Growth Targets Under the Medium-Term Management Plan “Challenge the Next Stage”
First written in FY2017-Q1. 17 of 25 entries say "Restated". Latest entry: 2026-08-28.
The whole theme swung hardest in 2021: 17 of 78 companies on the "Worse" side.
7 other companies' latest entry also says "Raised".
- FY2026-H1RestatedAnnual report
「Amid this market environment, the Group is implementing “Medium-Term Management Plan 2026,” a five-year plan covering the fiscal years ending January 2023 through January 2027, toward achieving its desired future state under “Group Mission 2030,” “Toward a DyDo Group that creates enjoyable and healthy lives for people around the world.” The plan is being implemented under three basic policies: renewed growth in the domestic beverage business, rebuilding the overseas beverage business strategy, and strengthening and developing non-beverage businesses.」
The Group continues Medium-Term Management Plan 2026 and its three basic policies: renewed growth in the domestic beverage business, rebuilding the overseas beverage business strategy, and strengthening and developing non-beverage businesses. - FY2025ReframedAnnual report
「In light of changes in the internal and external environment, the Group has reviewed the plan for the remaining period of “Medium-Term Management Plan 2026,” covering the fiscal years ending January 2026 through January 2027. While maintaining the basic policies, it has revised its target management metrics, business strategies, and investment funding and allocation.」
The Group maintained the basic policies of Medium-Term Management Plan 2026 while reviewing targets, business strategies, and funding allocation for the remaining period. The final-year targets changed from average annual net sales growth of +3% to +9%, and reference net sales from ¥175 billion to ¥255.3 billion, while the operating margin changed from 4% to 3% and consolidated ROIC from 6% to 4%. - FY2024RestatedAnnual report
「The Group has formulated “Medium-Term Management Plan 2026,” a five-year plan beginning in the fiscal year ending January 2023, as the “Growth Stage” toward achieving “Group Mission 2030,” which sets out its desired future state for 2030.」
The Group continues Medium-Term Management Plan 2026 as the Growth Stage for Group Mission 2030. - FY2024-Q2RestatedAnnual report
「Amid a continued challenging business environment, the Group is steadily advancing initiatives based on “Medium-Term Management Plan 2026” toward achieving Group Mission 2030, “Toward a DyDo Group that creates enjoyable and healthy lives for people around the world,”」
The Group continues activities based on Group Mission 2030 and Medium-Term Management Plan 2026. No changes to the plan or specific milestones are stated. - FY2024-Q1AdvancedAnnual report
「The Group has entered the second year of “Medium-Term Management Plan 2026,” a five-year plan that began in the fiscal year ending January 2023. Continuing toward “Group Mission 2030,” its desired future state for 2030, the Group aims to contribute to a sustainable society in which people worldwide can enjoy healthy and fulfilling lives, and to achieve sustainable growth and enhance corporate value over the medium to long term by creating social, environmental, and economic value. The period from the fiscal year ending January 2023 through the fiscal year ending January 2027 is the Growth Stage toward this objective, and the Group is also strengthening its organizational foundation through sustainability management under three basic policies: renewed growth in the domestic beverage business, rebuilding the overseas business strategy, and strengthening and developing non-beverage businesses.」
Medium-Term Management Plan 2026 moved from its first to its second year, continuing its three basic policies for the Growth Stage from the fiscal year ending January 2023 through the fiscal year ending January 2027. - FY2023RestatedAnnual report
「The Group has formulated “Medium-Term Management Plan 2026,” a five-year plan beginning in the fiscal year ending January 2023, as the “Growth Stage” toward achieving “Group Mission 2030.”」
Medium-Term Management Plan 2026 continues as a five-year plan for the Growth Stage, with growth strategies pursued under three basic policies. - FY2023-Q3RestatedAnnual report
