Kokopelli, Inc. · TSE:4167
Kokopelli — Q1 FY2026 Earnings Presentation
66 slides from Kokopelli's earnings presentation, Aug 21, 2026
Slide 1: First Quarter FY2026 Financial Results
First Quarter FY2026 Financial Results KOKOPELLI Inc. (stock code: 4167) August 14, 2026 *FY2026 refers to the fiscal year ending March 31, 2027.
Slide 2: Agenda
01 Company & Business Overview P.3-15 02 Highlights P.16-18 03 Key Topics P.19-25 04 FY2026 First Quarter Result P.26-34 05 FY2026 estimates P.35-36 06 Medium-Term Management Plan P.37-55 07 Supplementary Information P.56-66
Slide 3: Company & Business Overview
01 Company & Business Overview
Slide 4: Company Overview
Company Overview Name: KOKOPELLI Inc. Address: Kioicho Bldg. 11th floor, 3-12 Kioicho, Chiyoda-ku, Tokyo Established: June 2007 CEO: Shigeru Kondo 812 million yen Capital: *As of June 30, 2026 Number of Group 130（permanent & part-time） Employees: *As of June 30, 2026 Group Kokopelli Management Suppo
Slide 5: Mission
Mission Find the future in corporate value In concert with financial institutions, we help sprout the seeds of possibilities in companies across Japan. ©2026 KOKOPELLI Inc. 5 / 66
Slide 6: Service Contents
Service Contents - Core focus on a B2B SaaS model that supports the growth of SMEs and regional revitalization (*1) - Expanding services for financial institutions’ DX and those leveraging generative AI Big Advance DX Solutions Management Support File transfer and Consulting on utilization Platform
Slide 7: Kokopelli Group Business Model
Kokopelli Group Business Model Leveraging our unique SME and financial institution networks to maximize up-selling and cross-selling. Provided Services Financial SMEs Institutions Management Support Overseas Business System Provision Service Provision Platform for SMEs Matching Platform Business Mat
Slide 8: About "Big Advance"
About "Big Advance" - A BtoB SaaS model management support platform for SME clients of financial institutions. - Provides a wealth of functions with competitive price offers to accelerate the pace of DX at SMEs. - Aspiring to be the essential infrastructure for SMEs. Basic Functions Optional Functio
Slide 9: How "Big Advance" Works
How “Big Advance” Works Innovative Services for SMEs: “XX Big Advance” for each Financial Institution - Breaking Regional and Institutional Barriers Business matching beyond the framework of each financial institution System-linkage between each Big Advance bolsters matching capabilities on an unpre
Slide 10: BM Portal
BM Portal: Business Matching Management for Financial Institutions Released the “BM Portal,” a platform for centralized online management of business matching operations at f inancial institutions. BM Portal Business Matching Mechanism Key Features Requests and Inquiries Search & Matching ◯ Manageme
Slide 11: Specialized AI FAQ (SAF) for inquiry operations at a Financial Institution
Specialized AI FAQ (SAF) for inquiry operations at a Financial Institution Utilizing Generative AI for Internal Inquiries on Policies and Documents within Financial Institutions • Developed FAQ functions by training AI with work regulations and manuals to create chatbots that can answer questions. •
Slide 12: BIG ADVANCE GLOBAL
BIG ADVANCE GLOBAL 【Features】 ・Leveraging the “trusted network” provided by financial institutions and 【Mission】 “advanced technology” ・Japan’s first global platform enabling direct trade between SMEs 地域発世界 From Region to the World Exclusive network For members Automatic translation function Busines
Slide 13: Technological Advantages of BIG ADVANCE GLOBAL
Technological Advantages of BIG ADVANCE GLOBAL New UI/UX Designed for Global Expansion - Multilingual support (Japanese and Thai) - Smartphone optimization - Integration with SNS (including LINE) - Online contract execution Proprietary Automatic Translation Engine Utilizing LLM - AI-powered automati
Slide 14: GrpMail & WebFile
GrpMail & WebFile: File Tran smission , Reception, and Sharing Services - Developed and provided by Key Point, a group company. - Introduced to over 2,000 companies to date. - Addressing Information Security Challenges Such as File Attachment Transmission and Paperless Operations A simple interface
