Enhancing the Competitiveness of Food-Service Chains and Closing Unprofitable Stores
First written in FY2017-Q1. 24 of 37 entries say "Restated". Latest entry: FY2027-H1.
47 other companies' latest entry also says "Advanced".
- FY2027-H1AdvancedAnnual report
「In the food-service business for meat and other products, inbound tourism and demand for large parties have contributed, but as in the retail industry, the business has been affected by higher raw material, packaging and logistics costs, among other factors, and operating conditions remain unstable. In response, we remodeled stores to make them more attractive, redeployed human resources, revised menus, and reduced expenses. We will continue working to maintain day-to-day store operations so that customers can use our stores safely and with confidence.」
In the food-service business, store remodeling, the redeployment of human resources, menu revisions, and expense reductions were implemented as specific measures. - FY2026RestatedAnnual report
「In the food-service business for meat and other products, although demand is expected to increase, we plan to maintain our established, steady focus on profitability, operate our steak restaurant and yakiniku and shabu-shabu chain businesses reliably while enhancing their competitiveness, and focus on developing new stores.」
The plan called for continuing a profitability-focused approach, improving the competitiveness of existing business formats, and developing new restaurants while anticipating a recovery in demand. - 2026-04-14RestatedEarnings
「In the food-service business for meat and other products, although demand is expected to increase, we plan to maintain our established, steady focus on profitability, operate our steak restaurant and yakiniku and shabu-shabu chain businesses reliably while enhancing their competitiveness, and focus on developing new stores.」
The Group continued its policy for the food-service business of prioritizing profitability, improving competitiveness, and developing new stores. - FY2025RestatedAnnual report
「In the food-service business, including meat-related operations, a recovery trend is emerging as activity restrictions are eased, with inbound demand and demand for large parties also contributing. We have taken measures including revising menus in response to higher raw-material and energy prices, and will continue implementing measures to improve competitiveness.」
We continued menu revisions in response to higher costs and measures to improve competitiveness while recognizing the recovery in demand. - FY2025-Q1RestatedAnnual report
「In the food-service business, including meat-related operations, inbound demand and demand for large parties are contributing, but we have taken measures including revising menus in response to higher raw-material and energy prices and expect the business environment to remain severe.」
While recognizing recovery factors from inbound and large-party demand, we continued menu revisions in response to higher raw-material and energy prices and maintained the outlook for a severe business environment. - FY2024ReframedAnnual report
「In the food-service business, including meat-related operations, a recovery trend is emerging as activity restrictions are eased, with inbound demand and demand for large parties also contributing. We have taken measures including revising menus in response to higher raw-material and energy prices, and will continue implementing measures to improve competitiveness.」
The description was organized to present the recovery following the easing of activity restrictions, inbound and large-party demand, and menu revisions in response to higher costs, rather than focusing primarily on continuing operations during the pandemic. - FY2024-Q3ReframedAnnual report
「In the food-service business, including meat-related operations, a recovery trend is emerging as activity restrictions are eased, with inbound demand and demand for large parties also contributing. However, in response to higher raw-material and energy prices, we have taken measures including revising menus, and expect the business environment to remain severe.」
The description was organized to present both the recovery following the easing of activity restrictions and contributions from inbound and large-party demand, alongside menu revisions in response to higher raw-material and energy prices and a severe outlook for the business environment. - FY2024-Q2RestatedAnnual report
「In the food-service business, including meat-related operations, a recovery trend is emerging as activity restrictions are eased. However, in response to higher raw-material and energy prices, we have taken measures including revising menus, and expect the business environment to remain severe. We will continue working to maintain daily restaurant operations so that customers can use our services safely and with confidence.」
In the food-service business, we continued menu revisions in response to higher raw-material and energy prices while recognizing the recovery trend, and maintained restaurant operations on the premise of safety and peace of mind. - FY2024-Q1RestatedAnnual report
「In the food-service business, including meat-related operations, a recovery trend is emerging as activity restrictions are eased. However, in response to higher raw-material and energy prices, we have taken measures including revising menus, and will continue working to maintain daily restaurant operations so that customers can use our services safely and with confidence.」
For the food-service business, we continued menu revisions in response to higher raw-material and energy prices amid the recovery trend, while maintaining restaurant operations on the premise of safety and peace of mind. - FY2023AdvancedAnnual report
「We also revised our menus and prices and closed unprofitable restaurants.」
The food-service business implemented menu and price revisions and closed unprofitable restaurants, while advancing measures to respond to the recovery trend following the lifting of activity restrictions. - FY2023-Q3ReframedAnnual report
「In the food-service business, including meat-related operations, many restaurants in the Tokyo metropolitan area and other major metropolitan areas were forced to shorten their operating hours due to priority preventive measures to prevent the spread of disease. Although operations entered a recovery trend after the measures were lifted in March because there were no restrictions on activities, we expect the business environment to remain severe, taking into account the impact of the seventh wave this summer, when no activity restrictions were in place.」
