Worth reading
81Important
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
250
¥100 million (target consolidated net sales for the fiscal year ending March 2031)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+53.5%
基準 16,282Target25,000million
Operating profit+48.1%
基準 2,026Target3,000million
Operating profit margin+5.0pt
基準 2,026Target2,031%
ROE+5.0pt
基準 2,026Target2,031%; percentage points
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 planNot disclosed → Fiscal year ended March 2026 actual: net sales 16,282, operating income 1,813, ROE 10.5（Change rate: net sales +76.7%, operating income +141.3%, ROE +6.0 percentage points）
Total investment plan¥2.0–3.0 billion (M&A strategy, five-year period)
Investment amount by sectorField M&A Strategy / Amount ¥2.0–3.0 billion
Statements about the use of capital
Payout ratio / DOE policyA consolidated total payout ratio of approximately 100.0% and DOE (dividend on equity) of at least 7.0%. The applicable period 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 capitalAssumed cost of equity: 7.0–10.0%The cost of capital is the minimum rate of return expected by shareholders and banks from the company.
Self-assessment of PBR and share priceThe company cites a PBR of 2.2x for the fiscal year ending March 2026 and presents a plan for achieving its PBR target for the fiscal year ending March 2031. The company’s assessment of the PBR as being at a low level and the PBR target for the fiscal year ending March 2031 are Not disclosed.PBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Diversification of management consulting services
02One-of-a-kind team consulting model
03Consulting & BPaaS model
04Strengthening marketing & sales
05Formation of teams and expansion of leadership talent
06Promoting Human Capital Management
07Promotion of the M&A strategy
Plan assumptionsUsing net sales of ¥16.282 billion in the fiscal year ended March 2026 as the starting point, the company aims for net sales of ¥25.0 billion by adding approximately ¥22.5 billion from organic growth and ¥2.0–3.0 billion through its M&A strategy. The five-year net sales CAGR is 9.0%. The plan assumes a ¥500.0 billion market comprising approximately 50,000 companies, each with an average unit price of ¥10 million.
Segment targetSegment Strategy and Domain / Net Sales ¥4,700 million, Segment Digital and DX / Net Sales ¥3,800 million, Segment HR / Net Sales ¥4,900 million, Segment Finance and M&A / Net Sales ¥4,500 million, Segment Branding and PR / Net Sales ¥4,000 million, Segment Other / Net Sales ¥700 million, Segment New group companies (M&A strategy) / Net Sales 2,000～3,000
Non-financial targetsIndicator Number of priority target companies / Target value Approximately 50,000 companies / Timing 2030 to the fiscal year ending March 2031, Indicator New fields with annual sales of at least ¥1 billion / Target value Develop 3 fields / Timing Fiscal year ending March 2031, Indicator Number of group companies / Target value 10 companies / Timing Fiscal year ending March 2031, Indicator Number of M&A transactions / Target value At least 4 companies / Timing Plan period, Indicator LTV (contract retention rate) / Target value At least 70% / Timing Fiscal year ending March 2031, Indicator Number of employees / Target value 1,250 employees / Timing Fiscal year ending March 2031, Indicator Number of consulting teams / Target value 50 teams / Timing Fiscal year ending March 2031, Indicator Executives (executive officers and above) / Target value 50 / Timing Fiscal year ending March 2031, Indicator Partner-level professionals / Target value 200 people / Timing Fiscal year ending March 2031, Indicator DE&I (gender) ratio / Target value 50：50 / Timing Fiscal year ending March 2031, Indicator Retention rate / Target value At least 90% / Timing Fiscal year ending March 2031, three-year average, Indicator Annual hiring / Target value 120 people (50 new graduates, 70 experienced hires) / Timing Annual, Indicator Average annual salary / Target value ¥10 million / Timing Fiscal year ending March 2031, Indicator Average age / Target value 35 years / Timing Fiscal year ending March 2031, Indicator Employee stock ownership plan participation ratio / Target value 60% / Timing Fiscal year ending March 2031, Indicator Experience in multiple areas of expertise / Target value Over 50% / Timing Fiscal year ending March 2031
Size of the Target MarketA ¥500.0 billion market comprising approximately 50,000 companies. There are approximately 10,000 mid-sized companies, 38,600 medium-sized companies and 1,300 large companies. Sources: Ministry of Economy, Trade and Industry, “Vision for the Growth of Mid-Sized Companies” (February 2025); PLANSonar (provided by uSonar Co.,Ltd., retrieved 17 March 2026).
Risks identified by the company
Persistent labor shortages (declining working-age population, wage-increase pressures and a lack of management capacity among middle managers)
Digitalization divide (widening productivity gap between companies promoting DX and those that have not yet begun)
Increasing capital market and governance pressures (greater emphasis on ROIC management and capital efficiency)
Accelerating industrial restructuring (the normalization of M&A and business divestitures)
Geopolitical risks and supply chain restructuring (reshoring and diversification)
Reason for revision or withdrawal
To adapt to changes in the business environment, including the COVID-19 pandemic, and promote the diversification of management consulting services capable of addressing the increasingly specialized and sophisticated management challenges of top executives from every angle, while driving the growth and expansion of the TCG organization.
