84 billion and ordinary loss of ¥7 million / fiscal year ended June 2026: sales of ¥1.85 billion and ordinary loss of ¥98 million+1,926.0%Calculated from the two disclosed figures
Total investment plantotal ¥4.43 billion (Phase 1: ¥1.43 billion; Phase 2: ¥3.00 billion)
Investment amount by sectorphase Phase 1 (July 2026 to June 2027) / Item Strengthening sales of private-label products and working capital / amount ¥2.3 100 million, phase Phase 1 (July 2026 to June 2027) / Item Acquisition funding for the salon operations and salon support businesses / amount ¥4.7 100 million, phase Phase 1 (July 2026 to June 2027) / Item Development funding to launch the “AI/DX Support Business” / amount ¥7.1 100 million, phase Phase 2 (July 2027 to June 2029) / Item Strengthening the existing businesses, including private-label product sales, and working capital / amount ¥2.6 100 million, phase Phase 2 (July 2027 to June 2029) / Item Acquisition funding for the salon operations and salon support businesses / amount ¥8.6 100 million, phase Phase 2 (July 2027 to June 2029) / Item Funding to rebuild the digital services platform in order to expand services for franchise salons / amount ¥1.8 100 million, phase Phase 2 (July 2027 to June 2029) / Item Development funding for the second growth curve, the “AI/DX Support Business,” based on upgrading the salon support business and with a view to expanding into multiple industries / amount ¥17 100 million
Statements about the use of capital
Payout ratio / DOE policyA payout ratio of 30% will be used as a guideline. The basic policy is to pay an appropriate annual year-end dividend, with the aim of providing stable shareholder returns, including resuming dividend payments. The applicable period is stated as “going forward,” with no specific fiscal years indicated.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01Increasing the value added by salons
02Expanding the store network and promoting agile M&A
03Strengthening private-label product development and expanding sales channels
04Enhancing the infrastructure for talent development and improving employee satisfaction
05Building a new payments platform to support increasingly diverse digital payments
06Pursuing opportunities through the salon support business × AI/DX
07Creating value in work in the senior market
08Providing opportunities for “senior talent” to play an active role
09Expanding customer touchpoints
10Creating revenue opportunities
11Affinity with fan-support activities
12Phase 1: “Launching the AI/DX Business, which will drive the second growth curve originating from the salon support business”
13Phase 2: “Developing the AI/DX Business as the second growth curve, based on upgrading the salon support business and with a view to expanding into multiple industries”
Plan assumptionsThe beauty and barber B2B payments market is approximately ¥300 billion in size, The B2C credit payments platform of the salon support business exceeds ¥19 billion annually, Approximately ¥3.5 billion in funding is expected to be raised through the exercise of stock acquisition rights, Since the COVID-19 pandemic subsided, visitor numbers at leisure and amusement facilities have been trending upward
Segment targetSegment Salon Operations Business / Net Sales ¥2,850,000 thousand / Profit ¥230,000 thousand, Segment Salon Support / Net Sales ¥150,000 thousand / Profit ¥100,000 thousand, Segment Career Design / Net Sales ¥320,000 thousand / Profit ¥20,000 thousand, Segment Foodservice Business / Net Sales ¥430,000 thousand / Profit ¥100,000 thousand, Segment AI/DX Business / Net Sales ¥6,280,000 thousand / Profit ¥1,000,000 thousand
Size of the Target MarketBeauty and barber B2B payments market: approximately ¥300 billion in size. No source is provided. The B2C credit payments platform of the salon support business exceeds ¥19 billion annually.
Risks identified by the company
Intensifying competition in the salon operations business
Talent Shortage
Decline in the number of BS salons
Delayed digital transformation in the beauty and barber industry
Intensifying competition in credit payment processing services
Delayed adoption of environmental management in the beauty and barber industry
Reason for revision or withdrawal
The company made an extremely difficult start, with profit deviating significantly from the initial plan due to headwinds including intensifying competition and labor shortages in its core salon operations business. The decline in the number of BS salons and the impact of labor shortages meant that the recovery of certain businesses and higher sales alone offered little immediate effect in lifting the Group as a whole. Short-term earnings recovery was limited because the improvement measures for the existing businesses were strongly oriented toward the medium to long term, resulting in a significant deviation from the initial plan in terms of profit.
