Advancing FY2016 Priority Measures through WSR2
First written in FY2017-Q1. 13 of 19 entries say "Restated". Latest entry: FY2023-Q3.
9 other companies' latest entry also says "Restated".
- FY2023-Q3RestatedAnnual report
「With a commitment to pursuing even greater taste and improving the quality of “premium gift sweets,” the Group advanced priority measures including expanding sales floors, strengthening sales capabilities, promoting seasonal event initiatives, and preparing for the revival of inbound tourism.」
Premium gift sweets, expanding retail space, strengthening sales capabilities, seasonal events, and preparations for the return of inbound demand continue to be key initiatives. - FY2023-Q2RestatedAnnual report
「With a commitment to pursuing even greater taste and improving the quality of “premium gift sweets,” the Group advanced priority measures including the thorough expansion of sales floors, the thorough strengthening of sales capabilities, stimulating demand through year-round event initiatives, and preparations for the revival of inbound tourism.」
The Group continues to prioritize expanding sales floors, strengthening sales capabilities, year-round events, and preparations for the revival of inbound tourism. - FY2023-Q1RestatedAnnual report
「The Group is advancing priority measures including the thorough expansion of sales floors, the thorough strengthening of sales capabilities, stimulating demand through year-round event initiatives, and preparations for the revival of inbound tourism.」
Among the priority measures organized under “Kotobuki Revival 10,” the Group continues to expand sales floors, strengthen sales capabilities, address events, and prepare for the revival of inbound tourism. - FY2022ReframedAnnual report
「The Group will take and implement measures under the following priority measure theme, “Kotobuki Revival 10.”」
The priority measures have been reorganized from 2021’s “New Kotobuki Ten Strategies” to 2022’s “Kotobuki Revival 10.” - FY2022-Q2RestatedAnnual report
「With “Over the Over” as its 2021 management slogan, the Group implemented measures with a sense of urgency, focusing on the following 3 priority measures while monitoring the business environment and consumer trends in each phase of the spread and containment of COVID-19.」
The Group continues the 3 measures of “New Kotobuki Ten Strategies,” improving organizational capabilities through “extreme field-oriented management,” and responding to the emergency phase. - FY2022-Q1ReframedAnnual report
「With “Over the Over” as its 2021 management slogan, the Group implemented measures with a sense of urgency, focusing on the following 3 priority measures while monitoring the business environment and consumer trends in each phase of the spread and containment of COVID-19.」
The framework has shifted from a list of the previous priority measures to one centered on 3 measures that take into account the respective phases of the spread and containment of COVID-19. - FY2020ReframedAnnual report
「In this unprecedented environment, the Group will respond proactively and decisively by bringing together the collective strength of all employees and implementing the following measures in 2 stages, while promptly identifying rapidly changing domestic and overseas market trends and changes in consumer needs.」
In addition to the previous priority measures, the response to the spread of COVID-19 has been organized into 2 stages: the “emergency phase” and the “recovery phase.” - FY2020-Q3RestatedAnnual report
「The Group worked on the 4 priority measures of GTS, strengthening inbound tourism initiatives, expanding overseas, including the development of an overseas business model, and promoting WSR operations in the Tokyo metropolitan area.」
The Group continues the 4 themes of GTS, inbound tourism, the overseas business model, and expansion in the Tokyo metropolitan area as priority measures. - FY2020-Q2RestatedAnnual report
「The Group worked with a sense of urgency on the 4 immediate priority themes: “GTS (Great Transformation Success),” strengthening inbound tourism initiatives, expanding overseas, including the development of an overseas business model, and promoting WSR operations in the Tokyo metropolitan area.」
The Group continues the 4 priority themes of GTS, inbound tourism, the overseas business model, and expansion in the Tokyo metropolitan area. - FY2020-Q1ReframedAnnual report
「The Group worked with a sense of urgency on the 4 immediate priority themes: “GTS (Great Transformation Success),” strengthening inbound tourism initiatives, expanding overseas, including the development of an overseas business model, and promoting WSR operations in the Tokyo metropolitan area.」
Of the previous 4 priority measures, premium gift sweets has been removed from the current list and replaced by GTS, resulting in 4 themes. - FY2019-Q3RestatedAnnual report
「The Group also addressed the execution of its immediate priority measures: strengthening inbound tourism initiatives, expanding overseas, including the development of an overseas business model, promoting WSR operations in the Tokyo metropolitan area, and creating and developing premium gift sweets.」
The Group continues the previous 4 priority measures, with overseas expansion described as “the development of an overseas business model.” - FY2019-Q1RestatedAnnual report
「The Group also addressed the execution of its immediate priority measures: strengthening inbound tourism initiatives, expanding overseas, including the development of an overseas business model, promoting WSR operations in the Tokyo metropolitan area, and creating and developing premium gift sweets.」
The Group continues to advance the 4 priority measures, with overseas expansion described as the development of an overseas business model. - FY2018RestatedAnnual report
「The Group focused on its immediate priority measures: strengthening inbound tourism initiatives, expanding overseas, promoting WSR operations in the Tokyo metropolitan area, and creating and developing premium gift sweets.」
The previous 4 priority measures continue to be presented as the annual policy. - FY2018-Q3RestatedAnnual report
「The Group also continued to focus on the 4 priority measures of strengthening inbound tourism initiatives, expanding overseas, promoting WSR operations in the Tokyo metropolitan area, and creating and developing premium gift sweets.」
The framework of continuing the 4 priority measures has been maintained. - FY2018-Q2RestatedAnnual report
「The Group also continued to focus on the 4 priority measures of strengthening inbound tourism initiatives, expanding overseas, promoting WSR operations in the Tokyo metropolitan area, and creating and developing premium gift sweets.」
The framework of 4 priority measures under WSR, rather than WSR2, has been maintained, and each measure is continuing. - FY2018-Q1ReframedAnnual report
「The Group also continued to focus on the 4 priority measures of strengthening inbound tourism initiatives, expanding overseas, promoting WSR operations in the Tokyo metropolitan area, and creating and developing premium gift sweets.」
The presentation has shifted from the previous annual slogan, WSR2, to an expression focused on continuing the 4 priority measures under WSR. - FY2017-Q3RestatedAnnual report
「For the current fiscal year, the Group adopted “WSR2 (Double S R, Double S R)” as its management slogan and focused on strengthening inbound tourism initiatives, expanding overseas, promoting WSR operations in the Tokyo metropolitan area, and creating and developing premium gift sweets.」
The 4 WSR2 priority measures continued to be advanced during the cumulative third-quarter period. - FY2017-Q2RestatedAnnual report
「For the current fiscal year, the Group adopted “WSR2 (Double S R, Double S R)” as its management slogan and focused on strengthening inbound tourism initiatives, expanding overseas, promoting WSR operations in the Tokyo metropolitan area, and creating and developing premium gift sweets.」
The 4 priority measures for the current fiscal year continue to be advanced under the management slogan. - FY2017-Q1First statedAnnual report
「For fiscal 2016, the Group adopted “WSR2 (Double S-R, Double S-R)” as its management slogan and pursued four near-term priority measures: strengthening inbound initiatives, expanding overseas, promoting the rollout of WSR in the Tokyo metropolitan area, and creating and developing premium gift sweets.」
Four priority measures were identified under the fiscal 2016 slogan.