“3D Strategy” to Expand Customer Segments, Business Scope and Quality
First written in FY2016. 21 of 27 entries say "Advanced", first in FY2017-Q1. Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026AdvancedAnnual report
「Active expansion into “three priority business areas”」
The expansion of the customer base and business domains was organized into 3 areas: ① JR East and public and private railway operators; ② railway-related fields, including construction near railways; and ③ public-sector entities and private-sector companies. This was put into practice as business expansion that contributes to solving social issues. - FY2026-H1Continued revenue growth from private railway construction and other projectsAnnual report
「Orders received were ¥58,423 million, down ¥7,332 million year on year, while revenue was ¥65,688 million, up ¥3,699 million, as an increase in private railway construction and other projects offset a decline in general construction for government agencies.」
While general construction for government agencies declined, revenue increased by ¥3,699 million year on year due to an increase in private railway construction and other projects. - FY2025-H1Increase in private railway construction and other projectsAnnual report
「For the interim consolidated accounting period, orders received were ¥65,756 million, down ¥11,486 million year on year, while revenue was ¥61,989 million, up ¥5,339 million, as an increase in private railway construction and other projects offset a decline in general private-sector construction.」
While general private-sector construction declined, private railway construction and other projects increased, bringing revenue to ¥61,989 million, up ¥5,339 million year on year. - FY2024AdvancedAnnual report
「Among our diverse private-sector customers, we continued to receive and execute orders from a broad range of customers. Track construction projects included 東急電鉄(株), 相模鉄道(株), 小湊鐵道(株), 上信電鉄(株) and 伊豆急行(株); civil engineering projects such as viaducts, bridges and station improvements included TOBU RAILWAY CO.,LTD., しなの鉄道(株) and 相模鉄道(株); building construction projects for factories, warehouses and offices included 株式会社ヤマデン, MARUYAMA MFG.CO.,INC. and 株式会社ライフコーポレーション; and condominium projects included 小田急不動産(株), Nice Corporation, 相鉄不動産(株) and ＪＲ西日本不動産開発（株).」
The company built up a record of orders received and construction execution across customer segments and business domains, including private railway operators, the private sector, factories, warehouses, offices and condominiums. - FY2024-Q3Increase in private-sector construction and other projectsAnnual report
「Orders received were ¥107,925 million, up ¥30,736 million year on year, while revenue was ¥92,362 million, up ¥13,978 million, as an increase in private-sector construction and other projects offset a decline in government construction.」
Although the report did not explicitly state a causal link to the 3D Strategy or its initiatives, private-sector construction and other projects increased while government construction declined, and both orders received and revenue exceeded the previous year. - FY2024-Q2AdvancedAnnual report
「Orders received were ¥77,243 million, up ¥32,441 million year on year, while revenue was ¥56,649 million, up ¥7,714 million, as an increase in private-sector construction and other projects offset a decline in general construction for government agencies.」
While general construction for government agencies declined, private-sector construction and other projects increased, and both orders received and revenue exceeded the previous year. Orders received or revenue also increased in each of the civil engineering, building construction and other businesses. - FY2024-Q1Increase in private-sector constructionAnnual report
「For the cumulative first-quarter period, orders received were ¥23,708 million, up ¥6,062 million year on year, while revenue was ¥24,396 million, up ¥2,892 million, as various carried-over construction projects progressed steadily and completed construction revenue from private-sector construction increased.」
Although the report did not explicitly state a causal link to the 3D Strategy or expansion of the customer base, completed construction revenue from private-sector projects increased, and both orders received and revenue rose year on year. - FY2023AdvancedAnnual report
「Among our diverse private-sector customers, we continued to receive and execute orders from a broad range of customers. Track construction projects included 東急電鉄(株), 上信電鉄(株), ひたちなか海浜鉄道(株) and 小湊鐵道(株); civil engineering projects such as viaducts, bridges and station improvements included しなの鉄道(株) and 相模鉄道(株); building construction projects for factories, warehouses and offices included 株式会社ヤマデン, MARUYAMA MFG.CO.,INC. and 株式会社ＯＫＩプロサーブ; and condominium projects included NIPPON DENSETSU KOGYO CO.,LTD., Nice Corporation and 相鉄不動産(株).」
The report described specific expansion in the customer base and order domains, including private railway operators, the private sector, factories, warehouses, offices and condominiums. - FY2023-Q2Increase in private-sector construction and other projectsAnnual report
「For the cumulative second-quarter period, orders received were ¥44,801 million, down ¥2,010 million year on year, while revenue was ¥48,935 million, up ¥3,520 million, as an increase in private-sector construction and other projects offset a decline in government railway construction.」
