Area Segmentation of ショッパー社 Media
First written in FY2016-Q3. 14 of 19 entries say "Restated". Latest entry: FY2021-Q3.
No other company in this theme has enough history to compare yet.
- FY2021-Q3RestatedAnnual report
「シ ョッパー社 had implemented measures to restore its performance, including reviewing its distribution areas and strengthening its staffing structure. However, because the company determined that improving profitability would be difficult due to the impact of the spread of COVID-19, it decided to dissolve ショッパー社 after the February issue.」
It reconfirms the circumstances that led to the dissolution of ショッパー社 as a whole, following the review of distribution areas and reinforcement of its staffing structure. - FY2021-Q1ReframedAnnual report
「Regarding the Saitama area, the company determined that improving profitability would be difficult because of the spread of COVID-19, discontinued publication at the end of August 2020 and decided to concentrate management resources in the Machida-Sagamihara and Hachioji areas. However, the number of customers conducting transactions continued to decline during the first quarter cumulative consolidated period, and the company determined that it would be difficult for ショッパー社 to become profitable on a standalone basis. It therefore decided to dissolve and liquidate ショッパー社 after the February 2021 issue.」
The policy has been reorganized from discontinuing publication in unprofitable areas and concentrating on priority regions to dissolving and liquidating ショッパー社 as a whole. - FY2020SoftenedAnnual report
「Regarding the Saitama area, where the company had concentrated human resources and focused on revitalization, it determined that improving profitability would be difficult because of the spread of COVID-19. It therefore discontinued publication at the end of August and decided to concentrate management resources in the Machida-Sagamihara and Hachioji areas.」
For ショッパー社, the Saitama area was judged unlikely to achieve a recovery in profitability, publication was discontinued at the end of August, and the policy changed to concentrate management resources in the Machida-Sagamihara and Hachioji areas. - FY2020-Q3RestatedAnnual report
「In its newspaper publishing business, ショッパー社 continues to face difficulties as the number of customers trends downward, but it is actively promoting integration with the reader-focused site 「ショッパー電子版」 to further enhance advertising effectiveness. It is also continuing to monitor profitability and working to use management resources efficiently.」
It continues to cite the downward trend in the number of customers at ショッパー社, integration with 「ショッパー電子版」, monitoring profitability and using management resources efficiently. - FY2020-Q2RestatedAnnual report
「In its newspaper publishing business, ショッパー社 continues to face difficulties as the number of customers trends downward, but it is actively promoting integration with the reader-focused site 「ショッパー電子版」 to further enhance advertising effectiveness. It is also continuing to monitor profitability and working to use management resources efficiently.」
It continues to cite the integration of 「地域新聞ショッパー」 with 「ショッパー電子版」, measures addressing the decline in the number of customers, monitoring profitability and using management resources efficiently. - FY2020-Q1RestatedAnnual report
「As measures by ショッパー社, the company is actively promoting integration with the reader-focused site 「ショッパー電子版」 to further enhance the advertising effectiveness of 「地域新聞ショッパー」. It is also continuing to monitor profitability and working to use management resources efficiently.」
It continues to cite the integration of 「地域新聞ショッパー」 with 「ショッパー電子版」, monitoring the profitability of publication areas and using management resources efficiently. - FY2019-Q3RestatedAnnual report
「As measures by ショッパー社, the company subdivided the existing 「町田相模原版」 into 5 editions from September 2018 in order to develop 「地域新聞ショッパー」 into a more locally focused medium, establishing a structure that makes it easier for local companies to place advertisements. It is also monitoring profitability and working to use management resources efficiently.」
It continues to cite the subdivision of 「町田相模原版」 into 5 editions from September 2018 and the efficient use of management resources while monitoring profitability. - FY2019-Q2RestatedAnnual report
「As measures by ショッパー社, the company subdivided the existing 「町田相模原版」 into 5 editions from September 2018 in order to develop 「地域新聞ショッパー」 into a more locally focused medium, establishing a structure that makes it easier for local companies to place advertisements. It is also monitoring profitability and working to use management resources efficiently.」
It continues to cite the subdivision of 「町田相模原版」 into 5 editions from September 2018 and the efficient use of management resources while monitoring profitability. - FY2019-Q1AdvancedAnnual report
