Business restructuring based on 5 medium-term management strategy initiatives
First written in FY2018. 8 of 18 entries say "Advanced", first in FY2025. Latest entry: 2026-10-13.
No other company in this theme has enough history to compare yet.
- 2026-10-02Advancedwww.gamespark.jp
「The mobile game “Jailbreak Game” and CHIIKISHINBUNSHA CO.,LTD. collaborate」
Reports that a new collaboration with another company was carried out, representing concrete progress toward creating new services through alliances. - FY2026-H1AdvancedAnnual report
「During the interim accounting period, we advanced the growth strategy "Strategic Plan", focused on new initiatives centered on alliances, and worked to generate stable profits from the core business by leveraging our distribution infrastructure, an important asset. On 14 January 2026, we disclosed "Strategic Plan～mid-term～ Series Ⅺ", updating the progress of the strategy.」
Regarding the Strategic Plan, the company disclosed an updated progress report on 14 January 2026 and is pursuing both the creation of new services through alliances and stable profit generation from the core business by leveraging its distribution infrastructure. - FY2025AdvancedAnnual report
「The company has operated its business primarily in advertising, guided by the management philosophy of "being useful to people" and seeking to deliver valuable information and create prosperity and inspiration for local communities and individuals. It is now redefining its corporate value by refocusing on the assets it has developed over 41 years since its founding. On this basis, it aims for discontinuous growth through an "asset-based Sea Power Strategy" that creates new services by providing its assets while retaining its resources, in partnership with companies that offer businesses and services the company does not have.」
The strategy has been made more specific, shifting from the previous medium-term strategy organized by business area to an "asset-based Sea Power Strategy" that uses assets accumulated over 41 years since the company's founding to create new services through partnerships with other companies. - FY2025-H1ReframedAnnual report
「Under its new management structure, the company announced the "Strategic Plan" on 3 June 2024. It has set out a shift to the so-called Sea Power Strategy, creating new services through business alliances with other companies by leveraging its assets, including a distribution network reaching 1.73 million households, interactive relationships with 60,000 readers, 2,500 distribution staff and 8,000 business clients annually.」
The presentation of the strategy has shifted from the previous medium-term management strategy centered on the core and growth businesses to the "Strategic Plan" and a shift to the Sea Power Strategy, which creates new services through business alliances with other companies based on the company's assets. - FY2023ReframedAnnual report
「In addition, under our medium-term management strategy, we will focus on ① securing stable earnings through the core business, ② accelerating growth in growth businesses, and ③ pursuing new businesses and creating new value.」
The strategy has shifted from the previous structure centered on the core, HR and WEB businesses to three pillars that add acceleration across all growth businesses and the pursuit of new businesses and new value creation. - FY2022RestatedAnnual report
「In addition, under our medium-term management strategy, we will focus on ① securing stable earnings through the core business, ② expanding the human resources business, and ③ strengthening the sales capabilities of the WEB business.」
The company has reaffirmed a medium-term management strategy centered on three areas: the core business, the human resources business and the WEB business. - FY2022-Q3RestatedAnnual report
「① Securing stable earnings by strengthening the core business ② Expanding the HR business, including recruitment and personnel placement, and concentrating resources on growth areas ③ Thorough cost reductions ④ Strengthening the sales capabilities of the WEB business ⑤ Increasing contracts for government projects and addressing social issues ⑥ Increasing corporate value from the market's perspective and raising funds」
The company continues to pursue six measures for maintaining its status as a going concern: the core business, HR, cost reductions, the WEB business, government projects, and corporate value and fundraising. - FY2022-Q1ReframedAnnual report
「To resolve or improve this situation, we will implement the following measures to stabilize our financial position: ① securing stable earnings by strengthening the core business, ② expanding the HR business, including recruitment and personnel placement, and concentrating resources on growth areas, ③ thorough cost reductions, ④ strengthening the sales capabilities of the WEB business, ⑤ increasing contracts for government projects and addressing social issues, and ⑥ increasing corporate value from the market's perspective and raising funds.」
The focus has shifted from the previous structure centered on three medium-term management strategy areas to six measures for maintaining the company's status as a going concern: the core business, HR, cost reductions, the WEB business, government projects, and corporate value and fundraising. - FY2021ReframedAnnual report
「In addition, under its medium-term management strategy, the company will focus on securing stable earnings by strengthening its core business, expanding the scope of its HR business and strengthening the sales capabilities of its WEB business.」
The structure has shifted from the previous five areas, including rebuilding ショッパー社, optimizing distribution areas and developing non-core businesses, to one centered on three areas: the core business, the HR business and the WEB business. - FY2020ReframedAnnual report
「In addition, under our medium-term management strategy, we will pursue ① developing non-core businesses (expanding the WEB business, performance-based businesses and event-hosting businesses), ② creating new businesses, and ③ improving productivity through systemization (expanding the scope of RPA use and utilizing outsourcing).」
The medium-term management strategy has been reorganized from five areas, including the early return to profitability of ショッパー社 and optimization of distribution areas, into three areas: developing non-core businesses, creating new businesses, and improving productivity through systemization. - FY2019ReframedAnnual report
「In addition, under our medium-term management strategy, we will pursue ① the early return to profitability of ショッパー社 (strengthening sales capabilities, expanding the inserted-flyer business and increasing distribution coverage), ② optimizing distribution areas (reviewing distribution segments and developing new areas), ③ developing non-core businesses (expanding the WEB business, performance-based businesses and event-hosting businesses), ④ improving productivity through systemization (expanding the scope of RPA use and leveraging outsourcing), and ⑤ maximizing group synergies.」
The five areas of the medium-term management strategy have shifted from the previous structure centered on solution-based sales, infrastructure enhancement and employee satisfaction to one centered on optimizing distribution areas, developing non-core businesses, and improving productivity through systemization and RPA. - FY2018First statedAnnual report
「In addition, under our medium-term management strategy, we will pursue ① the early return to profitability of ショッパー社 (strengthening sales capabilities, expanding the inserted-flyer business and increasing distribution coverage), ② the rollout of solution-based sales (promoting problem-solving sales), ③ infrastructure enhancement (increasing the value of printed media and strengthening the distribution system), ④ improving employee satisfaction (diversity and productivity gains through AI and RPA), and ⑤ maximizing group synergies.」
For the first time, the medium-term management strategy systematically lists five areas: rebuilding the subsidiary, sales methods, business infrastructure, human resources and productivity, and group synergies.