Establishing the No.1 brand and enhancing corporate value

「The expansion of feedlots and sales strategies progressed smoothly, achieving a 66.1% share of branded beef」

「Advertising and other revenue increased as a result of continued measures to raise awareness and enhance brand strength since the opening of “Hokkaido Ballpark F Village.” Attendance remained solid due to the team’s strong performance, and ticket and food and beverage revenue increased. As a result, net sales rose 6.2% year on year to ¥19,607 million and operating profit rose 8.7% to ¥7,033 million.」

「Net sales increased 2.8% year on year to ¥329,918 million, owing to the recovery trend for the core product “Schau Essen” and growth in deli products, particularly foodservice products for convenience stores. Operating profit increased 48.6% year on year to ¥8,916 million, reflecting an improved product mix following the recovery in sales volumes of “Schau Essen” and chilled bakery products, as well as the effect of price revisions in response to soaring raw material prices.」

「Net sales increased 3.4% year on year to ¥210,938 million, owing to the recovery trend for the core product “Schau Essen” and progress in price revisions, mainly for consumer ham and sausage products and foodservice products in the deli category. Operating profit increased 117.8% year on year to ¥2,906 million, as the recovery in sales volumes of “Schau Essen” and chilled pizza improved profit margins.」

「Revenue increased 8.3% year on year to ¥193,925 million, due to firm demand for domestically produced chicken and progress in passing higher market prices through to prices for both domestically produced and imported livestock products. Business profit increased 45.1% year on year to ¥10,243 million, as profitability improved due to contributions from branded meat and growth in food sales, despite continued high feed costs in the production business.」

「In the processed foods business, we will improve cost competitiveness by strengthening sales of core branded products, establishing an optimal production structure, and enhancing customer-focused product development and branding through the newly established marketing organization.」

「In the sales division, demand at mass retailers declined as consumers became more inclined to economize, but we worked to maintain sales volumes by conducting the 20th-anniversary campaign for the domestic chicken product “桜姫” and establishing an organizational structure focused on mass retailers.」

「The 20th-anniversary campaign for the domestic chicken product “桜姫” and stronger external procurement expanded both volumes handled and profits.」

「For the domestic chicken product “桜姫,” we planned and conducted a wide range of campaigns throughout the year to mark its 20th anniversary, seeking to improve awareness and expand sales channels.」

「As part of our pursuit of sustainability, we changed the packaging format for Schau Essen to more environmentally friendly packaging, reducing packaging material weight by 28% and leading to an annual reduction of approximately 4,000 tonnes in CO2 emissions.」

「In the sales division, the market for foodservice and wholesale customers showed signs of recovery following the lifting of the state of emergency. As procurement prices rose, particularly for imported products, we held negotiations aimed at reflecting these increases in selling prices. However, consumers continued to economize amid demand for at-home consumption, particularly at mass retailers, resulting in lower earnings. Against this backdrop, we worked to expand sales channels and profits by strengthening proposals to foodservice operators and drugstores, holding media seminars to promote mutton and lamb food culture, and actively proposing the rebranded domestic beef product “玄米牛.”」

「Against this backdrop, we worked to expand sales volumes and improve brand awareness through recipe suggestions and POP materials targeted by age group and household composition, as well as promotion of the branded domestic chicken product “桜姫” at Cerezo Osaka’s “Nippon Ham Group Supporting Match.”」

「For our branded domestic chicken product “桜姫,” we conducted the “桜姫 Campaign: Let Smiles Bloom” for remote viewers of Cerezo Osaka home matches. We also pursued new digital promotions and worked to maintain and expand sales volumes.」

「In the ham and sausage division, sales to major convenience stores and the foodservice channel declined, but the core product Schau Essen performed well, and total sales for the ham and sausage division exceeded the previous year.」

「In the meat business, amid the continuing impact of COVID-19, the company strengthened initiatives in the growing mass-retail channel to meet rising health awareness and demand for home cooking. Measures included using promotional materials displaying the nutritional content of branded meat products, sharing recipes on social media and expanding the use of QR codes for those recipes to in-store promotional materials.」

