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BUSINESS STRATEGY&PLAN

BUSINESS STRATEGY&PLAN image

Business Strategy&Plan

Vision

Since its founding, Broadleaf has been committed to creating added value that contributes to the growth of customers' businesses and the creation of an affluent society by providing products and services that contribute to the growth of our customers' businesses, while valuing the spirit of gratitude, happiness, and the brand name Broadleaf. In order to quickly respond to changes in societies and businesses resulting from technological innovations in recent years and to create and provide new value that meets the needs of the times, we need to clarify the directions we should take and accelerate the pace of change. We have therefore set our vision as "The Field for Our Future that will lead to thinking and spreading."

<10-Year Vision>
Products, People, Technologies, and Hearts. Contributing to the realization of a prosperous society through the creation of diverse value through various connections. What do we think today, what we connect, and what expand for our future? As a partner that creates innovation, we will promote co-creation with our customers and all of our stakeholders.

Issues to be Addressed

The main issues Broadleaf Group (“the Group”) recognizes are as follows.

Promotion of switching to cloud-based software and expansion of services operated on Broadleaf Cloud Platform
The Group provides business applications that improve its clients' business operations and has captured a high market share in the industry. By switching these applications to cloud services, the Group will pursue client success by quickly and flexibly providing functions that are needed to the market that is undergoing transformation. In addition to the cloud services developed by the Group, it will provide a variety of services on Broadleaf Cloud Platform in collaboration with various partner companies regardless of industries and business sectors. By combining cloud services with a variety of services on Broadleaf Cloud Platform, the Group will expand the scope of services from “support for operational efficiencies through the provision of conventional business applications” to “support for management and operational reforms through the provision of a total management system.”
 
Support for transition to new working styles
In response to clients’ needs for moving to new work styles, such as teleworking and online operations, the Group promotes webinars, online business negotiations, etc. and also offers a variety of products to clients to support the transition to new working styles through the promotion of digitization of operations. The Group will continue to provide products and services in response to legal revisions and digitization, including the revision of the Electronic Book Storage Act and the introduction of an electronic invoice system, and support clients' transition to a new working style.

Penetration of the auto parts ordering business and development of e-commerce business
The Group provides electronic ordering service for auto repair parts by utilizing its strengths: the client base and database of the car aftermarket. The provision of cloud services will lead to further penetration of the service. The service also manages ordering for recycled auto parts and promotes the use of recycled parts when repairing. Through the service, the Group will contribute to the realization of a resource recycling-oriented society. In addition, by computerizing the ordering process, the Group will eliminate inefficiencies in parts trading and logistics, which are issues in the industry, and also contribute to the reduction of paper materials.
 
Creation of services that utilize data
The Group will launch a new service, such as services for car owners that utilize big data related to automobiles. The Group will aim to increase the added value of its database in order to create a business that targets all mobility, including next-generation automobiles and others, in addition to conventional automobiles. To this end, the Group will conduct joint research and alliances with affiliated companies. The Group has begun to achieve results, including the commencement of collaboration with a car manufacturer-affiliated finance company in October 2021.

Medium-term Management Plan

Under the Medium-Term Management Plan (2022-2028), Broadleaf’s management policy is “Evolution into a unique platform company through promotion of DX in the automobility industry.” It will build a prosperous society together with business operators in various industries by challenging new domains starting from the automobility industry, rather than limiting itself to existing client industry. Through these initiatives, it aims to achieve an operating margin of 40% and profit attributable to owners of the parent of 8 billion yen in the fiscal year ending December 31, 2028, which is the final year of the plan.

Basic Strategy

With the cloud-based infrastructure “Broadleaf Cloud Platform (BCP),” as the starting point, Broadleaf has positioned “Penetration of cloud-based products” and “Expansion of services” as two basic strategies and will implement priority measures.

1) Penetration of cloud-based products
With “.c Series,” the cloud-based software, at the core, Broadleaf will support DX of its clients.
  1. Increase the number of provided licenses by expanding the target market by utilizing the product features of the “.c Series,” and increase sales per company by proposing DX solutions.
  2. Prolong period of continued use by increasing the number of various kind of systems manufactured by other companies (accounting, personnel, etc.) that link with the “.c Series” through API (standard interfaces).
  3. Implement enhancement of non-face-to-face sales and surely capture the renewal demand accompanied by the expiration of old software contracts, while further increasing the acquisition of new users.
2) Expansion of services
With “BCP,” the cloud-based infrastructure, as the starting point, Broadleaf will diversify its platform-type services.   
  1. Improve functionality and usability to increase the usage rate and usage frequency of “BCP Ordering Platform” and make it the standardized platform for sales and purchase transactions in the auto parts market.
  2. Consolidate auto finance affiliates into “BCP Auto Finance Platform” so that Broadleaf can provide a variety of financial services to users of the “.c Series.”
  3. Promote the expansion of “BCP MaaS Platform” into the logistics domain.
  4. Enable deployment of “.c Series” to car maker-affiliated dealers, etc. by increasing the number of third party vendors using the software development kit (SDK) of “BCP,” which will allow the usage of third party development resources.

Performance Plan

Announced on February 9, 2022
(Billions of yen)

Fiscal year ending
December 31
FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028
Revenue 12.3 14.7 18.5 22.0 25.5 29.0 32.5
Operating profit (loss) -4.8 -2.7 1.0 3.3 6.7 10.0 13.0
Operating margin 5% 15% 25% 34% 40%
Profit (loss) attributable
to owners of the parent
-5.0 -2.9 0.6 2.0 4.2 6.3 8.0
Fiscal year ending
December 31
End of
FY2022
End of
FY2023
End of
FY2024
Equity attributable to
owners of the parent
20.0 17.5 18.0
Percentage of equity
attributable to owners
of the parent
60% 50% 52%

Notice of Formulation of Medium-Term Management Plan (2022-2028)

Medium-term Management Plan (2022-2028) Briefing Material [Excerpt][718KB]