Establishing a Distinctive Position That Customers Choose Through the Medium-Term Plan “Next3”
First written in FY2017. 11 of 19 entries say "Restated". Latest entry: FY2027-H1.
No other company in this theme has enough history to compare yet.
- FY2027-H1RestatedAnnual report
「Against this backdrop, the Group formulated a new medium-term management plan focused on achieving sustainable growth as a consolidated subsidiary of the AEON Group, staying close to customers’ lives, improving customer satisfaction, meeting the expectations of stakeholders and becoming the Can★Do customers choose. The plan is built around “fundamental structural reform” and “execution of growth strategies.” Based on this plan, the Group will pursue 3 growth strategies: “expanding sales channels,” “differentiating products and brands,” and “enhancing corporate value.”」
During the current interim period, the company continued to pursue the policies and 3 growth strategies of the new medium-term management plan, which transitioned from the “CanDo×AEON Five-Year Plan.” - FY2026ReframedAnnual report
「To achieve sustainable growth as a consolidated subsidiary of the AEON Group, we formulated a new medium-term plan based on the policies of “Fundamental structural reform” and “Implementing a growth strategy.”」
The planning framework changed from the “CanDo×AEON Five-Year Plan” to a new medium-term plan centered on “Fundamental structural reform” and “Implementing a growth strategy.” - 2026-04-09ReframedEarnings presentation
「For the fiscal year ending February 2027, the company plans higher sales and higher profit as the first year of the new medium-term plan.」
The description shifted from continuing the previous plan to presenting higher sales and higher profit for the next fiscal year as the first year of the new medium-term plan. - FY2023RestatedAnnual report
「As of 5 January 2022, the Group became a consolidated subsidiary of AEON Co., Ltd. To achieve further growth, we will work to enhance corporate value by pursuing “Maximizing customer satisfaction” toward achieving the medium- to long-term management plan “CanDo×AEON Five-Year Plan.”」
The company continues to pursue the “CanDo×AEON Five-Year Plan,” which changed from the previous Next3 plan, and the medium- to long-term plan centered on maximizing customer satisfaction. - FY2021ReframedAnnual report
「As of 5 January 2022, the Group became a consolidated subsidiary of the AEON Group. To achieve further growth, we formulated the medium- to long-term management plan “CanDo×AEON Five-Year Plan” and will work to enhance corporate value by pursuing “Maximizing customer satisfaction.”」
The planning framework changed from the previous plan centered on the 3-year plan “Next3” beginning with the fiscal year ending November 2021 to the medium- to long-term management plan “CanDo×AEON Five-Year Plan,” premised on becoming a consolidated subsidiary of the AEON Group. - FY2021-Q3RestatedAnnual report
「Against this backdrop, the Group is pursuing the medium-term plan “Next3” established for the 3 years beginning with the fiscal year ending November 2021 in order to achieve further growth. During the nine-month period ended 31 August 2022, we pursued customer satisfaction, continued to refine our products and stores from the customer’s perspective, and worked to provide a reliable product assortment and comfortable, convenient shopping spaces.」
The company continues the 3-year plan Next3 beginning with the fiscal year ending November 2021, while improving products and stores, its product assortment and shopping spaces with customer satisfaction as its central focus. - FY2021-Q1RestatedAnnual report
「Against this backdrop, the Group is pursuing the medium-term plan “Next3” established for the 3 years beginning with the fiscal year ending November 2021 in order to achieve further growth. In the fiscal year under review, we pursued customer satisfaction, continued to refine our products and stores from the customer’s perspective, and worked to provide a reliable product assortment and comfortable, convenient shopping spaces.」
The company continues the new 3-year plan Next3 beginning with the fiscal year ending November 2021, while improving products and stores and enhancing its product assortment and shopping spaces with customer satisfaction as its central focus. - FY2020ReframedAnnual report
「To achieve further growth, the Group will continue to pursue the medium-term plan “Next3.” Over the 3 years through the fiscal year ending November 2023, we will pursue customer satisfaction. We will also continue to refine our products and stores from the customer’s perspective, providing a reliable product assortment and comfortable, convenient shopping spaces.」
The company shifted from the description of the final year of Next3, which began with the fiscal year ending November 2018, to a new 3-year plan through the fiscal year ending November 2023, re-establishing its plan around the pursuit of customer satisfaction. - FY2020-Q3AdvancedAnnual report
