Strengthening competitive businesses and taking on new growth opportunities
First written in FY2016. 12 of 19 entries say "Restated". Latest entry: FY2024-Q3.
27 other companies' latest entry also says "Restated".
- FY2024-Q3RestatedAnnual report
「The Group is working to achieve profit growth and sustainability initiatives simultaneously based on the 2023 Medium-Term Management Plan’s basic concept of “putting Meiji ROESG®* management into practice.” The priority issues are as follows.」
The Group continued to address the 2023 Medium-Term Management Plan’s priority issues: business strategy, use of ROIC, growth investment and the financial base, and execution of sustainability initiatives. - FY2023AdvancedAnnual report
「(Food segment) In Japan, the Group will focus on its core businesses of yogurt, chocolate and nutritional foods while further strengthening its business portfolio. Overseas, it will launch differentiated products with a distinctly Meiji identity in each region and establish a unique market position.」
The 2023 Medium-Term Management Plan specifies the Food segment’s strategy of focusing on core businesses in Japan, expanding differentiated products overseas and broadening the Pharmaceuticals segment, including infectious diseases, generics and biopharmaceuticals. - FY2022RestatedAnnual report
「The Group launched the “2023 Medium-Term Management Plan” in the current consolidated fiscal year. Based on the basic concept of “putting Meiji ROESG® management into practice,” it is addressing the following priority issues to achieve profit growth and sustainability initiatives simultaneously.」
The Group continued its efforts to drive growth and improve profitability under priority issues of the 2023 Medium-Term Management Plan, including restoring growth in core businesses, strengthening overseas expansion and taking on challenges in new fields. - FY2022-Q1ReframedAnnual report
「(Food segment) Recovery of growth potential in core businesses Strengthening overseas expansion (Pharmaceuticals segment) Strengthening the vaccine business Strengthening the contract manufacturing/contract development and manufacturing (CMO/CDMO) business (Group-wide) Taking on challenges in new fields」
The former focus on “strengthening competitive businesses and taking on new growth opportunities” was reorganized under the 2023 Medium-Term Management Plan into priority issues including restoring growth in core businesses, overseas operations, vaccines, CMO/CDMO and new fields. - FY2021-Q1RestatedAnnual report
「The Group entered the final year of the “2020 Medium-Term Management Plan.” Based on the basic concepts of “addressing ongoing strategic challenges” and “taking on new challenges for growth,” it is pursuing initiatives aimed at “achieving high market share and high profitability in core businesses,” “actively expanding businesses to establish a growth platform in overseas markets,” “creating new value areas centered on health,” “continuing to implement business portfolio reform and overcome individual business challenges” and “evolving the management platform and promoting sustainability.”」
In the final year of the 2020 Medium-Term Management Plan, the Group continued its 5 priority policies concerning core businesses, overseas operations, health value, business portfolio reform and the management platform. - FY2020-Q3RestatedAnnual report
「The Group entered the second year of the “2020 Medium-Term Management Plan.” Based on the basic concepts of “addressing ongoing strategic challenges” and “taking on new challenges for growth,” it is pursuing initiatives aimed at “achieving high market share and high profitability in core businesses,” “actively expanding businesses to establish a growth platform in overseas markets,” “creating new value areas centered on health,” “continuing to implement business portfolio reform and overcome individual business challenges” and “evolving the management platform and promoting sustainability.”」
In the second year of the 2020 Medium-Term Management Plan, the Group continued its priority policies concerning high market share and profitability in core businesses, new growth, health value and business portfolio reform. - FY2019RestatedAnnual report
「In Japan, the Group will actively allocate management resources to core businesses such as yogurt, chocolate and nutritional foods to achieve even higher market share and profitability. In growth businesses such as cheese, foodservice products and frozen desserts, it will develop distinctive products, open up new markets and seek to increase market share. In businesses requiring reform, such as milk, it will improve profitability through business portfolio reform.」
The execution policy of the 2020 Medium-Term Management Plan was specified by business category: allocate resources to core businesses, develop products in growth businesses and pursue business portfolio reform in businesses requiring reform. - FY2019-Q3RestatedAnnual report
「The Group entered the first year of the “2020 Medium-Term Management Plan.” Based on the basic concepts of “addressing ongoing strategic challenges” and “taking on new challenges for growth,” it continued initiatives aimed at “achieving high market share and high profitability in core businesses,” “actively expanding businesses to establish a growth platform in overseas markets,” “creating new value areas centered on health,” “continuing to implement business portfolio reform and overcome individual business challenges” and “evolving the management platform and promoting CSR.”」
The initiatives based on the 5 priority policies of the 2020 Medium-Term Management Plan continued through the third quarter of its first year. - FY2019-Q2RestatedAnnual report