「As measures by ショッパー社, the company subdivided the existing 「町田相模原版」 into 5 editions from September 2018 in order to develop 「地域新聞ショッパー」 into a more locally focused medium, establishing a structure that makes it easier for local companies to place advertisements.」
From September 2018, the company subdivided the existing 「町田相模原版」 into 5 editions and established a structure that makes it easier for local companies to place advertisements. - FY2018RestatedAnnual report
「As measures by ショッパー社, the company is focusing on strengthening face-to-face sales and training mid-career-hire sales employees in order to develop 「地域新聞ショッパー」 into a more locally focused medium. It is also monitoring profitability and has worked to use management resources efficiently.」
It continues to cite the strengthening of face-to-face sales, training mid-career-hire sales employees, monitoring profitability and using management resources efficiently for ショッパー社. - FY2018-Q3RestatedAnnual report
「As measures by ショッパー社, the company is focusing on strengthening face-to-face sales and training mid-career-hire sales employees in order to develop 「地域新聞ショッパー」 into a more locally focused medium. It is also monitoring profitability and has worked to use management resources efficiently.」
It continues to cite the strengthening of face-to-face sales, training sales employees, monitoring the profitability of publication areas and using management resources efficiently for ショッパー社. - FY2018-Q2RestatedAnnual report
「As measures by ショッパー社, the company has worked to increase the number of contacts with advertisers through face-to-face sales and the hiring of sales personnel.」
For ショッパー社, in addition to monitoring the profitability of existing service areas, it cites face-to-face sales and the hiring of sales personnel as measures to increase the number of contacts. - FY2018-Q1RestatedAnnual report
「As measures by ショッパー社, the company is strengthening face-to-face sales in order to develop 「地域新聞ショッパー」 into a more locally focused medium. It is also continuing to monitor the profitability of its publication areas and has worked to use management resources more efficiently.」
It continues to cite the strengthening of face-to-face sales for 「地域新聞ショッパー」, monitoring the profitability of publication areas and using management resources efficiently. - FY2017RestatedAnnual report
「The company continues to subdivide service areas in order to develop 「地域新聞ショッパー」 into a more locally focused medium. It has also discontinued publication in areas where profitability has deteriorated and has worked to use management resources more efficiently.」
It continues to cite the efficient use of management resources through service-area subdivision and the discontinuation of publication in areas where profitability deteriorated. These are the same measures as in the immediately preceding third-quarter report, with no new numerical progress reported. - FY2017-Q3AdvancedAnnual report
「The company continues to subdivide service areas in order to develop 「地域新聞ショッパー」 into a more locally focused medium. It has also discontinued publication in areas where profitability has deteriorated and has worked to use management resources more efficiently.」
While continuing to subdivide service areas, it has discontinued publication in areas where profitability deteriorated and describes specific operations for using management resources more efficiently. - FY2017-Q2RestatedAnnual report
「The company continues to subdivide service areas in order to develop 「地域新聞ショッパー」 into a more locally focused medium.」
It continues to subdivide service areas to make 「地域新聞ショッパー」 more locally focused, but provides no new completion figures. - FY2017-Q1RestatedAnnual report
「The company continues to subdivide service areas in order to develop 「地域新聞ショッパー」 into a more locally focused medium.」
It continues to subdivide service areas to make 「地域新聞ショッパー」 more locally focused, but provides no new completion figures. - FY2016RestatedAnnual report
「To develop 「地域新聞ショッパー」 into a more locally focused medium, the company subdivided its service areas, splitting the 4 editions covering 4 areas into 17 editions covering 17 areas from April 2016: 「所沢・入間・狭山・飯能版」, 「さいたま浦和・川口版」, 「川越・坂戸・鶴ヶ島・ふじみ野版」 and 「八王子・日野版」.」
It reiterates the subdivision from 4 editions covering 4 areas to 17 editions covering 17 areas as a measure under its annual business results. - FY2016-Q3First statedAnnual report
「To develop 「地域新聞ショッパー」 into a more locally focused medium, the company subdivided its service areas, splitting the 4 editions covering 4 areas into 17 editions covering 17 areas from April 2016: 「所沢・入間・狭山・飯能版」, 「さいたま浦和・川口版」, 「川越・坂戸・鶴ヶ島・ふじみ野版」 and 「八王子・日野版」.」
In April 2016, the company split 4 editions covering 4 areas into 17 editions covering 17 areas, advancing its local market focus.