Data is not available at this time.
AGORA Hospitality Group Co., Ltd operates in Japan's competitive travel lodging sector, specializing in a diversified portfolio of hotels, including full-service, limited-service, resort, and traditional ryokan properties. The company’s revenue model is anchored in hospitality operations, supplemented by value-added services such as asset management, due diligence, and rebranding consulting. This dual approach allows AGORA to capitalize on both direct lodging revenues and advisory fees, enhancing its resilience in cyclical markets. Positioned as a mid-tier operator, the company differentiates itself through localized hospitality experiences, blending modern amenities with traditional Japanese hospitality. Its strategic focus on property repositioning and management services provides additional revenue streams while mitigating risks associated with direct ownership. The Japanese tourism recovery post-pandemic presents growth opportunities, though competition from global chains and domestic players remains intense. AGORA’s asset-light consulting segment offers scalability, but its core hotel operations require sustained demand to maintain profitability.
In FY 2024, AGORA reported revenue of JPY 8.38 billion, with net income of JPY 108 million, reflecting modest profitability in a challenging operating environment. The diluted EPS of JPY 0.42 underscores thin margins, likely pressured by high fixed costs in hospitality. Operating cash flow of JPY 435.8 million suggests operational viability, though capital expenditures of JPY -2.71 billion indicate heavy reinvestment needs, possibly for property upgrades or expansions.
The company’s earnings power appears constrained, with net income representing just 1.3% of revenue. Negative free cash flow (operating cash flow minus capex) highlights capital-intensive operations, though this may align with long-term asset quality improvements. The absence of dividend payouts suggests retained earnings are being prioritized for debt reduction or growth initiatives.
AGORA’s balance sheet shows JPY 2.87 billion in cash against JPY 8.94 billion in total debt, indicating leveraged positioning common in real estate-intensive sectors. The debt-to-equity ratio is elevated, but manageable if tourism demand stabilizes. Liquidity appears adequate, with cash covering ~32% of short-term obligations, assuming typical debt maturity profiles.
Growth hinges on Japan’s tourism rebound and AGORA’s ability to optimize its mixed-use properties. The lack of dividends reflects a focus on balance sheet repair or reinvestment, though future payouts could emerge if profitability improves. The beta of -0.001 suggests low correlation to broader markets, possibly due to niche operations.
At a market cap of ~JPY 16.5 billion, the stock trades at ~1.97x revenue, a discount to global lodging peers, likely reflecting regional risks and smaller scale. Investors may be pricing in subdued earnings until tourism recovers to pre-pandemic levels.
AGORA’s hybrid model—combining owned assets with fee-based services—provides flexibility, but execution risks persist. Near-term success depends on Japan’s inbound tourism recovery and cost discipline. Long-term, its expertise in repositioning underutilized properties could unlock value, though macroeconomic headwinds remain a concern.
Company filings, Bloomberg
show cash flow forecast
| Fiscal year | 2025 | 2026 | 2027 | 2028 | 2029 | 2030 | 2031 | 2032 | 2033 | 2034 | 2035 | 2036 | 2037 | 2038 | 2039 | 2040 | 2041 | 2042 | 2043 | 2044 | 2045 | 2046 | 2047 | 2048 | 2049 | |
INCOME STATEMENT | ||||||||||||||||||||||||||
| Revenue growth rate, % | NaN | |||||||||||||||||||||||||
| Revenue, $ | NaN | |||||||||||||||||||||||||
| Variable operating expenses, $m | NaN | |||||||||||||||||||||||||
| Fixed operating expenses, $m | NaN | |||||||||||||||||||||||||
| Total operating expenses, $m | NaN | |||||||||||||||||||||||||
| Operating income, $m | NaN | |||||||||||||||||||||||||
| EBITDA, $m | NaN | |||||||||||||||||||||||||
| Interest expense (income), $m | NaN | |||||||||||||||||||||||||
| Earnings before tax, $m | NaN | |||||||||||||||||||||||||
| Tax expense, $m | NaN | |||||||||||||||||||||||||
| Net income, $m | NaN | |||||||||||||||||||||||||
BALANCE SHEET | ||||||||||||||||||||||||||
| Cash and short-term investments, $m | NaN | |||||||||||||||||||||||||
| Total assets, $m | NaN | |||||||||||||||||||||||||
| Adjusted assets (=assets-cash), $m | NaN | |||||||||||||||||||||||||
| Average production assets, $m | NaN | |||||||||||||||||||||||||
| Working capital, $m | NaN | |||||||||||||||||||||||||
| Total debt, $m | NaN | |||||||||||||||||||||||||
| Total liabilities, $m | NaN | |||||||||||||||||||||||||
| Total equity, $m | NaN | |||||||||||||||||||||||||
| Debt-to-equity ratio | NaN | |||||||||||||||||||||||||
| Adjusted equity ratio | NaN | |||||||||||||||||||||||||
CASH FLOW | ||||||||||||||||||||||||||
| Net income, $m | NaN | |||||||||||||||||||||||||
| Depreciation, amort., depletion, $m | NaN | |||||||||||||||||||||||||
| Funds from operations, $m | NaN | |||||||||||||||||||||||||
| Change in working capital, $m | NaN | |||||||||||||||||||||||||
| Cash from operations, $m | NaN | |||||||||||||||||||||||||
| Maintenance CAPEX, $m | NaN | |||||||||||||||||||||||||
| New CAPEX, $m | NaN | |||||||||||||||||||||||||
| Total CAPEX, $m | NaN | |||||||||||||||||||||||||
| Free cash flow, $m | NaN | |||||||||||||||||||||||||
| Issuance/(repurchase) of shares, $m | NaN | |||||||||||||||||||||||||
| Retained Cash Flow, $m | NaN | |||||||||||||||||||||||||
| Pot'l extraordinary dividend, $m | NaN | |||||||||||||||||||||||||
| Cash available for distribution, $m | NaN | |||||||||||||||||||||||||
| Discount rate, % | NaN | |||||||||||||||||||||||||
| PV of cash for distribution, $m | NaN | |||||||||||||||||||||||||
| Current shareholders' claim on cash, % | NaN |