The food-service business entered a recovery trend after activity restrictions were lifted, while the outlook was organized around the expectation that the severe environment would continue in light of the impact of the seventh wave. - FY2023-Q2RestatedAnnual report
「Going forward, on the premise of ensuring customer and employee safety, we will continue operating after thoroughly implementing infection-prevention measures at our stores, including maintaining social distancing and thorough disinfection.」
For the food-service business, the policy of continuing operations based on customer and employee safety and infection-prevention measures was reaffirmed despite the recovery trend and the impact of the seventh wave. - FY2023-Q1RestatedAnnual report
「In the food-service business, including meat-related operations, many restaurants in the Tokyo metropolitan area and other major metropolitan areas were forced to shorten their operating hours due to priority preventive measures to prevent the spread of disease. Although we expect the business environment to remain severe, our policy is to continue operating after thoroughly implementing infection-prevention measures at our restaurants, including maintaining social distancing and thorough disinfection, on the premise of ensuring customer and employee safety.」
The policy of continuing operations based on customer and employee safety and infection-prevention measures was reaffirmed in the severe environment of continued reduced operating hours. - FY2022RestatedAnnual report
「In the food-service business, including meat-related operations, we recognize that this is the segment most affected by COVID-19. We will thoroughly implement hygiene measures and improve the operating environment so that customers can use our services with confidence, while maintaining our longstanding, steady focus on profitability.」
In the food-service business, we continued our policy of maintaining a profitability-focused management approach, with hygiene measures and operating-environment improvements as prerequisites. - FY2022-Q3RestatedAnnual report
「On the premise that customer and employee safety is our top priority, we will continue operating after thoroughly implementing infection-prevention measures at our stores, including maintaining social distancing and thorough disinfection.」
For the food-service business, the policy of prioritizing customer and employee safety and continuing operations after implementing infection-prevention measures was reaffirmed despite the severe environment. - FY2022-Q2RestatedAnnual report
「In the food-service business, including meat-related operations, many restaurants in the Tokyo metropolitan area and other major metropolitan areas were forced to close or shorten their operating hours due to the third state of emergency declared in April 2021 and the priority preventive measures to prevent the spread of disease. Although we expect the business environment to remain severe, our policy is to continue operating after thoroughly implementing infection-prevention measures at our restaurants, including maintaining social distancing and thorough disinfection, on the premise that the safety of customers and employees is the highest priority.」
The policy of prioritizing customer and employee safety and continuing operations after implementing infection-prevention measures was reaffirmed amid continued closures and reduced operating hours. - FY2022-Q1RestatedAnnual report
「In the food-service business, including meat-related operations, many restaurants in the Tokyo metropolitan area and other major metropolitan areas were forced to close or shorten their operating hours due to states of emergency and other measures. Although we expect the business environment to remain severe, our policy is to continue operating after thoroughly implementing infection-prevention measures at our restaurants, including maintaining social distancing and thorough disinfection, on the premise that the safety of customers and employees is the highest priority.」
The policy of continuing operations after implementing infection-prevention measures, with customer and employee safety as the premise, was reaffirmed amid continued restaurant closures and reduced operating hours. - FY2021ReframedAnnual report
「In the food-service business, including meat-related operations, we recognize that this is the segment most affected by COVID-19. We will thoroughly implement hygiene measures and improve the operating environment so that customers can use our services with confidence, while maintaining our longstanding, steady focus on profitability.」
The policy was organized around improving competitiveness and addressing unprofitable restaurants in the food-service business, together with hygiene measures, operating-environment improvements, and a focus on profitability during the pandemic. - FY2021-Q2AdvancedAnnual report
「In the food-service business, including meat-related operations, many restaurants in the Tokyo metropolitan area and other major metropolitan areas were forced to close after the state of emergency was declared in April. Following the lifting of the declaration in the latter half of May, we resumed operations at all restaurants, although restrictions such as reduced operating hours remain in place. We will continue operating after implementing infection-prevention measures at our restaurants, including maintaining social distancing and thorough disinfection.」
Restaurants forced to close resumed operations at all locations after the state of emergency was lifted, and moved toward continuing operations subject to infection-prevention measures. - FY2021-Q1ReframedAnnual report
「During this period, with a view to resuming operations, we are preparing various measures to prevent the spread of infection and promoting the provision of new services and added value, including capturing delivery demand.」
The focus shifted from the food-service business's conventional measures to improve competitiveness and address unprofitable restaurants to infection prevention for the resumption of operations, capturing delivery demand, and providing new services. - FY2020ReframedAnnual report
「In the food-service business, including meat-related operations, we recognize that this is the segment most affected by COVID-19. We will thoroughly implement hygiene measures and improve the operating environment so that customers can use our services with confidence, while maintaining our longstanding, steady focus on profitability.」
In addition to measures to improve competitiveness and address unprofitable restaurants in the food-service business, hygiene measures and operating-environment improvements in response to COVID-19 were added as priorities. - FY2020-Q3RestatedAnnual report
