Medium-term Management Plan

Fundamental strategy

BPO Business

Use high-quality BPO services to rank first in BPO customer satisfaction
●On February 23, 2018, Japan Business Service (JBS), which was a wholly owned subsidiary of Daiko Securities Business (DSB), became a wholly owned subsidiary of Careerlink. Also, a capital and business alliance agreement was signed with DSB.Raise the volume of BPO services for financial service and system integration companies by using the Daiko Securities Business capital and business alliance and the acquisition of Japan Business Service.
●Use joint activities with BPO vendors to capture orders involving personal ID numbers for savings accounts and the streamlining of financial procedures.
●Receive orders from the national government and the largest cities in Japan in order to increase public-service BPO project experience and build a base for growth in this sector.
●Make Careerlink synonymous with outstanding quality; further improve quality to make the Careerlink brand even more powerful and continue growing.

CRM Business

Convert CRM orders to BPO orders by creating value-added proposals
●Target outsourcing demand at telemarketers
●Make highly profitable CRM projects the main target while also capturing orders for peripheral operations in order to contribute to growth in BPO orders.
●Improve the quality of the temporary placement workforce and increase unit prices every year.
●Increase earnings by using KPI for regular and team temporary placement services, raising efficiency and achieving higher customer satisfaction.

Office services Business

Enlarge high-margin projects to peripheral tasks and convert to BPO
●Increase the effectiveness of career paths and use a hybrid business model that combines unlimited employment, temp-to-permanent employment and regular staffing.

Manufacturing human resource services

Aim for growth, with the food sector as the core business, to establish an infrastructure for nationwide operations
●Continue to expand this business, chiefly by serving food processing companies.
●Grow in categories that can use housewives, foreigners and seniors and provide staffing services to companies associated with these categories.
●Raise foreign workers to at least half of all individuals assigned to projects.
●Open offices faster for sales growth and the establishment of nationwide coverage.
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Key strategies

Sales growth

●Become more competitive in the temporary staffing market
●Growth by targeting demand created by Japan’s personal identification number system
●Target high-volume BPO projects in the private and public sectors

Growth of financial services sector business

●Increase the scale of business activities in the financial services sector by using the Daiko Securities Business alliance and the resources of Japan Business Service

Strengthen manufacturing human resources

●Enlarge the core food processing human resource services business to cover all areas ofJapan

Mergers and acquisitions

●Use mergers and acquisitions to establish a presence in more business domains

Numerical targets

Year ended Feb. 2018
actual (billions of yen)
Year ending Feb. 2021
Plan (billions of yen)
Net sales
16.7
27.2
Operating income
0.5
0.7
Ordinary income
0.6
0.7
Net income
0.4
0.4
 
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