「In the meat business, the company actively expanded sales centered on its branded meat products, domestic pork Mugikomachi and domestic chicken Sakurahime, and worked to strengthen communication with consumers through social media campaigns and recipe posts.」

「In the meat business, the company expanded sales during peak demand periods such as Golden Week and the summer, centered on its branded meat products, domestic pork Mugikomachi and domestic chicken Sakurahime. It also worked to strengthen communication with consumers by holding the Sakurahime Night Game using the Hokkaido Nippon-Ham Fighters, posting recipes on social media and updating the BBQ GO! barbecue information website.」

「In the meat business, the company worked to expand sales, centered on its branded meat products, including domestic pork Mugikomachi and domestic chicken Sakurahime, to increase market share. For Sakurahime in particular, it held the Sakura Flower-Viewing Giveaway Campaign timed to coincide with the cherry blossom season and conducted related in-store promotions. Following the start of operations at the Isesaki Plant of Nippon Pure Food Co., Ltd. in November of the previous year, it also strengthened proposals for high-value-added processed meat products to convenience stores and foodservice chains. As a result of these proposal-based sales activities across a broad range of channels, sales volumes of imported beef and chicken and processed meat products increased significantly during peak demand periods, including the long holiday in May, and sales exceeded the previous year.」

「The company conducted broad-ranging proposal-based sales activities for consumers and business partners, centered on its branded meat products, including domestic chicken Sakurahime and domestic pork Mugikomachi. These activities included raising awareness through television commercials in Hokkaido, Tohoku and the Kanto area, distributing recipes, promotional information and consumer campaign information via social media, and conducting related in-store promotions.」

「In the meat business, the company conducted active proposal-based sales activities centered on its branded meat products, including Sakurahime and Mugikomachi, through television commercials in the Hokkaido and Tohoku areas, consumer campaigns and in-store promotions.」

「In the meat business, the company actively pursued sales activities, including broadcasting television commercials for its branded meat products Sakurahime and Mugikomachi in Hokkaido and the Aomori area, as well as proposing and promoting branded meat products on radio and in stores.」

「In the meat business, the company actively proposed and promoted its branded meat products, centered on Sakurahime, Mugikomachi and Barley-Fed Angus Beef, across a broad range of channels, including mass retailers, foodservice chains and convenience stores.」

「The company will enhance the value of its group brands and strengthen information disclosure and communications capabilities so that stakeholders can better understand its business activities and initiatives, thereby contributing to higher corporate value.」

「In the meat business, the company continued to expand sales of its branded meat products, including Sakurahime and Mugikomachi. In the mass-retail channel, it used television commercials for Sakurahime and Mugikomachi to strengthen in-store promotions. It also strengthened sales of branded meat products through the foodservice and convenience-store channels and pursued consultative sales based on customer needs and store operations.」

「In the meat business, the company continued to expand sales of its branded meat products, including Sakurahime and Mugikomachi. In the mass-retail channel, it broadcast television commercials for Sakurahime and Mugikomachi in Hokkaido, Tohoku and the Fukuoka area, and strengthened in-store promotions accordingly.」

「In the meat business, the company continued to promote its branded meat products, including Sakurahime and Mugikomachi. It held an event at an official Cerezo Osaka match titled the Nippon Ham Group Sakurahime Supporting Match, promoted the products through radio programs, and strengthened in-store promotions in line with the launch of television commercials for Mugikomachi in Hokkaido from June.」

「Through strategic branding activities designed to ensure that customers and all other stakeholders recognize and support the connections among the renewed group brand, corporate brand and product brands, the company aims to establish a No.1 brand and enhance the corporate value of the group.」

「In addition to continuing the Sakura-hime and Mugi-komachi Night Game and broadcasting television commercials, the company promoted its branded meat products through radio programs and other broader communications initiatives, significantly increasing sales volumes.」

「The company also worked to raise awareness of the group through various promotional initiatives aimed at expanding sales of its branded meat products.」

「The company also worked to raise awareness of the group through various promotional initiatives aimed at expanding sales of its branded meat products.」

「Through strategic branding activities designed to ensure that customers and all other stakeholders recognize and support the connections among the renewed group brand, corporate brand and product brands, the company aims to establish a No.1 brand and enhance the corporate value of the group.」