Transformation and enhancement of brand value through the medium-term management plan
First written in FY2018. 4 of 9 entries say "Advanced", first in FY2020. Latest entry: FY2027-H1.
No other company in this theme has enough history to compare yet.
- FY2027-H1RestatedAnnual report
「We are steadily advancing our baked-goods and cost-control strategies under the current medium-term management plan, “Tsunagu: next stage 2031.”」
The company continues to pursue baked-goods and cost-control strategies under its new medium-term management plan. - FY2026AdvancedAnnual report
「Step 1 (the fiscal years ending January 2024 through January 2026) was positioned as the period for “establishing the strategic foundation.” During this period, we steadily laid the groundwork for growth from Step 2 onward by beginning approximately ¥8.3 billion in major capital investments, including investments in the Shinfunabashi and Seishin No. 2 plants to increase baked-goods production, and by rebuilding our logistics structure. Under Step 2 (the fiscal years ending January 2027 through January 2029), with “accelerating strategy execution” as its theme, we aim to transform the business toward a recovery in profitability and put business growth and profit expansion on a growth trajectory.」
Having completed Step 1, the company is clearly indicating its transition to the stage of accelerating Step 2 strategy execution, based on the approximately ¥8.3 billion in major capital investments and the rebuilding of its logistics structure. - 2026-03-13ReframedRevision of earnings forecasts
「Under “Step 2” (the fiscal years ending January 2027 through January 2029), we aim to shift toward a recovery in profitability and put business growth and profit expansion on a firm trajectory, under the theme of “accelerating strategy execution.”」
The medium-term management plan explicitly shifts its focus from establishing the strategic foundation in Step 1 to accelerating strategy execution and restoring profitability in Step 2. - FY2024RestatedAnnual report
「To achieve this vision, we will pursue the following medium- to long-term strategic themes: ① realizing a new “growth strategy,” ② controlling costs and further improving productivity, and ③ securing human resources and improving employee satisfaction.」
The company continues to pursue growth, cost control and productivity improvement, and human resource acquisition and employee satisfaction improvement as the medium- to long-term strategic themes of its new medium-term management plan. - FY2023ReframedAnnual report
「In light of these issues, we launched a new medium-term management plan, “Tsunagu: next stage 2031,” beginning with the fiscal year ending January 2024, to achieve our medium- to long-term vision of “enhancing corporate value,” “enhancing brand value,” and “enhancing social value.”」
The company has moved from its previous “Re morozoff 2022: Transformation” plan to the new medium-term management plan, “Tsunagu: next stage 2031,” whose final year will mark the company’s 100th anniversary, and has set out goals of enhancing corporate, brand, and social value. - FY2022AdvancedAnnual report
「Under “Step 2,” in addition to the new brand strategy, the company will rapidly implement its market, product and brand, production, and human resources and organization strategies while continuing its transformation in every area, thereby further increasing brand value and strengthening its profit-generation structure, improving satisfaction among all stakeholders, and realizing its management philosophy and sustainability (sustainable growth).」
In the second year of Step 2, the company is defining in greater detail the stage of implementing its strategies for the new brand, markets and products, production, and human resources and organization, while strengthening brand value and its profit-generation structure. - FY2021AdvancedAnnual report
「Under “Step 2,” in addition to the new brand strategy, the company will rapidly implement its market, product and brand, production, and human resources and organization strategies while continuing its transformation, with the aim of further increasing brand and corporate value and building a corporate structure capable of securing stable profit levels while maintaining revenue.」
While maintaining the basic Step 2 strategy, the company is adding and revising individual tactics and defining in greater detail the stage of implementing its strategies for the new brand, markets and products, production, and human resources and organization. - FY2020AdvancedAnnual report
「Under the 2nd Step of the 3-year medium-term management plan beginning with the fiscal year ending January 2021, the company aims to further enhance brand value and corporate value and achieve sustainable growth toward its 100th anniversary by rapidly implementing, in addition to its new brand strategy, its market and product and brand strategies, production strategy, and human resources and organizational strategy.」
States that the company has moved from Step 1 to Step 2 and entered the stage of implementing its strategies for the new brand, markets and products, production, and human resources and organization. - FY2018First statedAnnual report
「This medium-term management plan covers the six years from the fiscal year ending January 2018 through the fiscal year ending January 2023, divided into two stages, the 1st Step and the 2nd Step. The company aims to enhance brand value while pursuing ongoing transformation, thereby realizing its management philosophy and achieving sustainable growth.」
The plan framework divides the six years into the 1st Step and the 2nd Step, with the aim of achieving sustainable growth through ongoing transformation and enhanced brand value.