Medium-Term Management Plan: Fiscal Year Ending March 2021 to Fiscal Year Ending March 2023 — Transition to a Profit-Generating Structure
First written in FY2021-Q1. 8 of 18 entries say "Reframed", first in FY2021-Q2. Latest entry: FY2026.
Fukutome Meat Packers moved to the "Worse" side of this theme in 2025, 3 years after the typical company in this theme (2022).
The whole theme swung hardest in 2019: 12 of 76 companies on the "Worse" side.
6 other companies' latest entry also says "Other".
- FY2026Specific numerical targets and progress on measures under the business restructuring planAnnual report
「The Group prioritizes business growth and profitability and uses net sales and operating profit as objective indicators for assessing progress toward management targets. It aims to achieve consolidated net sales of ¥25.6 billion and consolidated operating profit of ¥160 million for the fiscal year ending March 2027.」
For the four-year business restructuring plan covering the fiscal years ending March 2026 through March 2029, the company disclosed progress on 7 initiatives and presented new targets of ¥25.6 billion in net sales and ¥160 million in operating profit for the fiscal year ending March 2027. - FY2026-H1ReframedAnnual report
「At the same time, the company is formulating a business restructuring plan for the 4-year period from the fiscal year ending March 2026 through the fiscal year ending March 2029 and intends to implement the measures under the plan to strengthen competitiveness, rebuild its earnings structure, and increase corporate value.」
The plan period and framework have changed from the previous 3-year business restructuring plan covering the fiscal years ending March 2026 through March 2028 to a 4-year plan covering the fiscal years ending March 2026 through March 2029. - FY2025ReframedAnnual report
「The company has begun formulating a business restructuring plan for the 3-year period from the fiscal year ending March 2026 through the fiscal year ending March 2028, aimed at strengthening competitiveness and improving profitability. It intends to thoroughly review its management strategy, rebuild the business, and make every effort to increase corporate value and achieve growth.」
The company has shifted from the previous targets of ¥26.0 billion in net sales and ¥100 million in operating profit for the fiscal year ending March 2025 to a framework under the new management structure in which a business restructuring plan covering the fiscal years ending March 2026 through March 2028 is being formulated. The earnings forecast has not been disclosed because the plan is still being formulated. - FY2025-H1RestatedAnnual report
「However, to resolve these conditions, the Group has identified the development of a growth strategy and improvement of its earnings structure as its highest priorities and will pursue the following four initiatives. I. Strengthen the competitiveness of ham, sausage, and prepared foods From the second half of the current fiscal year onward, the Group will strengthen the development of new wiener products that meet consumer needs and expand its range of prepared foods, including hamburgers. It will work to strengthen competitiveness by developing products that consumers continue to choose and creating new value. II. Expand production and sales volumes by improving productivity and strengthening sales capabilities The Group will further strengthen coordination between its processed-foods manufacturing and sales divisions and focus on expanding the production and sale of high-value-added products by clearly identifying priority products. III. Reform the earnings structure through operational reform and the promotion of system implementation While pursuing greater efficiency and labor savings through the renewal of its core systems, the Group will reduce manufacturing costs and selling, general and administrative expenses as part of its operational reform, thereby substantially improving its earnings structure. IV. Strengthen organizational capabilities by rebuilding the corporate philosophy and reorganizing the organization The Group will further strengthen coordination between its processing and regional companies and improve the functionality of end-to-end profitability management by segment, with the aim of improving profitability and earnings power.」
Identifying the development of a growth strategy and improvement of its earnings structure as its highest priorities, the company has presented specific measures from the second half of the fiscal year onward in four areas: product competitiveness, production and sales volumes, the earnings structure, and organizational capabilities. - FY2024RaisedAnnual report
「Under the current environment, the Group will pursue the following four initiatives, identifying the development of a growth strategy and improvement of its earnings structure as its highest priorities. I. Strengthen the competitiveness of ham, sausage, and prepared foods. II. Expand production and sales volumes by improving productivity and strengthening sales capabilities. III. Reform the earnings structure through operational reform and the promotion of system implementation. IV. Strengthen organizational capabilities by rebuilding the corporate philosophy and reorganizing the organization. The Company aims to achieve consolidated net sales of ¥26.0 billion and consolidated operating profit of ¥100 million for the fiscal year ending March 2025.」
The key initiatives following the previous medium-term management plan have been reorganized into four pillars, with targets of ¥26.0 billion in net sales and ¥100 million in operating profit for the fiscal year ending March 2025. The net sales target has been raised from the previously stated ¥25.2 billion. - FY2024-Q2RestatedAnnual report
「The company has identified the development of a growth strategy and improvement of its earnings structure as its top priorities and has pursued three initiatives: strengthening product competitiveness, expanding sales channels by strengthening sales capabilities, and reforming its earnings structure through a review of operations.」
As key initiatives following the medium-term management plan, the company continues to focus on developing a growth strategy, improving its earnings structure, and pursuing initiatives in the three areas of products, sales, and operations. - FY2024-Q1ReframedAnnual report
「The Group has identified the development of a growth strategy and improvement of its earnings structure as its top priorities and has pursued three initiatives: strengthening product competitiveness, expanding sales channels by strengthening sales capabilities, and reforming its earnings structure through a review of operations.」
