9330.T

• Overall 2025 September Term Performance

  • The company missed its initial full-year plan, reporting year-over-year revenue and profit decline. Management apologized to shareholders and investors for this underperformance.
  • The primary causes of underperformance were: higher-than-expected costs from a large accelerated hiring push for high-quality talent to support medium-long term growth, and delayed full operational ramp-up of the new organizational structure.
  • The company completed 10 new hires (many from major advertising agencies) faster than planned, building out the foundation for future growth.
  • A new AI-optimized marketing support service was launched, responding to high client demand for support improving corporate name visibility in AI search results, leveraging the company's existing in-house expertise. Service impact will be seen in future periods.

• Strategic and Operational Restructuring

  • The company refocused its service portfolio on high-profit "growth areas": it merged corporate branding and sustainability branding into a unified "Corporate Communications" segment, extracted product/service elements from corporate branding to build out a strengthened Product & Service Marketing offering, and folded recruiting support into the overall corporate support segment to enable end-to-end client service.
  • A dedicated Corporate Branding team led by senior branding professionals from major advertising agencies was established. This team will partner with the existing, client-trusted Inner Branding team to pursue larger external-facing branding projects, leveraging cross-team synergy.
  • The company narrowed its target market to mid-sized and large enterprises (excluding mega-large enterprises dominated by the two largest global advertising agency groups), with an addressable target pool of approximately 10,000 companies. The company's core advantages are deep client understanding from existing inner branding work and strong established relationships with client executive leadership.
  • Multiple hundred-million yen scale large projects are already in progress, across the corporate communications and product & service marketing segments.

• Shareholder Return

  • A one-off 1st listing anniversary special shareholder benefit was announced in February 2025: a 5,000 yen QUO card will be distributed to shareholders holding 100+ shares continuously for at least 1 year as of March 2026. Management will continue evaluating additional shareholder return measures going forward aligned with business performance.

• For the 2026 September term, management guides for 19.6% year-over-year revenue growth to 1.85 billion yen, which would be a new all-time high for the company.
• Management guides for a return to profitability, with a planned operating profit of 50 million yen and net income of 32 million yen.
• The company plans to improve cost margins by raising per-employee productivity, after the prior year's increase in SG&A from accelerated hiring. Revenue expansion is the top priority now that the new sales and operational structure is fully in place.
• The immediate top medium-term priority is a V-shaped recovery in performance in the 2026 September term to regain investor trust, before returning to a sustained growth trajectory.

Total revenue for the 2025 September term was 1.547 billion yen, a year-over-year decrease. 1. Corporate Branding and Inner Branding: Revenue grew significantly above prior year levels, driven by stable client demand and existing client relationships with executive leadership. 2. Sustainability Branding: Revenue saw a sharp reactionary decline, caused by the absence of the large one-off large-scale project that boosted the prior year's results. This segment decline was the primary driver of the company's overall year-over-year revenue decrease. No revenue contribution percentage breakdown per segment was provided in the transcript.

• The 2025 September term underperformance showed that large accelerated hiring can lead to delayed operational impact and temporary lost order opportunities, which could recur if new team integration does not proceed as planned.
• The company's focus on mid-sized/large enterprises leaves it exposed to competition from larger incumbent advertising agencies, which could limit new order win rates.
• The new AI-optimized marketing service is unproven, and market demand may not meet management expectations, limiting its contribution to revenue growth.
• Cross-selling to existing clients relies on effective synergy between the new Corporate Branding team and existing Inner Branding team; poor collaboration could prevent the company from achieving expected revenue gains from existing client deepening.

No structured Question and Answer section was included in the provided transcript.