Dependence on Major Customers’ Store-Opening Policies and Business Integrations
First written in FY2016. 11 of 21 entries say "Restated". Latest entry: 2026-05-29.
Kanemi moved to the "Worse" side of this theme in 2017, 6 years before the typical company in this theme (2023).
The whole theme swung hardest in 2026: 39 of 122 companies on the "Worse" side.
41 other companies' latest entry also says "Restated".
- 2026-05-29RestatedGovernance
「PPIH owns 40.3% of the Company’s voting rights, and the Company is a subsidiary of PPIH.」
The Company confirmed PPIH’s ownership of voting rights and its status as a subsidiary, and disclosed that sales to PPIH Group companies accounted for 52.3% of sales, together with store openings and sales relationships involving general merchandise stores and other formats. - FY2026RestatedAnnual report
「In the tenant business, the principal general merchandise supermarkets opening stores are Uny Co., Ltd., UD Retail Co., Ltd., Don Quijote Co., Ltd. and Nagasakiya Co., Ltd., and the Company establishes new tenant stores in line with their store-opening policies.」
The Company continues to identify as risks its practice of developing stores in line with the store-opening policies of PPIH subsidiaries Uny, UD Retail, Don Quijote and Nagasakiya, and its dependence on FamilyMart's store-opening policy. - FY2025RestatedAnnual report
「In the external sales business, the principal franchisor of the convenience store franchise outlets to which the Company delivers products is FamilyMart Co., Ltd. The Company builds new plants in line with its store-opening policy and delivers boxed meals, rice balls and other products. Accordingly, the Company may be affected by its store-opening policy and developments in the convenience store industry to which it belongs.」
The Company continues to identify as a risk its business structure, which depends on the store-opening policies and industry trends of the PPIH Group companies and FamilyMart. - FY2024RestatedAnnual report
「Accordingly, the Company intends to continue monitoring store openings and taking other measures for openings and deliveries outside its major business partners, while responding flexibly as circumstances require.」
While recognizing its dependence on the store-opening policies of major business partners, including the PPIH Group and FamilyMart, the Company continues to respond by opening stores and making deliveries outside its major business partners and by monitoring those activities. - FY2023RestatedAnnual report
「In the tenant business, the principal general merchandise supermarkets opening stores are Uny Co., Ltd. and UD Retail Co., Ltd., and the Company establishes new tenant stores in line with their store-opening policies. Accordingly, the Company may be affected by their store-opening policies and developments in the distribution industry to which they belong.」
The Company continues to identify as a risk its business model, which involves developing stores in line with the store-opening policies of major business partners in the PPIH Group, and its dependence on trends in the distribution industry. - FY2022MitigatedAnnual report
「Accordingly, the Company intends to continue monitoring store openings and taking other measures for openings and deliveries outside its major business partners, while responding flexibly as circumstances require.」
The Company has indicated a policy of seeking to reduce its dependence on major business partners through store openings and deliveries to other customers, together with monitoring, while continuing to operate on the premise of relying on its major business partners. - FY2022-Q3MitigatedAnnual report
「In the external sales business, recovery progressed despite not yet returning to pre-COVID-19 levels, supported by increased-volume sales and premium rice-ball promotions for FamilyMart’s 40th-anniversary campaign, as well as the rollout of its new private brand, Famimaru. Convenience stores operated by railway companies also gradually recovered as the number of railway users increased with the rise in passenger traffic following the lifting of the state of emergency.」
Deliveries to major business partners, including railway-affiliated convenience stores, have been recovering, driven by promotional initiatives for major business partners, the rollout of new private brands, and the recovery in foot traffic following the lifting of the state of emergency. However, they have not yet returned to pre-pandemic levels. - FY2022-Q2RestatedAnnual report
「In the external sales business, sluggish customer traffic at convenience stores located near offices and railway stations continued to have an impact. However, the strong performance of various initiatives commemorating a major business partner’s 40th anniversary contributed to increased delivery volumes.」
While sluggish customer traffic at the major business partner’s office-area and station-area stores continued, it states that the major business partner’s promotional initiatives contributed to increased delivery volumes. - FY2021-Q3RestatedAnnual report
「In the external sales business, the renewal of hand-rolled rice balls at FamilyMart stores, our main delivery customer, and the rollout of the premium rice ball series Gochimusubi, which emphasizes the seasoning and taste of its fillings, had a certain positive effect on delivery volumes. However, the pace of recovery remained slow and did not lift the performance of the external sales business as a whole.」
The recovery in delivery volumes to FamilyMart, the primary delivery destination, has been slow, and dependence on major delivery destinations and its impact on results continue. - FY2020MaterialisedAnnual report
「In the external sales business, we worked to increase delivery volumes by participating in various promotional campaigns at convenience stores and expanding delivery areas for dinner delivery services operated with consumer cooperatives. However, sales remained sluggish due to the decline in the number of FamilyMart stores, our main delivery customer, and the consolidation of logistics centers, among other factors.」
The decline in the number of stores supplied to major business partners and the impact of logistics-center consolidation and closure actually emerged as sluggish revenue growth in the external sales business in FY2020. - FY2020-Q3WorsenedAnnual report
「In the external sales business, sales remained sluggish due to the decline in the number of convenience store delivery locations and the consolidation of logistics centers, among other factors, although」
