JINJIB Co.,Ltd.

As of the end of March 2026, the company had built a system in partnership with 106 city banks, regional banks, and credit unions (shinkin banks), receiving an average of 275 business referrals per month. Deals referred through financial institutions have a high order-conversion rate and serve as a stable source of new customer acquisition. This represents a proprietary sales infrastructure that is difficult for competitors to replicate in a short period, and diversification of referral channels continues to be promoted.

In FY2026 (ending March 2026), the company visited 2,664 high schools nationwide and possesses a proprietary database accumulating the characteristics and approach methods for each school. Given the market structure in which high schools are inevitably involved in high school students' job-hunting activities, this school network functions as a barrier to entry. The company is also building continuous relationships with high schools through "Job Draft Teacher" and "Job Draft Career."

The gross profit margin for FY2026 (ending March 2026) was 86.2% (exceeding the planned 79.4%). "Job Draft Navi" is a proprietary platform that incurs no cost of sales, with the number of listed companies expanding from 2,056 in the previous period to 2,509. The order backlog in the recruitment domain has grown to ¥1,298,960 thousand (114.8% year-on-year), providing high visibility into revenue for the following period.

Acquired the career path information business of Chieru Communication Bridge for ¥290 million, completing consolidation as a subsidiary effective April 1, 2026. The company aims to build a platform addressing both employment and further education needs of high school students, expanding the market through complementary integration of the high school/university/vocational school network with its existing corporate and high school networks.

Strengthened the organizational structure of the Sales Promotion Department to reinforce proposal activities toward financial institution head offices and branches. The company is setting targets for each financial institution and clarifying priority partners, while also promoting new partnerships with service providers that have credit union or corporate clients, aiming to reduce dependence on specific financial institutions and stabilize business performance.

Completed rebranding around the main concept of "support for retaining talent you don't want to lose." The service is expected to contribute to strengthening the revenue base as a stock-type product covering HR functions such as recruitment, retention, evaluation, and training. Performance fell short of initial expectations in FY2026 (ending March 2026), but the company is developing its sales structure from this fiscal year to achieve full-scale expansion.

Shifted telemarketing operations to outsourcing in principle, building a flexible cost management structure linked to the number of business meetings obtained. Utilization of outsourced workers enables regional expansion without establishing new branch offices, simultaneously advancing business area expansion and cost efficiency optimization. Confirmed certain results in keeping SG&A expenses within the FY2026 (ending March 2026) plan.

Clarified the division of roles between new business sales and existing customer sales, changing the structure so that the Customer Success Department is responsible for upselling to existing customers. The company is promoting optional sales for Job Draft Navi and guiding customers toward higher-priced plans, aiming to improve the media value of its job listing site through increased listings and improve repeat rates.