「In the food-service businesses related to meat and other products, we implemented initiatives to enhance competitiveness in the steak restaurant chain business and the yakiniku and shabu-shabu chain businesses, including menu development and measures to address unprofitable stores.」
Continued measures to improve competitiveness in the steak, yakiniku, and shabu-shabu businesses through menu development and action on unprofitable restaurants. - FY2020-Q2RestatedAnnual report
「In the food-service businesses related to meat and other products, we implemented initiatives to enhance competitiveness in the steak restaurant chain business and the yakiniku and shabu-shabu chain business, including menu development and measures to address unprofitable stores.」
Continued competitiveness initiatives in both food-service formats through menu development and measures to address unprofitable stores. - FY2020-Q1RestatedAnnual report
「In the food-service businesses related to meat and other products, we implemented initiatives to enhance competitiveness in the steak restaurant chain business and the yakiniku and shabu-shabu chain business, including menu development and measures to address unprofitable stores.」
Continued competitiveness initiatives in both food-service formats through menu development and measures to address unprofitable stores. - FY2019AdvancedAnnual report
「In the food-service businesses related to meat and other products, the yakiniku and shabu-shabu chain business and the steak restaurant chain business jointly opened a new large-format store. We also implemented initiatives to enhance competitiveness, including menu and pricing revisions and store renovations, and closed unprofitable stores in the yakiniku and shabu-shabu chain business.」
The two food-service formats jointly opened a new large-format store and also implemented menu and pricing revisions, store renovations, and the closure of unprofitable stores. - FY2019-Q3RestatedAnnual report
「In the food-service businesses related to meat and other products, we implemented initiatives to enhance competitiveness in the steak restaurant chain business and the yakiniku and shabu-shabu chain businesses, including menu development, measures to address unprofitable stores, and the joint development of large-format stores.」
Continued competitiveness initiatives in both food-service formats through menu development, measures to address unprofitable stores, and the joint development of large-format stores. - FY2019-Q2AdvancedAnnual report
「In the food-service businesses related to meat and other products, we implemented initiatives to enhance competitiveness in the steak restaurant chain business and the yakiniku and shabu-shabu chain businesses, including menu development, measures to address unprofitable stores, and the joint development of large-format stores.」
In addition to conventional menu development and measures to address unprofitable stores, the joint development of large-format stores by both food-service formats was explicitly identified as an initiative. - FY2019-Q1RestatedAnnual report
「In the food-service businesses related to meat and other products, we implemented initiatives to enhance competitiveness in the steak restaurant chain business and the yakiniku and shabu-shabu chain businesses, including menu development and measures to address unprofitable stores.」
Continued enhancing competitiveness in both food-service formats through menu development and measures to address unprofitable stores. - FY2018RestatedAnnual report
「In the food-service businesses related to meat and other products, we implemented initiatives to enhance competitiveness in both the yakiniku and shabu-shabu chain businesses and the steak restaurant chain business, including menu and pricing revisions and store renovations, and closed unprofitable stores to improve profitability.」
Continued improving competitiveness and profitability across the food-service formats through menu and pricing revisions, store renovations, and the closure of unprofitable stores. - FY2018-Q3RestatedAnnual report
「In the food-service businesses related to meat and other products, we implemented initiatives to enhance competitiveness in the steak restaurant chain business and the yakiniku and shabu-shabu chain businesses, including menu development and measures to address unprofitable stores.」
Continued enhancing competitiveness in the steak, yakiniku, and shabu-shabu formats through menu development and measures to address unprofitable stores. - FY2018-Q2RestatedAnnual report
「In the food-service businesses related to meat and other products, we implemented initiatives to enhance competitiveness in the steak restaurant chain business and the yakiniku and shabu-shabu chain businesses, including menu development and measures to address unprofitable stores.」
Continued enhancing competitiveness in the steak, yakiniku, and shabu-shabu formats through menu development and measures to address unprofitable stores. - FY2018-Q1RestatedAnnual report
「In the food-service businesses related to meat and other products, we implemented initiatives to enhance competitiveness in the steak restaurant chain business and the yakiniku and shabu-shabu chain businesses, including menu development and measures to address unprofitable stores.」
Continued enhancing competitiveness in the steak, yakiniku, and shabu-shabu formats through menu development and measures to address unprofitable stores. - FY2017RestatedAnnual report
「In the food-service businesses related to meat and other products, we implemented initiatives to enhance competitiveness in both the yakiniku and shabu-shabu chain businesses and the steak restaurant chain business, including menu and pricing revisions and store renovations, and also closed unprofitable stores.」
Continued menu and pricing revisions, store renovations, competitiveness initiatives, and the closure of unprofitable stores across the food-service formats. - FY2017-Q3RestatedAnnual report
「In the food-service businesses related to meat and other products, we implemented initiatives to enhance competitiveness in the steak restaurant chain business and closed unprofitable stores in the yakiniku and shabu-shabu chain businesses.」
Continued initiatives to enhance the competitiveness of steak restaurants and close unprofitable yakiniku and shabu-shabu chain stores. - FY2017-Q1First statedAnnual report
「In the food-service businesses related to meat and other products, we implemented initiatives to enhance competitiveness in the steak restaurant chain business and closed unprofitable stores in the yakiniku and shabu-shabu chain businesses.」
Described initiatives to enhance the competitiveness of steak restaurants and the closure of unprofitable yakiniku and shabu-shabu stores.