Gurunavi Announces 'Mid-term Management Plan 2028': Aiming for Next Growth Stage with Vision of 'True Supporter of Restaurants'

Gurunavi Inc. (Headquarters: Chiyoda-ku, Tokyo; Representative Director and President: Akio Sugihara; hereinafter, Gurunavi) announced its 'FY2025 Full-Year Financial Results' and 'New Mid-term Management Plan 2028' on Wednesday, May 13, 2026.

FY2025 Financial Results – Operating Profit Exceeding Initial Plans –

Our core revenue-generating stock-type services, in addition to the previously upward trend in ARPU (contract value per store), also saw an increase in the number of stores, thanks to the success of increased sales staff, ending the fiscal year with a year-on-year increase. We have transitioned from a sales structure where the stagnation in the number of stores was covered by ARPU growth to a re-growth phase accompanied by 'customer base expansion.'

Centered on the expansion of these core revenues, total sales reached 14.1 billion yen (a 5% increase year-on-year). Operating profit, despite growth investments, ended with an increase of 400 million yen, exceeding the initial plan of 300 million yen.

Mid-term Management Plan 2028 – 'Initiation' of Exponential Growth –

Under the mid-term business policy announced in May 2023, our company has steadily worked on expanding sales and improving cost control capabilities, achieving 'black ink conversion' from the COVID-19 pandemic in FY2024 and subsequent 'increased profit.' Based on these achievements, we position 'profit creation through strong sales growth' as the most important challenge for the next phase.

On the other hand, the restaurant industry, our customers, is facing an era where it is extremely difficult to continue the traditional system of 'managing all store operations manually and independently' due to severe labor shortages and soaring various costs.

Therefore, we will further concentrate on the 'B2B business,' which refines our long-standing strength of 'hands-on sales support' since our founding, deeply engaging with restaurants to solve their challenges. This will contribute to building sustainable management models for restaurants and lead to an improvement in our corporate value over the medium to long term.

To embody this direction, we have formulated the 'Mid-term Management Plan 2028,' covering the three fiscal years from FY2026 to FY2028.

In this plan, we set the vision of becoming a 'true supporter of restaurants,' and defined 'transformation of value provided' from 'customer acquisition media' to 'management supporter,' and the expansion of the 'restaurant network' as the foundation for future exponential growth, as our company-wide policy.

Under this policy, to expand our functions as a 'restaurant management platform' into the B2B domain, we will implement the following five business strategies:

[A] Strengthening media and member services [B] Establishing an agent business [C] Enhancing value for member stores [D] Strengthening sales system and improving activity processes [E] Building and utilizing a data infrastructure suited for the AI era

Among these, we will particularly introduce 'C. Enhancing value for member stores,' which is a new initiative with significant potential, and 'D. Strengthening sales system and improving activity processes,' which will be a powerful driver for strongly promoting the newly enhanced value.

'Enhancing Value for Member Stores' × 'Strengthening Sales System' for 'Expanding Restaurant Network'

C. Enhancing Value for Member Stores – Diversifying Reasons for Being Chosen –

In recent years, as cashless payments have advanced across society, our survey of member restaurants shows that the cashless payment ratio already exceeds 50%.

While benefits include improved operational efficiency such as 'faster accounting,' disadvantages cited are 'burden of payment fees' and 'time lag until deposit,' creating a dilemma where the more cashless payments advance, the more restaurant profits are squeezed, negatively impacting cash flow.

To absorb these increased costs, it is necessary to increase sales itself, and especially 'creating repeat customers,' which is expected to contribute highly to store sales, becomes increasingly important.

Therefore, through collaboration with Rakuten Group, we will work to provide value that can become a new 'lifeline' for restaurants, such as 'CRM functions' to support repeat customers and 'payment-related functions' useful for improving store revenue and cash flow. Through this, we aim to solve both sales and cost issues in restaurant management simultaneously.

By expanding these provided values, we aim to 'diversify the reasons for being chosen' by restaurants, leading to a wider range of restaurant affiliations. At the same time, by providing functions useful for daily store operations, we will build strong relationships with member stores.

D. Strengthening Sales System – Improving Organizational Capabilities to Support Our Growth –

To more effectively promote the newly expanded value, we will further strengthen our sales system.