Slide 15: Consulting on Utilization of Subsidies
Consulting on Utilization of Subsidies - Provided by our group company, Kokopelli Management Support Inc. - Expanded our supported subsidy lineup to address diverse client needs. Monodukuri Subsidy (Manufacturing & SME Labor-Saving SME New Business SME Growth Service Innovation Investment Subsidy En
Slide 16: Highlights
02 Highlights
Slide 17: FY2026 1Q Highlights
FY2026 1Q Highlights Achieved revenue growth, profit growth, and a return to profitability, driven by the completion of heavy investments in "BIG ADVANCE GLOBAL," steady expansion in adoption of financial DX/AX services ("BM Portal," "SAF," "WebFile/GrpMail"), and improved acceptance rates in subsid
Slide 18: FY2026 1Q Profit and Loss Statement
FY2026 1Q Profit and Loss Statement Consolidated Financial Results Current Status of Big Advance Sales Number of BA-installed financial institutions 481million yen 72 （YoY +9.3％） Number of member companies EBITDA（*2） 52,203 58million yen （YoY +574.3%） Total number of users Operating profit 219,284 8
Slide 19: Key Topics
03 Key Topics
Slide 20: Alignment with the Government's Key Policy
Alignment with the Government’s Key Policy: "Regional Financial Capability Enhancement Plan" The "Regional Financial Capability Enhancement Plan," formulated and published by the Financial Services Agency (FSA) in December 2025, is a comprehensive policy package designed to support regional economie
Slide 21: Hosted "BA Awards 2026"
Hosted "BA Awards 2026: Specialists Driving Regional Economies" - Recognizing outstanding sales personnel from regional banks, second-tier regional banks, shinkin banks, and credit cooperatives nationwide who achieved exceptional results in SME support and regional economic revitalization through "B
Slide 22: Introducing the AI Assistant "BiBi"
AI Agent Strategy: Released AI Assistant "BiBi" - Launched the AI assistant “BiBi” on Big Advance. - BiBi is an AI assistant that autonomously supports user activities on Big Advance. As a first step, BiBi assists companies in business matching by drafting needs descriptions and suggesting potential
Slide 23: Financial DX Strategy
Financial DX Strategy: Expansion of "BM Portal," "SAF," and "WebFile/GrpMail" Adoption Expanding Adoption of Financial DX/AX Services Among New Financial Institutions Business Matching Management Specialized AI FAQ File transfer and sharing service BM Portal Newly adopted by 2 Fl Newly adopted by 4
Slide 24: Global Strategy: Progress of "BIG ADVANCE GLOBAL"
Global Strategy: Progress of "BIG ADVANCE GLOBAL" - Service officially launched in Japan and Thailand in March 2026. - Member acquisition delayed due to additional time required to establish local operational processes (member registration, approval, etc.) in Thailand. - 1Q Results: 490 member compa
Slide 25: Global Strategy: Brand Awareness Initiatives in Thailand
Global Strategy: Brand Awareness Initiatives in Thailand for "BIG ADVANCE GLOBAL" (Examples) Steadily expanding brand awareness of BIG ADVANCE GLOBAL through strategic partnerships with financial institutions, government agencies, and entrepreneurial communities. Press Conference for Service Launch
Slide 26: FY2026 First Quarter Result
04 FY2026 First Quarter Result
Slide 27: FY2026 Profit and Loss Statement
FY2026 Profit and Loss Statement - Consolidated net sales reached 481 million yen (+9.3% YoY), driven by steady performance in Big Advance, an increasing number of financial institutions adopting BM Portal, expansion of SAF and WebFile/GrpMail adoption in the DX Solutions segment, and improved accep
Slide 28: Factors affecting EBITDA
Factors affecting EBITDA EBITDA returned to profitability at 58 million yen, driven by net sales growth, improved productivity through the operational use of Generative AI, and the conclusion of heavy strategic investments in BIG ADVANCE GLOBAL executed last year. (Unit: million yen) Reduction in In
Slide 29: Trends in Quarterly Sales