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan (2026–2030), “TCG Future Vision 2030” |
| Plan period | 2026～2030 |
| Progress against the plan | Formulated |
| Sales Target | 16,282 (fiscal year ended March 2026 actual) → 25,000 (plan for the fiscal year ending March 2031)（＋53.5%） |
| Operating profit target | 1,813 (fiscal year ended March 2026 actual) → 3,000 (plan for the fiscal year ending March 2031) |
| Operating profit margin target | 11.1 (fiscal year ending March 2026) → 12.0 (plan for the fiscal year ending March 2031) |
| ROE target | 10.5 (fiscal year ended March 2026 actual) → 15.0 (plan for the fiscal year ending March 2031) |
| Payout ratio / DOE policy | A consolidated total payout ratio of approximately 100.0% and DOE (dividend on equity) of at least 7.0%. The applicable period is Not disclosed. |
| Cost of capital | Assumed cost of equity: 7.0–10.0% |
| Self-assessment of PBR and share price | The company cites a PBR of 2.2x for the fiscal year ending March 2026 and presents a plan for achieving its PBR target for the fiscal year ending March 2031. The company’s assessment of the PBR as being at a low level and the PBR target for the fiscal year ending March 2031 are Not disclosed. |
| Total investment plan | ¥2.0–3.0 billion (M&A strategy, five-year period) |
| Investment amount by sector | Field M&A Strategy / Amount ¥2.0–3.0 billion |
| Segment target | Segment Strategy and Domain / Net Sales ¥4,700 million, Segment Digital and DX / Net Sales ¥3,800 million, Segment HR / Net Sales ¥4,900 million, Segment Finance and M&A / Net Sales ¥4,500 million, Segment Branding and PR / Net Sales ¥4,000 million, Segment Other / Net Sales ¥700 million, Segment New group companies (M&A strategy) / Net Sales 2,000～3,000 |
| Non-financial targets | Indicator Number of priority target companies / Target value Approximately 50,000 companies / Timing 2030 to the fiscal year ending March 2031, Indicator New fields with annual sales of at least ¥1 billion / Target value Develop 3 fields / Timing Fiscal year ending March 2031, Indicator Number of group companies / Target value 10 companies / Timing Fiscal year ending March 2031, Indicator Number of M&A transactions / Target value At least 4 companies / Timing Plan period, Indicator LTV (contract retention rate) / Target value At least 70% / Timing Fiscal year ending March 2031, Indicator Number of employees / Target value 1,250 employees / Timing Fiscal year ending March 2031, Indicator Number of consulting teams / Target value 50 teams / Timing Fiscal year ending March 2031, Indicator Executives (executive officers and above) / Target value 50 / Timing Fiscal year ending March 2031, Indicator Partner-level professionals / Target value 200 people / Timing Fiscal year ending March 2031, Indicator DE&I (gender) ratio / Target value 50：50 / Timing Fiscal year ending March 2031, Indicator Retention rate / Target value At least 90% / Timing Fiscal year ending March 2031, three-year average, Indicator Annual hiring / Target value 120 people (50 new graduates, 70 experienced hires) / Timing Annual, Indicator Average annual salary / Target value ¥10 million / Timing Fiscal year ending March 2031, Indicator Average age / Target value 35 years / Timing Fiscal year ending March 2031, Indicator Employee stock ownership plan participation ratio / Target value 60% / Timing Fiscal year ending March 2031, Indicator Experience in multiple areas of expertise / Target value Over 50% / Timing Fiscal year ending March 2031 |
| Plan assumptions | Using net sales of ¥16.282 billion in the fiscal year ended March 2026 as the starting point, the company aims for net sales of ¥25.0 billion by adding approximately ¥22.5 billion from organic growth and ¥2.0–3.0 billion through its M&A strategy. The five-year net sales CAGR is 9.0%. The plan assumes a ¥500.0 billion market comprising approximately 50,000 companies, each with an average unit price of ¥10 million. |
| Key initiatives | Diversification of management consulting services, One-of-a-kind team consulting model, Consulting & BPaaS model, Strengthening marketing & sales, Formation of teams and expansion of leadership talent, Promoting Human Capital Management, Promotion of the M&A strategy |
| Results under the previous plan | Not disclosed → Fiscal year ended March 2026 actual: net sales 16,282, operating income 1,813, ROE 10.5（Change rate: net sales +76.7%, operating income +141.3%, ROE +6.0 percentage points） |
| Reason for revision or withdrawal | To adapt to changes in the business environment, including the COVID-19 pandemic, and promote the diversification of management consulting services capable of addressing the increasingly specialized and sophisticated management challenges of top executives from every angle, while driving the growth and expansion of the TCG organization. |
| Size of the Target Market | A ¥500.0 billion market comprising approximately 50,000 companies. There are approximately 10,000 mid-sized companies, 38,600 medium-sized companies and 1,300 large companies. Sources: Ministry of Economy, Trade and Industry, “Vision for the Growth of Mid-Sized Companies” (February 2025); PLANSonar (provided by uSonar Co.,Ltd., retrieved 17 March 2026). |
| Risks identified | Persistent labor shortages (declining working-age population, wage-increase pressures and a lack of management capacity among middle managers), Digitalization divide (widening productivity gap between companies promoting DX and those that have not yet begun), Increasing capital market and governance pressures (greater emphasis on ROIC management and capital efficiency), Accelerating industrial restructuring (the normalization of M&A and business divestitures), Geopolitical risks and supply chain restructuring (reshoring and diversification) |
| Publication date | 13 May 2026 |
Items this document does not state (4)
Net income targetROIC targetTreasury share acquisition policyDate 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.To adapt to changes in the business environment, including the COVID-19 pandemic, and promote the diversification of management consulting services capable of addressing the increasingly specialized and sophisticated management challenges of top executives from every angle, while driving the growth and expansion of the TCG organization.
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.