Although expansion of the customer base and business domains was not identified as the direct cause, private-sector construction and other projects increased while government railway construction declined, bringing revenue to ¥48,935 million, up ¥3,520 million year on year. - FY2023-Q1AdvancedAnnual report
「For the cumulative first-quarter period, orders received were ¥17,646 million, down ¥2,354 million year on year, while revenue was ¥21,504 million, up ¥1,212 million, as various carried-over construction projects progressed steadily and completed construction revenue from government agencies and the private sector increased.」
Although the name of the 3D Strategy was not explicitly stated, completed construction revenue from government agencies and the private sector increased, bringing total revenue to ¥21,504 million, up ¥1,212 million year on year. - FY2022AdvancedAnnual report
「Regarding customer expansion under the “Growth Strategy,” we have continued to focus management resources on safely executing construction projects ordered by East Japan Railway Company, our largest and most important customer.」
While continuing to make focused investments in JR East, the company expanded orders and construction execution for private railway operators, government agencies and the private sector through specific groups of projects. - FY2021AdvancedAnnual report
「We formulated the three-year medium-term management plan “Tohtetsu 3D Power Up Advance 2024” for fiscal 2021 through fiscal 2023. By further strengthening the basic strategy, the “3D Strategy,” we will accelerate technology development and human resources training in anticipation of safe, stable railway transport and investments to improve convenience, further refine our strengths, including our execution capabilities in highly specialized railway construction, and use those strengths to the fullest as we take on more challenging and broader-ranging projects.」
The company will continue the 3D Strategy in the next medium-term plan, accelerate technology development and human resources training, and expand into more difficult and broader-ranging projects. - FY2020AdvancedAnnual report
「Against this backdrop, in the second year of our group’s medium-term management plan for 2018–2021, “Tohtetsu 3D Power Up 2021,” we actively pursued initiatives under the “Growth Strategy [X-axis × Y-axis]” and the “Quality Strategy [Z-axis]” based on the basic strategy, the “3D Strategy.” Specifically, through the “Power Up Project,” we promoted four key themes: “Z-1 Improving safety and quality,” “Z-2 Improving productivity / technology development,” “Z-3 Work-style reform / human resources training,” and “Z-4 ESG (environmental, social and governance).”」
The company continued the 3D Strategy in its second year and advanced four key themes through the Power Up Project. The report also described business progress, including orders received of ¥134,317 million and revenue of ¥146,034 million. - FY2020-Q3AdvancedAnnual report
「Orders received increased by ¥265 million year on year to ¥93,044 million, due in part to an increase in orders from private railway operators, while revenue increased by ¥5,878 million to ¥88,181 million, as various carried-over construction projects progressed steadily and completed construction revenue from the private sector increased. Both figures reached record highs.」
Against a backdrop of increased orders from private railway operators and higher completed construction revenue from the private sector, orders received reached ¥93,044 million and revenue reached ¥88,181 million, both record highs. - FY2020-Q2AdvancedAnnual report
「For the cumulative second-quarter period, orders received declined year on year, but revenue increased by ¥4,905 million year on year to ¥55,721 million, as various carried-over construction projects progressed steadily and completed construction revenue from government agencies and the private sector increased. This was a record high for a second quarter.」
Although the name of the 3D Strategy was not explicitly stated, completed construction revenue increased across a broad range of customer sectors, including government agencies and the private sector, bringing revenue to ¥55,721 million, up ¥4,905 million year on year and a record high for a second quarter. - FY2020-Q1AdvancedAnnual report
「For the cumulative first-quarter period, orders received declined year on year, but revenue increased by ¥2,326 million year on year to ¥23,194 million, as various carried-over construction projects progressed steadily and completed construction revenue from government agencies and the private sector increased.」
While total orders received declined year on year, completed construction revenue from government agencies and the private sector increased, bringing revenue to ¥23,194 million, up ¥2,326 million year on year. - FY2019AdvancedAnnual report
「As a result of steadily implementing the above initiatives through the 3D Strategy and Power Up Project, our group received several large civil engineering orders from government agencies, while orders from a broad range of customers, including the private sector, also increased steadily. Orders received therefore rose substantially to ¥134,164 million, an increase of ¥7,447 million year on year, exceeding ¥130 billion for the first time and reaching a record high.」