Trends in Quarterly Sales - Quarterly net sales reached 481 million yen, with Recurring Revenue (2) accounting for 76% of total sales. - DX Solutions revenue grew, driven by an increasing number of financial institutions adopting BM Portal and SAF, as well as improved acceptance rates in subsidy con
Slide 30: Trends for Quarterly Operating Profit/Loss and EBITDA
Trends for Quarterly Operating Profit/Loss and EBITDA With heavy investments in "BIG ADVANCE GLOBAL" concluding in the previous fiscal year, combined with operational efficiency improvements through Generative AI utilization, EBITDA significantly recovered to 58 million yen and operating income to 8
Slide 31: Trends in Quarterly Cost Structure
Trends in Quarterly Cost Structure Expenses normalized due to the conclusion of heavy investments in "BIG ADVANCE GLOBAL" in the previous fiscal year, combined with operational efficiency improvements driven by Generative AI. (Unit: million yen) 700 694 Advertizing Server systems （*2） 600 Outsourcin
Slide 32: Number of Big Advance Member Companies and Adopting Financial Institutions
Number of Big Advance Member Companies and Adopting Financial Institutions - The number of Big Advance member companies was 52,203(*1), a net decrease of 1,692 from 4Q-end. - Total FIs adopting all services reached 109 cumulative implementations, surpassing the 100 mark. (*1) 【Big Advance】 Hokkaido
Slide 33: Benefits of adopting Big Advance
Benefits of adopting Big Advance ~Business Matching~ - Business Matching Features Support Development of New Partnerships, Alliances, and Cross-Industry Innovations, Including New Product Development. - Focused on creating higher-quality negotiations and enhancing matching accuracy through functiona
Slide 34: Sustaining users with quick improvements to functions
Sustaining users with quick improvements to functions Average annual churn rate stayed in the 1% range, on the back of efforts to collect and quickly reflect the needs of financial institutions and member companies in our services to heighten customer satisfaction and convenience. Cycle of functiona
Slide 35: FY2026 estimates
05 FY2026 estimates
Slide 36: Full-Year Earnings Forecast for FY 2026
Full-Year Earnings Forecast for FY 2026 - No changes to the full-year forecast announced at the beginning of the fiscal year. - Achieve higher sales and profitability, returning to profitability with net sales of JPY 2.0 billion, EBITDA of JPY 280 million, and operating income of JPY 80 million thro
Slide 37: Medium-Term Management Plan
06 Medium-Term Management Plan （Announced on May 14, 2026）
Slide 38: New Medium-Term Management Plan "Scale Up"
New Medium-Term Management Plan “Scale Up” FY2026 – FY2029
Slide 39: CEO Message
CEO Message Building a “Regional Economy OS” Through “Regional Revitalization × Technology” to Achieve a New Growth Phase (“Scale Up”) Japan is currently facing structural challenges, including a rapid decline in the working-age population and a decrease in the number of companies, causing the tradi
Slide 40: "Three Megatrends" Accelerating Business Growth
“Three Megatrends” Accelerating Business Growth 1. SME DX / AX 2. Regional 3. Globalization Revitalization Japan’s labor force is projected to Policy support is accelerating through In addition to the contraction of the decline by approximately 6.62 million initiatives such as “Regional domestic mar
Slide 41: KOKOPELLI's Strengths
KOKOPELLI’s Strengths - KOKOPELLI’s strengths lie in the proprietary SME network and financial institution network it has independently built, as well as its expertise and technological capabilities in operating large-scale systems. - By leveraging these unique strengths, KOKOPELLI aims to transform
Slide 42: "Regional Revitalization × Technology" - From Regions to Japan and the World
Concept of the Growth Strategy “Regional Revitalization × Technology” - From Regions to Japan and the World - Using the power of technology to break through the “sense of stagnation” in regional economies and create a new economic circulation model that connects regional value throughout Japan and t
