Execution of Growth, Efficiency and Structural Strategies

「Efforts by each business unit to strengthen core categories, expand shelf space and conduct marketing activities highlighting consumption occasions contributed to improved competitiveness and volume growth.」

「As new elements, we will incorporate further collaboration with Coca-Cola (Japan) Company, Ltd., including the joint formulation of long-term growth plans; operations managed through multiple business units with clear accountability; rebuilding the profit base of the vending business and operating with the mindset of the world's largest retailer; and the largest shareholder returns in our history. By 2030, we aim to achieve ambitious targets, including business profit of at least ¥80 billion, approximately double the previous record high, and ROIC (return on invested capital) of at least 10%, approximately double our cost of capital.」

「In sales, we will execute a top-line growth strategy focused on profit maximization by strengthening our product portfolio through enhancement of core categories and optimal product proposals tailored to drinking occasions, further transforming the vending channel through technology and process improvements, thoroughly implementing profitability-focused sales activities such as profit-oriented pricing strategies including price revisions and ROI-focused marketing, and strengthening customer relationships to build long-term partnerships.」

「We worked on executing a top-line growth strategy focused on profit maximization, reducing costs by driving company-wide transformation and further strengthening our business foundation.」

「In the manufacturing and logistics businesses, amid soaring raw material, supplies and energy prices and the weaker yen, we worked to translate increased demand into growth in sales volume and profit by ensuring stable operation of the S&OP (Sales and Operations Planning) process revamped last year and improving the supply network, while pursuing stable product supply and lower overall manufacturing and logistics costs.」

「The Company will also work to further improve supply chain efficiency and improve operational processes through initiatives such as DX. In addition, to enhance corporate value over the medium to long term through its business activities, the Company will promote ESG management and human capital management.」

「In sales, the Company worked to grow sales volume and revenue by rolling out new products, responding to diversifying consumer needs and conducting effective campaigns that capitalised on the recovery in foot traffic.」

「Under the concept in the medium-term plan announced in August 2019 that “the way we have done things is not an option,” the Company has steadily pursued key transformation initiatives, including further evolution of the operating model in the vending channel, redistribution of product inventories centred on the “Saitama Mega DC” and consolidation and integration of logistics bases to optimise the logistics network in the Kanto area, streamlining the supply chain structure to achieve low-cost operations, and promoting new ways of working.」

「The Company is focusing on areas within its control, bringing forward key transformation initiatives under the medium-term plan while exploring new growth and efficiency opportunities and taking steps to address medium- to long-term changes in the business environment.」

「For key initiatives under the medium-term plan, the Company is bringing forward its transformation initiatives while exploring new growth and efficiency opportunities and taking steps to address medium- to long-term changes in the business environment.」

「The Company is pursuing fundamental business reform aimed at returning to a sustainable growth trajectory, including transforming the cost structure, increasing customer-oriented investment in production capacity and expanding points of sale, and increasing investment in human resources capability development, including in important vending channels and indirect functions.」

「The Company is pursuing fundamental business reform aimed at returning to a sustainable growth trajectory, including transforming the cost structure, increasing customer-oriented investment in production capacity and expanding points of sale, and increasing investment in human resources capability development, including in important vending channels and indirect functions.」

「Against this backdrop, the Group is driving transformation of its business structure from a long-term perspective and working to build a foundation for sustainable growth and improved profitability, with “growth strategy,” “efficiency strategy” and “structural strategy” as its 3 basic strategic pillars.」

「Against this backdrop, the Group is driving transformation of its business structure from a long-term perspective and working to build a foundation for sustainable growth and improved profitability, with “growth strategy,” “efficiency strategy” and “structural strategy” as its 3 basic strategic pillars.」

「Against this backdrop, the Group is driving transformation of its business structure from a long-term perspective and working to build a foundation for sustainable growth and improved profitability, with “growth strategy,” “efficiency strategy” and “structural strategy” as its 3 basic strategic pillars.」

「Against this backdrop, the Group is driving transformation of its business structure from a long-term perspective and working to build a foundation for sustainable growth and improved profitability, with “growth strategy,” “efficiency strategy” and “structural strategy” as its 3 basic strategic pillars.」

「Under the Medium-Term Management Plan, the Group defines its desired future state as “an excellent company with dignity” and will conduct its activities around the following 3 pillars: “growth strategy,” “efficiency strategy” and “structural strategy.”」

「The Group formulated a Long-Term Management Vision covering 2011 to 2020 in order to drive transformation of the Group’s business structure from a long-term perspective and achieve sustainable growth. With “growth strategy,” “efficiency strategy” and “structural strategy” as its 3 basic strategic pillars, the Group will steadily implement each strategy, continue to grow over the long term and build a foundation for improving profitability.」

「Against this backdrop, the Group formulated a Long-Term Management Vision covering 2011 to 2020 in order to drive transformation of the Group’s business structure from a long-term perspective and achieve sustainable growth. With “growth strategy,” “efficiency strategy” and “structural strategy” as its 3 basic strategic pillars, the Group will steadily implement each strategy, continue to grow over the long term and build a foundation for improving profitability.」

「With “growth strategy,” “efficiency strategy” and “structural strategy” as its 3 basic strategic pillars, the Company will steadily implement each strategy, continue to grow over the long term and build a foundation for improving profitability.」

「To reduce costs by improving productivity, the Company introduced production equipment for bottled-can coffee and advanced in-house production of PET-bottle containers. In addition, it worked to reduce production and logistics costs by consolidating logistics bases in line with its production structure and building an optimal supply network.」

「Against this backdrop, the Group formulated a Long-Term Management Vision covering 2011 to 2020 in order to drive transformation of the Group’s business structure from a long-term perspective and achieve sustainable growth. With “growth strategy,” “efficiency strategy” and “structural strategy” as its 3 basic strategic pillars, the Group will steadily implement each strategy, continue to grow over the long term and build a foundation for improving profitability.」

「The Company formulated a Long-Term Management Vision covering 2011 to 2020. With “growth strategy,” “efficiency strategy” and “structural strategy” as its 3 basic strategic pillars, the Company will steadily implement each strategy, continue to grow over the long term and build a foundation for improving profitability.」