「The Group entered the first year of the “2020 Medium-Term Management Plan.” Based on the basic concepts of “addressing ongoing strategic challenges” and “taking on new challenges for growth,” it began initiatives aimed at “achieving high market share and high profitability in core businesses,” “actively expanding businesses to establish a growth platform in overseas markets,” “creating new value areas centered on health,” “continuing to implement business portfolio reform and overcome individual business challenges” and “evolving the management platform and promoting CSR.”」
In the first year of the 2020 Medium-Term Management Plan, the Group continued the 5 previously stated priority policies. - FY2019-Q1AdvancedAnnual report
「The Group entered the first year of the “2020 Medium-Term Management Plan.” Based on the basic concepts of “addressing ongoing strategic challenges” and “taking on new challenges for growth,” it began initiatives aimed at “achieving high market share and high profitability in core businesses,” “actively expanding businesses to establish a growth platform in overseas markets,” “creating new value areas centered on health,” “continuing to implement business portfolio reform and overcome individual business challenges” and “evolving the management platform and promoting CSR.”」
In the first year of the 2020 Medium-Term Management Plan, the Group began implementing 5 priority policies corresponding to the previous focus on strengthening competitive businesses and taking on new growth opportunities. - FY2018ReframedAnnual report
「The priority policies of the “2020 Medium-Term Management Plan” are “achieving high market share and high profitability in core businesses,” “actively expanding businesses to establish a growth platform in overseas markets,” “creating new value areas centered on health,” “continuing to implement business portfolio reform and overcome individual business challenges” and “evolving the Meiji Group’s management platform and promoting CSR.”」
The focus evolved from STEP UP 17’s “strengthening competitive businesses and taking on new growth opportunities” to more specific priorities under the 2020 plan: high market share and profitability in core businesses, growth businesses, health value and business portfolio reform. - FY2018-Q3RestatedAnnual report
「Against this backdrop, the Group entered the final year of its 2015–2017 Group Medium-Term Management Plan, “STEP UP 17.” Based on the priority theme of “accelerating growth and further improving profitability,” it is pursuing initiatives aimed at “strengthening competitive businesses and taking on new growth opportunities,” “strengthening earnings capacity to respond to changes in the operating environment,” “promoting global expansion” and “evolving the management platform.”」
Strengthening competitive businesses and taking on new growth opportunities continued as initiatives in the final year of STEP UP 17. - FY2018-Q2RestatedAnnual report
「Against this backdrop, the Group entered the final year of its 2015–2017 Group Medium-Term Management Plan, “STEP UP 17.” Based on the priority theme of “accelerating growth and further improving profitability,” it is pursuing initiatives aimed at “strengthening competitive businesses and taking on new growth opportunities,” “strengthening earnings capacity to respond to changes in the operating environment,” “promoting global expansion” and “evolving the management platform.”」
Strengthening competitive businesses and taking on new growth opportunities continued as initiatives in the final year of STEP UP 17. - FY2018-Q1RestatedAnnual report
「Against this backdrop, the Group entered the final year of its 2015–2017 Group Medium-Term Management Plan, “STEP UP 17.” Based on the priority theme of “accelerating growth and further improving profitability,” it is pursuing initiatives aimed at “strengthening competitive businesses and taking on new growth opportunities,” “strengthening earnings capacity to respond to changes in the operating environment,” “promoting global expansion” and “evolving the management platform.”」
Strengthening competitive businesses and taking on new growth opportunities continued as initiatives in the final year of STEP UP 17. - FY2017RestatedAnnual report
「In the Food segment, the Group will work to expand market share in core product categories by accelerating selectivity and focus, promote ongoing cost reductions and business portfolio reform, further strengthen its quality assurance system and enhance the value of the Meiji brand.」
Selectivity and focus, core categories, cost reductions and business portfolio reform were reiterated as initiatives for the next period. - FY2017-Q3RestatedAnnual report
「In the Food segment, amid an uncertain economic outlook, the Group continued to pursue “selectivity and focus” and business portfolio reform in line with the priority theme of “STEP UP 17,” working toward steady growth.」
The Group reconfirmed its policy of continuing selectivity and focus and business portfolio reform in the Food business. - FY2017-Q2AdvancedAnnual report
「The Processed Foods, Confectionery and Nutrition businesses, where the number of products was reduced, each declined from the same period of the previous fiscal year.」
The number of products was reduced in the Processed Foods, Confectionery and Nutrition businesses as a specific selectivity-and-focus measure. - FY2017-Q1AdvancedAnnual report
「The Processed Foods business declined from the same period of the previous fiscal year because sales of certain products were discontinued.」
The discontinuation of sales of certain products is cited as a specific implementation of the selectivity-and-focus strategy. - FY2016First statedAnnual report
「In the Food segment, the Group pursued initiatives to expand sales of core products and review low-margin businesses in order to further strengthen competitive businesses based on a strategy of selectivity and focus.」
Measures to improve the business mix through selectivity and focus, expansion of core products and a review of low-margin businesses.