Promotion of the 3D Strategy brought orders received, including from government agencies and the private sector, to ¥134,164 million, a record high exceeding ¥130 billion for the first time. - FY2019-Q3AdvancedAnnual report
「For the cumulative third-quarter period, the balance of carried-over construction projects started at a high level, and orders received increased by ¥3,071 million year on year to ¥92,778 million, driven by substantial increases in orders from government agencies and the private sector.」
Orders from government agencies and the private sector increased substantially, bringing orders received to ¥92,778 million, up ¥3,071 million year on year. - FY2019-Q2AdvancedAnnual report
「For the cumulative second-quarter period, the balance of carried-over construction projects started at a high level, and orders received increased by ¥674 million year on year to ¥57,702 million, driven by a substantial increase in orders from the private sector.」
Although the name of the 3D Strategy was not explicitly stated, orders from the private sector increased substantially, bringing orders received to ¥57,702 million, up ¥674 million year on year. - FY2019-Q1AdvancedAnnual report
「For the cumulative first-quarter period, the balance of carried-over construction projects started at a high level, and orders received increased by ¥4,293 million year on year to ¥28,124 million, driven by a substantial increase in orders from the private sector and other customers, although」
Orders from a broad range of customers, including the private sector, increased substantially, bringing orders received to ¥28,124 million, up ¥4,293 million year on year. - FY2018AdvancedAnnual report
「As a result of steadily implementing the above initiatives through promotion of the “3D Strategy,” orders received for the fiscal year remained at a high level of ¥126,717 million, the second-highest level on record, despite a slight decline, as orders from a broad range of customers, including government railway construction and the private sector, increased steadily.」
Promotion of the 3D Strategy secured orders from a broad range of customers, including government railway construction and the private sector, bringing orders received to ¥126,717 million, the second-highest level on record. - FY2018-Q3AdvancedAnnual report
「For the cumulative third-quarter period, orders received increased steadily not only for railway-related construction but also for various orders from a broad range of customers, reaching a record high.」
Although the name “3D Strategy” was not explicitly stated, orders from a broad range of customers increased in addition to railway-related construction, bringing orders received to a record high. - FY2017AdvancedAnnual report
「For the fiscal year, orders received increased steadily not only for railway-related construction but also from a broad range of customers, including government agencies and the private sector, as a result of promoting the “3D Strategy,” rising by ¥11,610 million year on year to ¥127,067 million.」
Promotion of the 3D Strategy increased orders from a broad range of customers, including government agencies and the private sector outside the railway sector, bringing orders received to ¥127,067 million. - FY2017-Q3AdvancedAnnual report
「For the cumulative third-quarter period, orders received increased steadily not only for railway-related construction but also from a broad range of customers, including government agencies, as a result of promoting the “3D Strategy,” rising by ¥6,902 million year on year to ¥86,369 million.」
Promotion of the 3D Strategy increased orders from a broad range of customers, including government agencies, in addition to railway-related construction, bringing orders received to ¥86,369 million, up ¥6,902 million year on year. - FY2017-Q2AdvancedAnnual report
「For the cumulative second-quarter period, orders received increased steadily not only for railway-related construction but also from a broad range of customers, including government agencies, as a result of promoting the “3D Strategy,” rising by ¥8,683 million year on year to ¥57,756 million.」
Promotion of the 3D Strategy increased orders from a broad range of customers, including government agencies, in addition to railway-related construction, bringing orders received to ¥57,756 million. - FY2017-Q1AdvancedAnnual report
「Orders received increased steadily not only for railway-related construction but also from a broad range of customers, including government agencies, as a result of promoting the “3D Strategy,” producing a result well above the same period of the previous year. (Civil engineering) Orders received were ¥17,831 million, up 9.0% year on year; (Building construction) orders received were ¥10,577 million, up 85.6%.」
Promotion of the 3D Strategy increased orders from a broad range of customers, including government agencies, and orders received in civil engineering and building construction exceeded the same period of the previous year. - FY2016First statedAnnual report
「We will continue to further strengthen the strategy of maximizing “corporate value” as the volume of X × Y × Z by expanding the customer base (X-axis) and business domains (Y-axis) and improving quality (Z-axis).」
The basic strategy of maximizing corporate value by combining the X, Y and Z axes.