TORIDOLL Holdings Corporation

Business Details

A Sanuki udon specialty chain that installs noodle-making machines at every store, appealing with "freshly made, freshly boiled, freshly prepared, handmade" noodles made from flour on-site and cooked in front of customers. Offers udon, tempura, and omusubi in a self-service format. Operates across three store formats—roadside, shopping center, and building-in—pursuing a hybrid marketing strategy that combines quality uniformity through noodle craftsmen stationed at every store with customer traffic generation via seasonal fair products. As of the end of March 2026, operates 887 directly-managed stores domestically.

Recent Overview

Both revenue and business profit reached record highs. New store openings and various initiatives were successful.

In FY2026 (ending March 2026), revenue was ¥137,193 million (up 7.1% year on year) and business profit was ¥21,955 million (up 5.1% year on year), both marking record highs. Increases in raw material costs and other expenses were absorbed through higher revenue. In addition to implementing price revisions on some products in January 2026, customer traffic measures such as the "Dragon Ball Z" collaboration campaign and free noodle-volume-increase campaigns were successful. 36 new stores were opened, expanding the store count to 887 at fiscal year-end. For FY2027 (ending March 2027), revenue of ¥146,000 million (up 6.4% year on year) and business profit of ¥23,000 million (up 4.8% year on year) are planned.

Key Products

Growth Drivers

• Improved quality uniformity and enhanced customer experience value through noodle craftsmen stationed at every store (promoting the development of Hapikan Captains and delegation of authority to stores)
• Strengthened customer traffic through a hybrid approach combining branding and product promotion
• Creating visit motivations and acquiring repeat customers through seasonal limited-time products and collaboration campaigns
• Scale expansion through new store openings of 36 stores annually (FY2026 (ending March 2026) actual) and 45 stores planned (FY2027 (ending March 2027) plan)
• Expanding the customer base and increasing average spend per customer through new-category product development and category development
• Maintaining store operation quality through improved employee satisfaction, talent development, and retention under mental capital management

Risks

• Cost pressure from continued increases in raw material costs, labor costs, and utility costs (price revisions were implemented in January 2026, but further increase risk remains)
• Impact on customer count and average spend per customer from declining eating-out demand and heightened frugality among consumers due to price inflation
• Intensifying price and quality competition with competitors (such as low-price udon chains)
• Talent risk related to securing and retaining specialized personnel such as noodle craftsmen
• Risk of changes in trade area environment for each store format (roadside, shopping center, building-in)
• Business profit margin declined slightly from 16.3% in the prior period to 16.0%, indicating limits to the capacity to absorb cost increases through higher revenue