In addition to the decline in the number of stores supplied to major business partners, the impact of logistics-center consolidation and closure on the external sales business actually emerged as sluggish revenue growth. - FY2019RestatedAnnual report
「In the tenant business, the primary general merchandise supermarket opening stores is UNY Co., Ltd., and the Company opens new tenant stores in line with its store-opening policy. Accordingly, the Company’s results may be affected by UNY’s store-opening policy and developments in the distribution industry to which it belongs.」
It continues to identify the tenant store-opening structure, which follows UNY’s store-opening policy, and dependence on developments in the distribution industry as risks. It also notes that UNY became a wholly owned subsidiary of Don Quijote. - FY2019-Q4RestatedAnnual report
「In the external sales business, despite a decline in the number of delivery stores due to signage changes to FamilyMart and other factors, we began delivering bento boxes, sandwiches and other products from October to vending-machine-style unmanned convenience stores (ASD) operated by 株式会社ファミリーマート, working to increase delivery volume.」
Although the impact of the decline in the number of stores supplied following rebranding for FamilyMart continued, it describes efforts to serve new customers. - FY2019-Q3RestatedAnnual report
「In the external sales business, although the number of delivery stores declined because of measures such as changing store signage to FamilyMart, delivery volume remained solid as various promotional initiatives, including the “Rice Ball Campaign,” were implemented effectively.」
Although the impact of the decline in the number of stores supplied following rebranding by a major business partner continued, delivery volumes performed steadily due to promotional initiatives. - FY2018WorsenedAnnual report
「In addition to the need for further measures to restore results, temporary suspensions and closures exceeding expectations resulting from the rebranding of stores supplied caused sales at individual plants to continue falling short of expectations, and results did not recover substantially. As a result, revenue from the external sales business increased 6.2% year on year to ¥46,203 million, helped by sales from the Akita Plant, which the Company acquired on 15 December 2016. The business posted a segment loss of ¥2,878 million.」
Temporary suspensions, closures exceeding expectations, and below-target sales at individual plants following the rebranding of stores supplied continued, and the external sales business posted a segment loss of ¥2,878 million. The effects of the major business partner’s integration and store policies were also reflected in full-year results. - FY2018-Q4WorsenedAnnual report
「Closures and temporary suspensions resulting from the rebranding of stores supplied, as well as closures exceeding expectations, were also factors. Sales at individual plants continued to fall short of expectations, and results did not recover substantially. As a result, revenue from the external sales business increased 3.3% year on year to ¥34,454 million, while the business posted a segment loss of ¥2,503 million, compared with segment profit of ¥857 million in the same period of the previous year.」
The effects of temporary suspensions and closures following the rebranding of stores after the major business partner’s product integration, together with the decline in stores supplied, continued, and the external sales business posted a segment loss of ¥2,503 million. - FY2018-Q3RestatedAnnual report
「In the external sales business, the Company continued to focus on the urgent need to recover sales lost following the product integration between FamilyMart and Circle K Sunkus, implemented from January 2017, and to promptly improve declining production efficiency. As a result, revenue from the external sales business increased 1.9% year on year to ¥22,744 million. In terms of profit, the business posted a segment loss of ¥1,868 million, compared with segment profit of ¥858 million in the same period of the previous year.」
Although the Company continues to address the decline in sales and lower production efficiency following the product integration, the external sales business posted a segment loss of ¥1,868 million, indicating that the impact of the major business partner’s integration continues to affect results. - FY2017WorsenedAnnual report
「As a result of this product integration, the products manufactured at each plant and the stores supplied changed simultaneously. To prevent disruption during the product changeover, the number of products manufactured was temporarily reduced, and some plants supplied fewer stores. These factors caused a sharp decline in the value of deliveries to convenience stores.」
The integration of a major business partner’s brands and products resulted in changes to manufactured products and stores supplied, as well as a sharp decline in the value of deliveries. The external sales business posted a segment loss of ¥1,133 million. - FY2017-Q4MaterialisedAnnual report
「However, the substantial decline in the number of stores supplied, resulting from rebranding of Circle K Sunkus stores and other factors, had a significant impact, and revenue from the external sales business fell 1.8% year on year to ¥33,326 million.」
The decline in the number of stores supplied following the management integration of a major business partner and store rebranding actually occurred and became a factor behind the decline in revenue from the external sales business. - FY2017-Q3AdvancedAnnual report
「In addition, UNY Group Holdings Co., Ltd., which had been one of the Company’s affiliates (one other affiliated company), became the absorbed company in an absorption-type merger under a merger agreement with FamilyMart Co., Ltd. dated 1 September 2016. UNY-FamilyMart Holdings Co., Ltd., the surviving company in the merger, is now one of the Company’s affiliates (one other affiliated company).」
The management integration of the major affiliated companies was completed on 1 September 2016, and the affiliated company changed from UNY Group Holdings Co., Ltd. to UNY-FamilyMart Holdings Co., Ltd. - FY2016First statedAnnual report
「With a major business partner’s management integration ahead, the Company will make further improvements in every area, including establishing a production-control system and strengthening hygiene management, with further enhancement of quality as its top priority in order to differentiate itself from other companies.」
Sales to Uny and Circle K Sunkus accounted for 42.3% and 43.4%, respectively, of total sales. It discloses the risk of following the major business partners’ store-opening policies and management strategies.