| Item | Details |
|---|---|
| Plan name | “Vision 2030” / New Medium-Term Management Plan (Fiscal Years Ending June 2027 to June 2030) |
| Plan period | Fiscal years ending June 2027 to June 2030 (the body of the document also states July 2026 to June 2030) |
| Progress against the plan | Formulated |
| Sales Target | ¥25 100 million → ¥100 100 million（+300.0%） |
| ROE target | -23.1 % → 10 % |
| Payout ratio / DOE policy | A payout ratio of 30% will be used as a guideline. The basic policy is to pay an appropriate annual year-end dividend, with the aim of providing stable shareholder returns, including resuming dividend payments. The applicable period is stated as “going forward,” with no specific fiscal years indicated. |
| Total investment plan | total ¥4.43 billion (Phase 1: ¥1.43 billion; Phase 2: ¥3.00 billion) |
| Investment amount by sector | phase Phase 1 (July 2026 to June 2027) / Item Strengthening sales of private-label products and working capital / amount ¥2.3 100 million, phase Phase 1 (July 2026 to June 2027) / Item Acquisition funding for the salon operations and salon support businesses / amount ¥4.7 100 million, phase Phase 1 (July 2026 to June 2027) / Item Development funding to launch the “AI/DX Support Business” / amount ¥7.1 100 million, phase Phase 2 (July 2027 to June 2029) / Item Strengthening the existing businesses, including private-label product sales, and working capital / amount ¥2.6 100 million, phase Phase 2 (July 2027 to June 2029) / Item Acquisition funding for the salon operations and salon support businesses / amount ¥8.6 100 million, phase Phase 2 (July 2027 to June 2029) / Item Funding to rebuild the digital services platform in order to expand services for franchise salons / amount ¥1.8 100 million, phase Phase 2 (July 2027 to June 2029) / Item Development funding for the second growth curve, the “AI/DX Support Business,” based on upgrading the salon support business and with a view to expanding into multiple industries / amount ¥17 100 million |
| Segment target | Segment Salon Operations Business / Net Sales ¥2,850,000 thousand / Profit ¥230,000 thousand, Segment Salon Support / Net Sales ¥150,000 thousand / Profit ¥100,000 thousand, Segment Career Design / Net Sales ¥320,000 thousand / Profit ¥20,000 thousand, Segment Foodservice Business / Net Sales ¥430,000 thousand / Profit ¥100,000 thousand, Segment AI/DX Business / Net Sales ¥6,280,000 thousand / Profit ¥1,000,000 thousand |
| Plan assumptions | The beauty and barber B2B payments market is approximately ¥300 billion in size, The B2C credit payments platform of the salon support business exceeds ¥19 billion annually, Approximately ¥3.5 billion in funding is expected to be raised through the exercise of stock acquisition rights, Since the COVID-19 pandemic subsided, visitor numbers at leisure and amusement facilities have been trending upward |
| Key initiatives | Increasing the value added by salons, Expanding the store network and promoting agile M&A, Strengthening private-label product development and expanding sales channels, Enhancing the infrastructure for talent development and improving employee satisfaction, Building a new payments platform to support increasingly diverse digital payments, Pursuing opportunities through the salon support business × AI/DX, Creating value in work in the senior market, Providing opportunities for “senior talent” to play an active role, Expanding customer touchpoints, Creating revenue opportunities, Affinity with fan-support activities, Phase 1: “Launching the AI/DX Business, which will drive the second growth curve originating from the salon support business”, Phase 2: “Developing the AI/DX Business as the second growth curve, based on upgrading the salon support business and with a view to expanding into multiple industries” |
| Results under the previous plan | Sales of ¥2.5 billion and ordinary income of ¥100 million (initial medium-term management plan) → Fiscal year ended June 2025: sales of ¥1.84 billion and ordinary loss of ¥7 million / fiscal year ended June 2026: sales of ¥1.85 billion and ordinary loss of ¥98 million |
| Reason for revision or withdrawal | The company made an extremely difficult start, with profit deviating significantly from the initial plan due to headwinds including intensifying competition and labor shortages in its core salon operations business. The decline in the number of BS salons and the impact of labor shortages meant that the recovery of certain businesses and higher sales alone offered little immediate effect in lifting the Group as a whole. Short-term earnings recovery was limited because the improvement measures for the existing businesses were strongly oriented toward the medium to long term, resulting in a significant deviation from the initial plan in terms of profit. |
| Size of the Target Market | Beauty and barber B2B payments market: approximately ¥300 billion in size. No source is provided. The B2C credit payments platform of the salon support business exceeds ¥19 billion annually. |
| Risks identified | Intensifying competition in the salon operations business, Talent Shortage, Decline in the number of BS salons, Delayed digital transformation in the beauty and barber industry, Intensifying competition in credit payment processing services, Delayed adoption of environmental management in the beauty and barber industry |
| Publication date | October 2026 |
Items this document does not state (9)
Operating profit targetOperating profit margin targetNet income targetROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceNon-financial targetsDate 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.Profit deviated significantly from the initial plan due to intensifying competition in the salon operations business, labor shortages and a decline in the number of BS salons. The company determined that improving the existing businesses alone would limit short-term earnings recovery and that new growth engines were essential. It also raised funds through a third-party allotment.
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