Top Message

The global golf industry continues its evolution alongside the advancements in IT and innovation. Traditional, classic golf now coexists with a more relaxed and casual style of golf. As a result, new ways of enjoying golf have emerged and the attraction of golf has broadened and become more diverse.

In the US -- home to the world's largest golf market --the number of off-course golfers, who enjoys golf outside of golf courses at entertainment facilities, driving ranges, and indoor facilities has surpassed the number of on-course golfers, who enjoys golf at traditional golf courses, in 2023. The off-course golfers tend to be more diverse in age and gender compared to on-course golfers, and this phenomenon gradually leads to diversification in the overall demographics of golfers.

Within the domestic Japanese golf market, people have once again recognized the appeal of golf during the pandemic, leading to a rise in new golfers and those returning to golf after a long break. Despite various leisure activities having made a comeback post-covid, market data shows that golf continues to be a widely enjoyed sport in Japan. Both the number of golfers and the revenue of the retail market for golf equipment have remained at levels higher than those before the pandemic.

In February 2024, our group announced a new three-year mid-term business plan covering 2024-2026. During the previous mid-term Business Plan, we made significant investments in the growing U.S. golf market. For the new Business Plan, we will focus on increasing the return on investment of these large-scale investments in the US. We will also continue to focus on strengthening our balance sheet and rapidly modernizing all services.

To achieve this plan, we have outlined three specific strategic policies:

The first is to reach record profits in the fiscal year 2026 through continuous net sales growth, efficient operations, and profit margin improvements. We will achieve this by maximizing customer touchpoints, for an all-around relationship with customers, through flexible innovation cycles and optimization in all services, as well as increasing efficiency and cost control in all operations through the promotion of AI and automation.

The second is to maximize profits and accelerate returns on large-scale U.S. investments made in the previous Mid-Term Business Plan. We will achieve this by improving profitability and maximizing cash flows through cost controls and enhanced inventory management to reduce the borrowing ratio and increase net assets by the final fiscal year.

The third is to utilize media, data and technologies owned by our group to provide the most ideal golf services, anytime and anywhere. We will achieve this by further enhancing customer touchpoints through a community setting, while embracing modern technologies such as AI. Our goal is to increase the comfort and enhance convenience of our customers continually.

Due to these three strategic policies, we expect record high sales and profits by 2026 with a strengthened financial foundation. Further ahead, we are committed to pursuing further growth in the future.

Using our record of accomplishment and experience as a specialist provider of IT-based golf services to the Japanese and US golf industries, we will lead the way for the digital transformation of golf services in both markets as an industry leader. In doing so, we will aim to become a comprehensive global golf service provider.

As the one and only company that can offer a full range of golf services to allow people worldwide to enjoy their golf lives, we will aim for an increase in our corporate value and respond to the expectations of our investors and customers.