「“Medium-Term Management Plan 2026,” a five-year plan beginning in fiscal 2022, is positioned as a “Growth Stage” toward a future leap forward. While focusing on the re-growth of the domestic beverage business, the Group will develop its businesses from a long-term perspective.」
The Group continues to position Medium-Term Management Plan 2026 as a Growth Stage focused on renewed growth in the domestic beverage business and long-term business development. - FY2023-Q2RestatedAnnual report
「“Medium-Term Management Plan 2026,” a five-year plan beginning in fiscal 2022, is positioned as a “Growth Stage” toward a future leap forward. While focusing on the re-growth of the domestic beverage business, the Group will develop its businesses from a long-term perspective.」
The Group continues to position Medium-Term Management Plan 2026 as a Growth Stage focused on renewed growth in the domestic beverage business and long-term business development. - FY2023-Q1ReframedAnnual report
「“Medium-Term Management Plan 2026,” a five-year plan beginning in fiscal 2022, is positioned as a “Growth Stage” toward a future leap forward. While focusing on the re-growth of the domestic beverage business, the Group will develop its businesses from a long-term perspective.」
The Group moved from Medium-Term Management Plan 2021 to the five-year Medium-Term Management Plan 2026 beginning in fiscal 2022, positioning it as a Growth Stage focused on renewed growth in the domestic beverage business and long-term business development. - FY2022-Q1AdvancedAnnual report
「As the final year of “Medium-Term Management Plan 2021,” the three-year action plan aimed at achieving “Group Mission 2030,” the Group is focusing on expanding and strengthening its vending-machine operations and rolling out smart operations across the Group to establish a strong competitive advantage in the vending-machine market, while continuing to implement its human resources strategy, which supports all businesses.」
Medium-Term Management Plan 2021 entered its final year, with expanded vending-machine operations, Group-wide smart operations, and the human resources strategy identified as priorities. - FY2019ReframedAnnual report
「Building on the issues identified under the previous medium-term management plan, “Challenge the Next Stage,” the Group established “Group Mission 2030,” which sets out the Group’s desired future state in 2030, and formulated “Medium-Term Management Plan 2021” as a three-year action plan beginning in fiscal 2019.」
The Group moved from the previous plan ending in fiscal 2018 to a new planning framework combining its desired state for 2030 with a three-year action plan beginning in fiscal 2019. - FY2019-Q3RestatedAnnual report
「Under a new group philosophy and group vision, the Group is pursuing the medium-term management plan “Challenge the Next Stage,” which runs through fiscal 2018. The plan focuses on four themes: “challenging growth in existing businesses,” “strengthening product capabilities,” “expanding overseas,” and “establishing new business foundations.” By fiscal 2018, the Group aims to increase net sales to ¥200 billion and raise the operating margin to 4%.」
The Group continues to state the medium-term management plan ending in fiscal 2018, its four themes, and the targets of ¥200 billion in net sales and a 4% operating margin. - FY2019-Q2RestatedAnnual report
「Under a new group philosophy and group vision, the Group is pursuing the medium-term management plan “Challenge the Next Stage,” which runs through fiscal 2018. The plan focuses on four themes: “challenging growth in existing businesses,” “strengthening product capabilities,” “expanding overseas,” and “establishing new business foundations.” By fiscal 2018, the Group aims to increase net sales to ¥200 billion and raise the operating margin to 4%.」
The Group continues to state the plan’s fiscal 2018 end date, its four themes, and the targets of ¥200 billion in net sales and a 4% operating margin. - FY2019-Q1RestatedAnnual report
「Under the group philosophy, “Sharing joy and prosperity with people and society. To make this a reality, the DyDo Group will continue to take on dynamic challenges,” the Group pursued the medium-term management plan “Challenge the Next Stage” and actively pursued initiatives to create corporate value for the next generation, with the aim of achieving sustainable growth over the long term and further enhancing corporate value.」
The Group continues to pursue the medium-term management plan and initiatives aimed at sustainable growth and enhanced corporate value. - FY2018-Q3RestatedAnnual report