Slide 43: KOKOPELLI's Unique "Regional Revitalization Model"
KOKOPELLI’s Unique “Regional Revitalization Model” By leveraging the unique model of “Wide-Area (Digital) × Community-Centric (Human)”, KOKOPELLI aims to build an infrastructure that functions as a “Regional Economy OS.” Finding the Future in Corporate Value Vison Regional Companies across Japan Pro
Slide 44: Establishing a New Revenue Model
Establishing a New Revenue Model Aiming for exponential growth through “market expansion” and “multi-layering of the revenue structure” Market Expansion • [Domestic Market] Expansion of Target Segments (Company Size) New Revenue Model By approaching companies with overseas expansion needs, KOKOPELLI
Slide 45: Business Strategies to Achieve Scale-Up
Business Strategies to Achieve Scale -Up To realize sustainable medium- to long-term growth, KOKOPELLI will promote the following three business strategies. 1. Enhancement of 2. Expansion of New Businesses 3. Transformational Existing Businesses Growth through M&A AI Agent Strategy Global Strategy F
Slide 46: 1. Enhancement of Existing Businesses: AI Agent Strategy
1. Enhancement of Existing Businesses: AI Agent Strategy - Further evolving the generative AI utilization that we have implemented in Big Advance to date. - An advanced system where "AI" autonomously makes decisions and takes action by integrating multiple AI technologies and functions to achieve go
Slide 47: 2. Expansion of New Businesses: Global Strategy
2. Expansion of New Businesses: Global Strategy Progress to Date Future Global Strategy - In response to growing overseas expansion needs, Kokopelli announced its global - From FY 2026 (the current fiscal year), the business is expected to begin contributing to earnings. strategy concept in June 202
Slide 48: 2. Expansion of New Businesses: Financial DX Strategy
2. Expansion of New Businesses: Financial DX Strategy BM Portal • Adopted by multiple financial • Adopted by multiple financial institutions • Adopted by multiple financial Current Situation and institutions • Growing demand for generative AI institutions • Growing DX needs among financial Market En
Slide 49: 3. Transformational Growth through M&A: M&A Strategy
3. Transformational Growth through M&A: M&A Strategy - KOKOPELLI’s policy is to prioritize M&A in the area of the “Community-Based Network (Human)” to address the challenges faced by regional SMEs. Challenges Faced by SMEs High-priority M&A target companies Business Growth / Finance Profitability Ex
Slide 50: Growth Targets: Growth in Sales / Operating Profit and Target Market Capitalization
Growth Targets: Growth in Sales / Operating Profit and Target Market Capitalization - Execute business strategies based on the new Medium-Term Management Plan. - Achieve organic growth and return to profitability in FY 2026. - From FY 2027 onward, realize sustainable business growth and improved pro
Slide 51: Human Capital Management
Human Capital Management Based on our MVV (Mission, Vision, and Values), we will achieve sustainable business growth by recruiting, developing, and empowering diverse and talented human resources while creating an environment in which employees can thrive. ⚫ Introduction of e-learning programs ⚫ Sub
Slide 52: Embedding the Corporate Culture
Embedding the Corporate Culture To instill our MVV throughout the organization and foster a strong corporate culture, we distribute a Culture Book to all employees, hold company-wide meetings with participation from all employees at the end of each month, and conduct employee recognition programs on
Slide 53: Human Resource Development & Workplace Environment Enhancement
Human Resource Development & Workplace Environment Enhancement We implement various initiatives to help employees realize personal growth and build diverse career paths. E-Learning System Career Development Support Program Shared viewing sessions within departments Freely accessible for self-directe
Slide 54: Human Resource Development & Employee Benefits Programs
