Improving Profitability by Strengthening Existing Stores and Opening and Closing Stores

「Against this backdrop, in addition to opening 3 new stores during the interim consolidated accounting period, the Group included its previously non-consolidated subsidiary 株式会社うおや as a consolidated subsidiary from the interim consolidated accounting period, following its acquisition, effective 1 August 2026, of the store business comprising the 2 stores "FOOD & TIME ISETAN YOKOHAMA store" and "Kobe Hankyu store" operated by 株式会社魚きん, as well as the commercial wholesale business. The Group has been working to stabilize its earnings base and further enhance corporate value.」

「Against this backdrop, as the final year of Uoki Vision 2025 set out in the medium-term management plan (fiscal 2023–fiscal 2025), the Group worked to achieve the plan's targets by strengthening existing stores and expanding sales channels for its EC and wholesale businesses, while further improving back-office efficiency to expand earnings.」

「Against this backdrop, as the final year of Uoki Vision 2025 under the medium-term management plan, the Group worked to achieve the plan's targets through various measures, while improving profit margins by strengthening existing stores and expanding earnings through further efficiency improvements in the back office.」

「Against this backdrop, based on Uoki Vision 2025 set out in the medium-term management plan (fiscal 2023–fiscal 2025), the Group opened 4 new stores through the cultivation of new developers (3 fresh fish business stores and 1 food-service store), while strengthening and revitalizing existing stores and working to expand sales.」

「Against this backdrop, to achieve Uoki Vision 2025 under the medium-term management plan, the Group worked to expand sales by strengthening and revitalizing existing stores, including opening 2 new fresh fish business stores by cultivating new developers.」

「Against this backdrop, to achieve Uoki Vision 2025 under the medium-term management plan, the Group continued to strengthen and revitalize existing stores, including opening 1 fresh fish business store by cultivating a new developer, and worked to expand sales.」

「For the 40th fiscal year (fiscal year ending February 2025), we will address the following 5 priority issues. ① Strengthening existing stores and expanding earnings」

「Against this backdrop, based on Uoki Vision 2025 set out in the medium-term management plan (fiscal 2023–fiscal 2025), the Group actively cultivated new developers, continued to strengthen and revitalize existing stores to increase sales, and worked to achieve its vision targets, including implementing a new evaluation system aimed at developing diverse talent capable of demonstrating creativity and delivering results.」

「Against this backdrop, based on the 5 vision targets set out in the medium-term management plan (fiscal 2023–fiscal 2025), the Group is working to strengthen and revitalize existing stores and achieve its store-opening plan by deepening cooperation with existing developers and cultivating new developers.」

「For the 38th fiscal year (fiscal year ending February 2023), we will address the following 5 priority issues. ① Strengthening existing stores and expanding earnings」

「Although we opened 4 new stores, sales declined as a result of closing 5 unprofitable stores and other locations, among other factors, and net sales were ¥9,741 million, down 6.3% year on year.」

「As a result, we promoted locally rooted store operations, strengthened existing stores by reviewing sales floors, opened new stores at profitable sites (1 fresh fish store and 1 food-service store), and closed unprofitable stores and other locations (5 fresh fish stores and 1 food-service store).」

「Against this backdrop, to improve profitability, we strengthened existing stores by introducing new merchandising initiatives, including product development, and improving sales floors, while opening new stores at profitable sites (1 fresh fish store and 1 food-service store) and closing unprofitable stores (4 fresh fish stores and 1 food-service store).」

「Against this backdrop, as in the previous fiscal year, the Group strengthened existing stores, particularly large-format stores, as a priority, opened a new store at a profitable site (1 fresh fish store), and closed unprofitable stores and other locations (3 fresh fish stores).」

「Against this backdrop, as in the previous fiscal year, the Group strengthened existing stores, particularly large-format stores, as a priority, opened a new store at a profitable site (1 fresh fish store), and closed unprofitable stores and other locations (2 fresh fish stores).」

「Against this challenging business environment, to improve profitability, we strengthened existing stores by introducing new merchandising initiatives, including product development, and improving sales floors, while opening new stores at profitable sites (3 fresh fish stores) and closing unprofitable stores and other locations (5 fresh fish stores).」

「Against this backdrop, to improve profitability, we strengthened existing stores by introducing new merchandising initiatives, including product development, and improving sales floors, while opening new stores at profitable sites (3 fresh fish stores) and closing unprofitable stores (2 fresh fish stores).」

「Against this backdrop, to improve profitability, we strengthened existing stores by introducing new merchandising initiatives, including product development, and improving sales floors, while opening new stores at profitable sites (3 fresh fish stores) and closing unprofitable stores and other locations (2 fresh fish stores).」

「Against this backdrop, to improve profitability, we strengthened existing stores by introducing new merchandising initiatives, including product development, and improving sales floors, while opening new stores at profitable sites (3 fresh fish stores) and closing unprofitable stores and other locations (2 fresh fish stores).」

「Against this backdrop, to improve profitability, we strengthened existing stores by introducing new merchandising initiatives, including product development, and improving sales floors, while opening new stores at profitable sites (2 fresh fish stores) and closing unprofitable stores (4 fresh fish stores).」

「Against this backdrop, to improve profitability, we strengthened existing stores by introducing new merchandising initiatives, including product development, and improving sales floors, while opening a new store at a profitable site (1 fresh fish store) and closing an unprofitable store (1 fresh fish store).」

「Against this backdrop, to improve profitability, we strengthened existing stores by introducing new merchandising initiatives, including product development, and improving sales floors, and closed an unprofitable store (1 fresh fish store).」

「Against this backdrop, to improve profitability, we made revitalizing existing stores our top priority by developing high-value-added products that meet customer needs and creating attractive sales floors through improvements in freshness and the sense of live merchandising. We also opened new stores at profitable sites (5 fresh fish stores) and closed unprofitable stores and other locations (3 fresh fish stores and 1 food-service store). The basic policy for the fiscal year ending February 2018 is as follows.」

「Against this backdrop, to improve profitability, we made strengthening existing stores our top priority by developing high-value-added products that meet customer needs, introducing merchandising centered on these new products, and creating attractive sales floors that are easy for customers to browse and shop. We also opened new stores at profitable sites (5 fresh fish stores), closed unprofitable stores and other locations (1 fresh fish store and 1 food-service store), and carried out a major renovation of a supermarket operated by a subsidiary.」

「To increase earnings, the Group made strengthening existing stores its top priority by introducing new merchandising initiatives, including product development, and improving sales floors. It also opened new stores at profitable sites (3 fresh fish stores) and closed unprofitable stores (1 food-service store).」

「To improve profitability, we strengthened existing stores by introducing new merchandising initiatives, including product development, and improving sales floors, while opening profitable new stores (3 fresh fish stores) and closing unprofitable stores (1 food-service store).」