Stimulating demand and creating new growth engines through the Shinsei Jutto-saku ten-point plan
First written in FY2022-Q1. 6 of 12 entries say "Restated". Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026ReframedAnnual report
「Key measures ・Value Up for product appeal, sales space and sales capabilities ・Value Up for inbound tourism measures ・Value Up for human resources capabilities」
The former annual priority measures have been reorganized into 3 areas under the priority initiatives of Value Up Vision2030: products, stores and sales; inbound tourism; and human resources. - FY2026-H1ReframedAnnual report
「The company announced its medium- to long-term management goal, “Value Up Vision2030,” in May of this year and set “comprehensive producer of confectionery” as its vision.」
The framework shifted from the annual key initiatives, which continued as “Declaration of a Nationwide Revival,” “The First Year of Dramatic Growth!” and “Ultra-Fast Management!”, to a medium- to long-term management goal looking toward 2030. - FY2025-H1ReframedAnnual report
「Against this backdrop, the Group adopted “Ultra-Fast Management!” as its 2024 management slogan and worked with a sense of urgency to carry out key initiatives including Value Up measures for product appeal, sales capabilities and sales space, as well as measures targeting inbound tourism, with the aim of creating and developing “premium gift sweets” with an even greater focus on taste.」
The focus changed from the 2023 growth key initiatives to advancing Value Up initiatives for product appeal, sales capabilities and sales space, together with measures targeting inbound tourism, in 2024, with speed given priority. - FY2024-Q2RestatedAnnual report
「The company worked to advance key measures including further upgrading product appeal, sales capabilities and sales space, recruiting and jointly developing human resources, developing the brand and securing sales space, and preparing for the recovery of inbound tourism.」
The company continues to advance product, sales and sales-space initiatives, human resources, the brand and preparations for the recovery of inbound tourism as key measures. - FY2024-Q1RestatedAnnual report
「The company set its 2023 management slogan as “The First Year of Dramatic Growth!” and, to put the Group on a trajectory of dramatic growth, is pooling its collective strength to create and develop “premium gift sweets” with an even greater focus on taste, while carrying out business initiatives centered on the key measures set out below.」
Under the 2023 growth slogan, the company continues to focus on key measures covering product appeal, sales capabilities, sales space, human resources, the brand and inbound tourism. - FY2023ReframedAnnual report
「The company set its 2023 management slogan as “The First Year of Dramatic Growth!” and, to put the Group on a trajectory of dramatic growth, is pooling its collective strength to create and develop “premium gift sweets” with an even greater focus on taste, while carrying out business initiatives centered on the key measures set out below.」
The key initiatives have been reorganized from the 2022 “Kotobuki Revival 10” around the “Dramatic Growth Key Initiatives” and “Extreme Frontline Management with Everyone Participating” for 2023. - FY2023-Q3RestatedAnnual report
「To contribute to the happiness of people throughout Japan and the recovery of the Japanese economy, the company adopted its 2022 management slogan, “Declaration of a Nationwide Revival,” and pursued key initiatives including creating and developing “premium gift sweets” with an even greater focus on taste and quality, expanding sales space, strengthening sales capabilities, advancing measures for seasonal events and preparing for the recovery of inbound tourism.」
Under the “Declaration of a Nationwide Revival,” the company continues to advance initiatives covering premium gift sweets, sales space, sales capabilities, seasonal events and preparations for the recovery of inbound tourism. - 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 company continues initiatives under the “Kotobuki Revival 10” covering premium gift sweets, sales space, sales capabilities, events and preparations for the recovery of inbound tourism. - FY2023-Q1RestatedAnnual report
「The company is pursuing even greater taste and quality for its “premium gift sweets,” while advancing key initiatives including the thorough expansion of sales space, thorough strengthening of sales capabilities, stimulating demand through measures for year-round events, and preparations for the recovery of inbound tourism.」
The company continues initiatives under the 2022 “Kotobuki Revival 10” covering premium gift sweets, sales space, sales capabilities, events and preparations for the recovery of inbound tourism. - FY2022ReframedAnnual report
「<Kotobuki Revival 10> ① Thoroughly expanding sales space ② Thoroughly strengthening sales capabilities ③ Taking proactive measures through year-round events ④ Using events to enter new markets ⑤ Strengthening at-home souvenirs and celebration sweets as key areas ⑥ Pursuing greater added value in products and challenging ourselves to deliver higher customer satisfaction ⑦ Building fans through the strengths of e-commerce ⑧ Hometown tax donations ⑨ Preparing for the recovery of inbound tourism ⑩ Creating successful models for overseas business」
The key initiatives changed from the 2021 “New Kotobuki Ten Strategies” to the 2022 “Kotobuki Revival 10,” with a focus on demand recovery and renewed growth. - FY2022-Q2RestatedAnnual report
「Advancing the “New Kotobuki Ten Strategies” The company is focusing on stimulating and creating demand and developing new growth engines, with the following 10 sales initiatives as its pillars, while pursuing further enhancement of brand value.」
The company continues to advance the “New Kotobuki Ten Strategies,” centered on 10 sales initiatives, as a key initiative. - FY2022-Q1First statedAnnual report
「Advancing the “New Kotobuki Ten Strategies” The company is focusing on stimulating and creating demand and developing new growth engines, with the following 10 sales initiatives as its pillars, while pursuing further enhancement of brand value. <New Kotobuki Ten Strategies> ① Dramatically enhancing product appeal ② Dramatically enhancing customer service ③ Dramatically enhancing in-store sales capabilities ④ Preparing for the recovery of souvenir demand and inbound tourism demand (expanding wholesale and retail space) ⑤ Entering new markets (shopping malls, outlet malls, department stores, etc.) ⑥ Strengthening measures for at-home consumption ⑦ Strengthening direct-to-consumer sales ⑧ Establishing new product categories ⑨ Strengthening responses to customer needs (seasonal events, midyear and year-end gifts, hometown tax donations, etc.) ⑩ Creating successful models for overseas business」
For 2021, the company newly organized 10 sales initiatives as a framework aimed at enhancing brand value, stimulating demand and creating new growth engines.