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INFORMATION DEVELOPMENT CO., LTD.
K.K. PURAIDO
AI FACTORY CO., LTD.
ID Wuhan
ID Singapore
ID America
ID Europe

Investor Relations Management Strategy

The Mid-Term Management Plan (FY2025 - FY2027)



Our group has achieved improved profitability by accurately capturing the rapidly changing trends in the IT industry and implementing various strategies aimed at enhancing the value of our services, as outlined in our previous medium-term management plan.

Amid an increasingly complex social and industry environment, we have set mid-to-long-term goals for 2030, our 60th anniversary, targeting consolidated revenue of 50 billion yen, gross profit of 15 billion yen, and operating profit of 8 billion yen, aiming for significant growth.
In this mid-term business plan, we will promote six key strategies, including a service portfolio strategy, establishment of customer touchpoints, and human capital investment strategy, centered on two strategic themes: “shift to a high-profit model” and “cultural innovation.” Amid accelerating talent shortages and industry transformation driven by technological advancements, we will enhance the value of our people—the cornerstone of our business—and drive transformation toward a more profitable and growth-oriented business model.
To survive the turbulent IT industry, we will strive to realize a “lean and agile ID Group.”


For more details, please visit the following link.( ”Here” links to the mid-term plan PDF)

Numerical Targets


Strategic themes and key strategies




Six key strategies


1. Service Portfolio Strategy

[Business Policy]

As companies accelerate their digital transformation, the markets for consulting, IT infrastructure, and cybersecurity are expected to expand. We are positioning these three businesses as focus areas, aiming to expand operations by offering services with higher value-added. On the other hand, growth in application development and system management is expected to be blunted amid the trends of democratization of IT and automation. We therefore position these two businesses as base areas. Here we will focus on improving profit margins by selecting and concentrating on high-profit projects.


[Human Resource Upskilling]
Technological advance in a number of areas, most notably including AI, is expected to shrink activity in downstream processes. The ID Group is therefore shifting personnel from downstream to upstream processes, upskilling personnel to move them from base areas to focus areas. In this way we will assemble a personnel portfolio that is stronger in both quality and numbers, with the aim of achieving a high-profitability model.

[Partner Strategy]
To enhance the added value of our services and expand our business, it is important to collaborate with business partners chosen according to the scale and technical field of each project. By strengthening the certification of core partners and building a production system through mutual-assistance-based human-resource development, the ID Group will build relationships through which the Group and its business partners can grow together.


2. Establishing Customer Contact Points

Customer needs for IT services are diversifying and becoming more sophisticated, and there is a constant demand for services with high added value. Furthermore, in order to respond to rapid market changes, it is necessary to grasp technological trends and respond flexibly. Our group has established a new marketing and business function to enable a proactive and cross-functional sales approach. This will enable us to respond quickly and accurately to the diverse issues faced by our customers as a mid- to long-term IT strategy partner. We aim to expand our customer base and improve profitability.


3. Human Capital Investment Strategy

Our group aims to be a company where professional talent can shine, providing an environment that enables employees to realize their aspirations and goals. We support employees by offering opportunities aligned with their long-term career visions, fostering the creativity and transformative capabilities and fostering a culture that promotes independent thinking. Additionally, we are building an organization that respects diversity and human rights, reducing overtime work, and improving the utilization rate of paid leave to enhance employee engagement.


4. M&A Strategy

In order to contribute to the improvement of profitability, which is one of our medium- to long-term goals, we will actively promote M&A and capital alliances, particularly with companies that have high synergies with our focus areas.
When selecting targets for M&A activities, the Group focuses on three aspects: securing human resources, acquiring technology and licenses, and developing customers. Securing business-ready consultants and project managers will power the acceleration of our business growth. Acquiring technology and licenses will enable us to combine those assets with existing businesses to offer innovative solutions. And by developing a multifaceted base of high-quality customers, we can bring further stability to our revenue base.




5. Global Strategy

In addition to utilizing existing offshore resources, we will focus on supporting overseas bases of Japanese companies. Overseas markets are expected to expand further in the future, and many Japanese companies are expected to enter these markets. We will target these Japanese companies as customers and aim to provide local IT support for their overseas expansion. To achieve this, we will promote the recruitment and training of global human resources both in Japan and overseas.


6. Management with an awareness of capital costs and stock prices

Over the past 10 years, we have worked to improve our ROE (return on equity) and ROIC (return on invested capital).
We will continue to aim for ROE that exceeds shareholder capital costs and ROIC that exceeds WACC (weighted average cost of capital).
Additionally, we will strategically allocate management resources and promote investments in human capital, research and development, and mergers and acquisitions to achieve sustainable growth and enhance long-term corporate value.