Creating value through dialogue with consumers
First written in FY2018. 10 of 17 entries say "Restated". Latest entry: FY2026.
NH Foods moved to the "Worse" side of this theme in 2026.
1 other company's latest entry also says "Reframed".
- FY2026ReframedAnnual report
「Contributing to enriched lives through food We accurately identify changes in society and provide products and services that exceed customer expectations. We will uncover latent needs and create new “joy in eating” through free-thinking ideas unconstrained by conventional wisdom.」
The previous concept of “creating value through dialogue with consumers” was reorganised around contributing to enriched lives through food and creating value based on latent needs. - FY2023RestatedAnnual report
「③ Providing new value through new products and services In addition to initiatives by each business division to provide new value, we will actively pursue new areas using D2C (Direct to Consumer) and the sports business.」
The company continues to pursue its policy of providing value to consumers through new products and services, D2C, new areas and the sports business. - FY2023-Q3AdvancedAnnual report
「In the sales division, demand at mass retailers declined as consumers became more cost-conscious. However, we worked to maintain sales volumes by holding a 20th-anniversary campaign for the domestic chicken brand “Sakurahime” and establishing an organisational structure specialising in mass retailers. As the food-service channel recovered, we strengthened proposals by establishing specialist organisations in each region, resulting in sales and profit both exceeding the previous year.」
To respond to consumers’ increased cost-consciousness, we established an organisation specialising in mass retailers and strengthened proposal activities in the food-service channel by establishing specialist organisations by region. - FY2022AdvancedAnnual report
「The group also launched “Table for All: Food Allergy Care,” a comprehensive food allergy care platform offering free online nutritional consultations with registered dietitians specializing in food allergies and one-stop access to useful information on food allergies, the first such service in Japan’s food industry.」
To address consumers’ health needs and increasingly diverse dietary preferences, the group began providing a comprehensive food allergy care platform, including free online nutritional consultations. - FY2022-Q3AdvancedAnnual report
「In addition, the group pursued initiatives in new areas, including launching IMIDEA, a food with function claims supporting the reduction of fatigue and maintenance of memory, and pursuing direct-to-consumer (D2C) initiatives. It also worked on the Hokkaido Project in anticipation of the opening of a new stadium in 2023 and promoted digital transformation (DX) to strengthen its management infrastructure.」
The group gave concrete form to value creation through new products and new sales formats, including the launch of a food with function claims and D2C initiatives. - FY2022-Q2RestatedAnnual report
「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.”」
The group continues to propose value through recipes and promotions tailored to consumer attributes and through sporting events. - FY2022-Q1ReframedAnnual report
「Delivering new value through new products and services」
The group reorganized its value-creation policy, shifting from the previous “Creating value through dialogue with consumers” to delivering new value through new products and services. - FY2021-Q3RestatedAnnual report
「Specific measures included maintaining a stable supply system in response to increased demand for home cooking resulting from the impact of COVID-19, implementing new sales meeting formats and promotions suited to the new normal, proposing new products such as large zippered bags, and reviewing the sales system for the expanding mass-retail channel.」
The group continues to respond to consumer demand through new sales meetings and promotions, new product proposals, and a review of the sales system for the mass-retail channel. - FY2021-Q2AdvancedAnnual report
「In the meat business, as the impact of COVID-19 continued, we strengthened initiatives in the expanding mass-retail channel to meet growing health awareness and demand for home cooking. These initiatives included using promotional materials displaying nutritional information for branded meat, sharing recipes on social media, and expanding the use of QR codes for those recipes to in-store promotional materials. We also actively proposed sales initiatives for new growth channels such as takeaway and delivery, where demand was increasing due to requests for restaurants to suspend or restrict operations.」
The group expanded its response to consumer demand and sales channels, from nutritional labeling, social media and QR codes for recipes to sales proposals for takeaway and delivery. - FY2020-Q3RestatedAnnual report
「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.」
The group continues to engage with consumers and create value through social media campaigns, recipe posts and product proposals. - FY2020-Q2RestatedAnnual report
「Against this backdrop, under the Medium-Term Management Plan 2020, which began in April 2018, the Group promoted business initiatives based on five management policies: “Strengthening profitability through greater efficiency in existing businesses,” “Creating value through dialogue with consumers,” “Strengthening and developing technological capabilities to envision and realize the future of food,” “Shifting into a higher gear in overseas market expansion,” and “Pursuing sustainability,” with “Building systems for the future” as its theme.」
The group continues to pursue value creation through dialogue with consumers as a management policy under Medium-Term Management Plan 2020. - FY2020-Q1RestatedAnnual report
「“Creating value through dialogue with consumers”」
The group continues to pursue value creation through dialogue with consumers as a management policy under Medium-Term Management Plan 2020. - FY2019RestatedAnnual report
「Through the products and services provided by our group, we will deepen our understanding of consumers and place it at the core of business activities that create value for consumers, with the aim of contributing to a better society and improving profitability.」
The group continues to develop products and services based on consumer understanding as a management policy under Medium-Term Management Plan 2020. - FY2019-Q3RestatedAnnual report
「Under Medium-Term Management Plan 2020, which began in April 2018 under the theme of "Creating Mechanisms for the Future," the Group promoted business development based on five management policies: strengthening earnings power through greater efficiency in existing businesses; creating value through dialogue with consumers; strengthening and developing technological capabilities to envision and realise the future of food; changing gear in overseas market expansion; and pursuing sustainability. These efforts were intended not only to further accelerate the growth strategy pursued through the previous fiscal year, but also to enable the Group to continue its businesses over the long term and contribute to the realisation of a sustainable society through food and health.」
The group continues to pursue value creation through dialogue with consumers as a management policy under Medium-Term Management Plan 2020. - FY2019-Q2RestatedAnnual report
「Under Medium-Term Management Plan 2020, which began in April 2018 under the theme of "Creating Mechanisms for the Future," the Group promoted business development based on five management policies: strengthening earnings power through greater efficiency in existing businesses; creating value through dialogue with consumers; strengthening and developing technological capabilities to envision and realise the future of food; changing gear in overseas market expansion; and pursuing sustainability. These efforts were intended not only to further accelerate the growth strategy pursued through the previous fiscal year, but also to enable the Group to continue its businesses over the long term and contribute to the realisation of a sustainable society through food and health.」
The group continues to pursue value creation through dialogue with consumers as a management policy under Medium-Term Management Plan 2020. - FY2019-Q1RestatedAnnual report
「We have promoted business development based on 5 management policies: “Strengthen profitability through greater efficiency in existing businesses,” “Create value through dialogue with consumers,” “Develop and strengthen technological capabilities to envision and realize the future of food,” “Shift into a higher gear in overseas market expansion,” and “Pursue sustainability.”」
The group continues to pursue value creation through dialogue with consumers as a management policy under Medium-Term Management Plan 2020. - FY2018First statedAnnual report
「② Creating value through dialogue with consumers」
The group newly adopted a policy of placing consumer understanding at the core of its activities and pursuing business activities that create value for consumers.