Worth reading
49Recurring
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
32
¥100 million (increase in net sales target)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+0.1%
基準 2,026Target2,029Hundreds of millions of yen
Operating profit margin+3.0pt
基準 2,026Target2,029%
ROE+3.0pt
基準 2,026Target2,029%
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.
Net income for the current fiscal yearNot disclosed → Fiscal year ending February 2029 (plan): 5
Only the target level is shown because the current level for comparison was not provided.Total investment planApproximately ¥3.0 billion over 2027–2029
Investment amount by sectorField Growth Investment / Amount Approximately ¥1.6 billion, Field Maintenance and replacement / Amount Approximately ¥1.4 billion
Key initiatives
01Deepening the role of products and services as regional infrastructure
02Expanding services in the housing sector
03Strengthening sales and services for corporate customers
04Establishing new formats
05Returning to growth by creating new customer experience value
06Expanding the target customer base and increasing LTV
07Rebuilding the e-commerce and digital strategy
08Diversifying customer value propositions and sales channels
09Strengthening the cash-generation base through continued store openings and improved profitability at existing stores
10Continuing stable store openings
11Improving efficiency through better store operations
12Growth promotion strategy
13Foundation-strengthening strategy
14Improving the Financial Position
15Investment plan
Plan assumptionsMetrics are before the application of the new lease accounting standard
Segment targetSegment Home centers / Net Sales Fiscal year ended February 2026 (actual) ¥14.9 billion / Fiscal year ending February 2029 (plan) ¥14.3 billion / Operating profit Fiscal year ended February 2026 (actual) ¥350 million / Fiscal year ending February 2029 (plan) ¥460 million / Operating profit margin Fiscal year ended February 2026 (actual) 2.4% / Fiscal year ending February 2029 (plan) 3.3%, Segment WILD-1 / Net Sales Fiscal year ended February 2026 (actual) ¥8.5 billion / Fiscal year ending February 2029 (plan) ¥9 billion / Operating profit Fiscal year ended February 2026 (actual) ¥70 million / Fiscal year ending February 2029 (plan) ¥240 million / Operating profit margin Fiscal year ended February 2026 (actual) 0.8% / Fiscal year ending February 2029 (plan) 2.7%, Segment Specialty stores / Net Sales Fiscal year ended February 2026 (actual) ¥12.2 billion / Fiscal year ending February 2029 (plan) ¥15.3 billion / Operating profit Fiscal year ended February 2026 (actual) ¥890 million / Fiscal year ending February 2029 (plan) ¥970 million / Operating profit margin Fiscal year ended February 2026 (actual) 7.3% / Fiscal year ending February 2029 (plan) 6.3%
Risks identified by the company
Population decline, declining birthrate and population aging
End of the camping boom
Intensifying Competition
Rise of e-commerce
Continued population decline due to natural decrease, particularly among younger people
Weakness in the market for camping-related products
Customer outflows caused by intensifying competition and slower growth in the home-center business
Decline in customer traffic to physical stores due to the rise of e-commerce
Unseasonable weather
People refraining from going out because of extreme heat, the appearance of wild animals and other factors
The possibility that future results may differ from the outlook and forecasts presented in this material
| Item | Details |
|---|---|
| Plan name | Second Medium-Term Management Plan “Kanseki RE DESIGN 2029: Rebuilding the Foundation for Growth by Creating New Customer Value” |
| Plan period | Fiscal years ending February 2027 through February 2029 |
| Progress against the plan | Formulated |
| Sales Target | Fiscal year ended February 2026 (actual): 355 → Fiscal year ending February 2029 (plan): 387（Approximately 9.0%） |
| Operating profit margin target | Fiscal year ended February 2026 (actual): 1.5 → Fiscal year ending February 2029 (plan): 2.2（Approximately 46.7%） |
| Net income target | Not disclosed → Fiscal year ending February 2029 (plan): 5 |
| ROE target | Fiscal year ended February 2026 (actual): 4.8 → Fiscal year ending February 2029 (plan): 6.6（Approximately 37.5%） |
| Total investment plan | Approximately ¥3.0 billion over 2027–2029 |
| Investment amount by sector | Field Growth Investment / Amount Approximately ¥1.6 billion, Field Maintenance and replacement / Amount Approximately ¥1.4 billion |
| Segment target | Segment Home centers / Net Sales Fiscal year ended February 2026 (actual) ¥14.9 billion / Fiscal year ending February 2029 (plan) ¥14.3 billion / Operating profit Fiscal year ended February 2026 (actual) ¥350 million / Fiscal year ending February 2029 (plan) ¥460 million / Operating profit margin Fiscal year ended February 2026 (actual) 2.4% / Fiscal year ending February 2029 (plan) 3.3%, Segment WILD-1 / Net Sales Fiscal year ended February 2026 (actual) ¥8.5 billion / Fiscal year ending February 2029 (plan) ¥9 billion / Operating profit Fiscal year ended February 2026 (actual) ¥70 million / Fiscal year ending February 2029 (plan) ¥240 million / Operating profit margin Fiscal year ended February 2026 (actual) 0.8% / Fiscal year ending February 2029 (plan) 2.7%, Segment Specialty stores / Net Sales Fiscal year ended February 2026 (actual) ¥12.2 billion / Fiscal year ending February 2029 (plan) ¥15.3 billion / Operating profit Fiscal year ended February 2026 (actual) ¥890 million / Fiscal year ending February 2029 (plan) ¥970 million / Operating profit margin Fiscal year ended February 2026 (actual) 7.3% / Fiscal year ending February 2029 (plan) 6.3% |
| Plan assumptions | Metrics are before the application of the new lease accounting standard |
| Key initiatives | Deepening the role of products and services as regional infrastructure, Expanding services in the housing sector, Strengthening sales and services for corporate customers, Establishing new formats, Returning to growth by creating new customer experience value, Expanding the target customer base and increasing LTV, Rebuilding the e-commerce and digital strategy, Diversifying customer value propositions and sales channels, Strengthening the cash-generation base through continued store openings and improved profitability at existing stores, Continuing stable store openings, Improving efficiency through better store operations, Growth promotion strategy, Foundation-strengthening strategy, Improving the Financial Position, Investment plan |
| Risks identified | Population decline, declining birthrate and population aging, End of the camping boom, Intensifying Competition, Rise of e-commerce, Continued population decline due to natural decrease, particularly among younger people, Weakness in the market for camping-related products, Customer outflows caused by intensifying competition and slower growth in the home-center business, Decline in customer traffic to physical stores due to the rise of e-commerce, Unseasonable weather, People refraining from going out because of extreme heat, the appearance of wild animals and other factors, The possibility that future results may differ from the outlook and forecasts presented in this material |
| Publication date | 1 June 2026 |
Items this document does not state (11)
Operating profit targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceNon-financial targetsResults 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.To rebuild the foundation for growth by transforming the business models of the 3 business divisions and strengthening their collaboration, while refining existing strategies and entering new areas, including a B2B strategy for corporate and local-government customers, creating customer experience value through OMO (physical stores × e-commerce) and apps, and pursuing new formats.
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.