The company has shifted from the description of the previous medium-term management plan's key initiatives to a framework that identifies the development of a growth strategy and improvement of the earnings structure as its top priorities, with products, sales, and operations as the three focus areas. - FY2023-Q3RestatedAnnual report
「Under the Medium-Term Management Plan for the fiscal years ending March 2021 to March 2023, with the current fiscal year as its final year, the Group has pursued three initiatives under the theme of creating synergies by strengthening coordination among development, procurement, manufacturing, logistics, and sales: strengthening product development, developing and implementing sales strategies, and pursuing new markets. It has actively and swiftly implemented each key initiative.」
In the final year of the medium-term management plan, the company continues to pursue the creation of synergies through stronger coordination among development, procurement, manufacturing, logistics, and sales, together with the three key initiatives. - FY2023-Q2ReframedAnnual report
「Under the Medium-Term Management Plan for the fiscal years ending March 2021 to March 2023, with the current fiscal year as its final year, the Group has pursued three initiatives under the theme of creating synergies by strengthening coordination among development, procurement, manufacturing, logistics, and sales: strengthening product development, developing and implementing sales strategies, and pursuing new markets. It has actively and swiftly implemented each key initiative to improve earnings power, strengthen its management structure, and advance its corporate activities.」
In the final year of the medium-term management plan, the theme has been reorganized from the previous focus on meeting consumer needs to creating synergies by strengthening coordination among development, procurement, manufacturing, logistics, and sales. - FY2022Numerical targets disclosedAnnual report
「The Company aims to achieve consolidated net sales of ¥25.2 billion and consolidated operating profit of ¥100 million for the fiscal year ending March 2023.」
Toward the final year of the medium-term management plan, the company has for the first time disclosed numerical targets and a deadline of consolidated net sales of ¥25.2 billion and consolidated operating profit of ¥100 million. - FY2022-Q3RestatedAnnual report
「Under the Medium-Term Management Plan for the fiscal years ending March 2021 to March 2023, with the current fiscal year as its second year, the Group is pursuing three initiatives under the theme of developing and implementing new products and sales strategies that meet consumer needs: strengthening product development, developing and implementing sales strategies, and pursuing new markets.」
The company continues the target period of the second year of the medium-term management plan and its three key initiatives based on consumer needs. - FY2022-Q2RaisedAnnual report
「In terms of profits, earnings have been squeezed by lower selling prices resulting from several years of price competition with competitors and higher manufacturing costs due to rising raw material prices, forcing the Group to continue reporting operating losses. Operating cash flow, however, has remained positive. Although concerns remain about the impact of higher raw material prices and soaring crude oil prices, the Group will accelerate measures under the medium-term management plan to achieve an early return to profitability, and will work to further improve profitability and strengthen its business structure through cost reductions and productivity improvements.」
While recognizing continued operating losses, the company has explicitly stated its goal of achieving an early return to profitability in addition to the previous goal of transitioning to a profit-generating business structure, and has announced accelerated measures under the medium-term management plan, cost reductions, and productivity improvements. - FY2022-Q1ReframedAnnual report
「Under the Medium-Term Management Plan for the fiscal years ending March 2021 to March 2023, with the current fiscal year as its second year, the Group is pursuing three initiatives under the theme of developing and implementing new products and sales strategies that meet consumer needs: strengthening product development, developing and implementing sales strategies, and pursuing new markets.」
The key themes for the second year of the medium-term management plan have been organized into three areas centered on meeting consumer needs: product development, sales strategies, and new markets, replacing the previous focus on a profit-generating business structure and cost structure reform. - FY2021-Q3RestatedAnnual report
「In addition, the company formulated the “Medium-Term Management Plan for the fiscal years ending March 2021 to March 2023,” with the current fiscal year as its first year. In the first year, it advanced a shift toward a leaner cost structure through optimal resource allocation, operational efficiency and the elimination of waste, with “cost structure reform to enhance competitiveness” as a priority initiative.」
The company continues to pursue the target period of the medium-term management plan and cost structure reform to improve competitiveness. - FY2021-Q2ReframedAnnual report
「In addition, the company formulated the “Medium-Term Management Plan for the fiscal years ending March 2021 to March 2023,” with the current fiscal year as its first year. In the first year, it advanced a shift toward a leaner cost structure through optimal resource allocation, operational efficiency and the elimination of waste, with “cost structure reform to enhance competitiveness” as a priority initiative.」
The key initiative under the medium-term management plan has been defined more specifically, shifting from the goal of transitioning to a profit-generating business structure to reforming the cost structure to improve competitiveness. - FY2021-Q1First statedAnnual report
「The Group formulated the Medium-Term Management Plan for the fiscal years ending March 2021 to March 2023, with the current fiscal year as its first year, and has worked to strengthen its competitiveness through measures such as narrowing its range of manufactured products and optimizing logistics, with the transition to a business structure capable of generating profits as a key initiative.」
The company first disclosed a medium-term management plan covering the fiscal years ending March 2021 through March 2023, identifying the transition to a business structure capable of generating profits as a key initiative.