Human Resource Development & Employee Benefits Programs - We provide stock-based compensation to directors and employees as an incentive for medium- to long-term business growth. - From the perspective of recruiting and developing outstanding human resources, we have established a variety of HR and
Slide 55: Basic Policy on Shareholder Returns
Basic Policy on Shareholder Returns We prioritize the creation of stable cash flow and sustainable business growth, while considering shareholder returns to the extent possible. Shareholder Benefits Dividends Share Repurchases Program We believe that the best way to Unlike dividends, shareholder Unl
Slide 56: Supplementary Information
06 Supplementary Information
Slide 57: Background: Decline in the Working-Age Population
Background: Decline in the Working-Age Population Japan's working-age population is projected to decrease significantly. （10,000 people） 14,000 2025 → 2035: Projected to decrease by approx. 6.76 million 12,000 1,752 1,680 1,595 1,503 1,478 1,847 2,001 1,407 2,249 1,321 2,603 1,246 1,194 2,751 10,000
Slide 58: Overview & Challenges: SMEs in Japan
Overview & Challenges: SMEs in Japan - Addressing the Challenge of Low Labor Productivity in SMEs - SMEs play a significant role in the domestic economy, and a 10% improvement in labor productivity could generate a 16 trillion yen economic impact. (*1) Comparison of Ratio of workers at SMEs （単位：万円）
Slide 59: Overview & Challenges: Regional Financial Institutions
Overview & Challenges: Regional Financial Institutions - Regional financial institutions hold 326 trillion yen in outstanding loans to SMEs, making them central to the regional financial infrastructure. - Although temporary funding demand has expanded due to COVID-related loans, sustained funding de
Slide 60: Advantages of using Big Advance
Advantages of using Big Advance Effective networking with local financial institutions Effective networking with SMEs across the country ● An established network of Japan's largest regional ● A very effective network of 55,000 or more financial institutions, including regional banks, companies regis
Slide 61: Attracting more users: Expanding the user base
Attracting more users: Expanding the user base Number of financial institutions Potential finance customers 13% Not installed Member companies Installed 221 1% 6% 12% 37% 141 38 50% Non-members 18 94% 25 18 33 2 Max membership rate is 32% 2nd Tier Regional Banks Reginal Shinkin Banks Credit Unions f
Slide 62: Further expansion of user base
Further expansion of user base - Target clients of regional financial institutions operating small enterprises across Japan. - Revised target: Aiming for 120,000 member companies by FY2029 based on updated numerical plans. 3.04 mil 55,000 companies 120,000 companies companies Final target Small ente
Slide 63: The market size of business matching platforms
The market size of business matching platforms - The domestic market as a whole is expected to expand from 2,013 billion yen in FY 2024 to 2,722 billion yen in FY2028 - Holds a high market share of 60% in the financial business matching platform market. Mid-term forecast for the business matching pl
Slide 64: Potential market with room for further expansion
Potential market with room for further expansion Raise ARPA through offering new functions and links with other companies' services, as well as an expanded user base. SME IT market （*1） in Japan Financial IT market in 4.1 tn yen Target markets for new businesses Japan （*2） 2.4tn Push up ARPA to expa
Slide 65: Sustainable Development Goals (SDGs)
Sustainable Development Goals （SDGs） We strive to “Find the future in corporate value“, and “make technologies accessible to SMEs” through on-going efforts to add corporate value and commit to resolving social issues through our engagements. goal logo 8.3 Promote development-oriented policies that s
Slide 66: Disclaimer
Disclaimer ⚫ The contents contained this document are based on generally accepted economic, social and other conditions as of the date of preparation and certain assumptions that we judged to be reasonable, but may be subject to change without notice due to changes in the business environment or oth