「Under a new group philosophy and group vision, the Group is pursuing the medium-term management plan “Challenge the Next Stage,” which runs through fiscal 2018. The plan focuses on four themes: “challenging growth in existing businesses,” “strengthening product capabilities,” “expanding overseas,” and “establishing new business foundations.” By fiscal 2018, the Group aims to increase net sales to ¥200 billion and raise the operating margin to 4%.」
The Group continues to pursue the four themes, the plan ending in fiscal 2018, and the targets of ¥200 billion in net sales and a 4% operating margin. - FY2018-Q2RestatedAnnual report
「Under a new group philosophy and group vision, the Group is pursuing the medium-term management plan “Challenge the Next Stage,” which runs through fiscal 2018. The plan focuses on four themes: “challenging growth in existing businesses,” “strengthening product capabilities,” “expanding overseas,” and “establishing new business foundations.” By fiscal 2018, the Group aims to increase net sales to ¥200 billion and raise the operating margin to 4%.」
The Group continues to state the four themes, the plan’s fiscal 2018 end date, and its targets of ¥200 billion in net sales and a 4% operating margin. - FY2018-Q1RestatedAnnual report
「Under a new group philosophy and group vision, the Group is pursuing the medium-term management plan “Challenge the Next Stage,” which runs through fiscal 2018. The plan focuses on four themes: “challenging growth in existing businesses,” “strengthening product capabilities,” “expanding overseas,” and “establishing new business foundations.” By fiscal 2018, the Group aims to increase net sales to ¥200 billion and raise the operating margin to 4%.」
The Group continues to pursue the four themes and the medium-term targets of ¥200 billion in net sales and a 4% operating margin for fiscal 2018. - FY2017RestatedAnnual report
「Under a new group philosophy and group vision, the Group is pursuing the medium-term management plan “Challenge the Next Stage,” which runs through fiscal 2018, and is working on four themes: “challenging growth in existing businesses,” “strengthening product capabilities,” “expanding overseas,” and “establishing new business foundations.”」
The Group continues to pursue the medium-term management plan through fiscal 2018, with the four challenges as its pillars. - FY2017-Q3RestatedAnnual report
「Amid these circumstances, under a new group philosophy and group vision, the Group is pursuing the medium-term management plan “Challenge the Next Stage,” which runs through fiscal 2018, with the aim of achieving sustainable growth over the long term and further enhancing corporate value. Fiscal 2016, the midpoint of the plan, was positioned as the most important year for achieving the medium-term management targets, and the Group actively pursued initiatives to create corporate value for the next generation.」
The Group continues to identify fiscal 2018 as the final year of the medium-term management plan and fiscal 2016 as its most important year. - FY2017-Q2RestatedAnnual report
「Amid these circumstances, under a new group philosophy and group vision, the Group is pursuing the medium-term management plan “Challenge the Next Stage,” which runs through fiscal 2018, with the aim of achieving sustainable growth over the long term and further enhancing corporate value. Fiscal 2016, the midpoint of the plan, was positioned as the most important year for achieving the medium-term management targets, and the Group actively pursued initiatives to create corporate value for the next generation.」
The plan runs through fiscal 2018, with fiscal 2016, its midpoint, positioned as the most important year for achieving the plan’s targets. - FY2017-Q1First statedAnnual report
「Under a new group philosophy and group vision, the Group is pursuing the medium-term management plan “Challenge the Next Stage,” which runs through fiscal 2018. The plan focuses on four themes: “challenging growth in existing businesses,” “strengthening product capabilities,” “expanding overseas,” and “establishing new business foundations.” By fiscal 2018, the Group aims to increase net sales to ¥200 billion and raise the operating margin to 4%.」
The four challenges are identified as the pillars of the medium-term management plan, with explicit targets of ¥200 billion in net sales and a 4% operating margin for fiscal 2018.