「Against this backdrop, the Group is pursuing the medium-term plan “Next3” established for the 3 years beginning with the fiscal year ending November 2018. In the fiscal year under review, the final year of the plan, we pursued a differentiation strategy to “Establish a distinctive identity that customers choose,” which had been designated as a company-wide policy, and established “Implementing structural reforms to respond to change” as our business policy for the fiscal year. While opening more profitable stores, we worked to establish an operating structure capable of generating earnings even in a challenging environment, including by beginning sales of products in price ranges other than ¥100 in addition to ¥100 products, to create stores capable of meeting increasingly diverse customer needs.」
Under the structural reform policy for the final year of Next3, the company reported concrete progress in beginning sales of products in price ranges other than ¥100. - FY2020-Q2RestatedAnnual report
「Against this backdrop, the Group is pursuing the medium-term plan “Next3” established for the 3 years beginning with the fiscal year ending November 2018. In the fiscal year under review, the final year of the plan, we pursued a differentiation strategy to “Establish a distinctive identity that customers choose,” which had been designated as a company-wide policy, and established “Implementing structural reforms to respond to change” as our business policy for the fiscal year. While opening more profitable stores, we prepared to begin selling products in price ranges other than ¥100, in addition to ¥100 products, to create stores capable of meeting increasingly diverse customer needs, and worked to establish an operating structure capable of generating earnings even in a challenging environment.」
As policies for the final year of the medium-term plan “Next3,” the company continues to pursue “Establishing a distinctive identity that customers choose” and “Implementing structural reforms to respond to change.” - FY2020-Q1RestatedAnnual report
「Against this backdrop, the Group is pursuing the medium-term plan “Next3” established for the 3 years beginning with the fiscal year ending November 2018. In the fiscal year under review, the final year of the plan, we pursued a differentiation strategy to “Establish a distinctive identity that customers choose,” which had been designated as a company-wide policy, and established “Implementing structural reforms to respond to change” as our business policy for the fiscal year. While opening more profitable stores, we prepared to begin selling products in price ranges other than ¥100, in addition to ¥100 products, to create stores capable of meeting increasingly diverse customer needs, and worked to establish an operating structure capable of generating earnings even in a challenging environment.」
In the final year of the medium-term plan Next3, the company continued to pursue “Establishing a distinctive identity that customers choose” and prepared to open more profitable stores and expand its product price ranges under the annual policy of “Implementing structural reforms to respond to change.” - FY2019ReframedAnnual report
「In the fiscal year ending November 2020, the third year of the medium-term plan “Next3,” we established “Implementing structural reforms to respond to change” as our annual business policy in order to achieve further growth and maximize the use of management resources, and will undertake structural reforms by mobilizing all available resources.」
While continuing Next3 and “Establishing a distinctive identity that customers choose,” the company set “Implementing structural reforms to respond to change” as its annual business policy for the fiscal year ending November 2020, the third year of the plan. - FY2019-Q3RestatedAnnual report
「Against this backdrop, the Group is pursuing the medium-term plan “Next3” established for the 3 years beginning with the fiscal year ending November 2018. In the second year of the plan, the fiscal year under review, we pursued a differentiation strategy to “Establish a distinctive identity that customers choose,” which had been designated as a company-wide policy since the previous fiscal year. We also established “Accelerating store openings and pursuing further productivity gains” as our business policy for the fiscal year and worked to implement plans across store openings, products and sales and to transform our corporate culture.」
The company continues to pursue the medium-term plan Next3, “Establishing a distinctive identity that customers choose” and “Accelerating store openings and pursuing further productivity gains,” while implementing the plans and transforming its corporate culture. - FY2019-Q2RestatedAnnual report
「Against this backdrop, the Group is pursuing the medium-term plan “Next3” established for the 3 years beginning with the fiscal year ending November 2018. In the second year of the plan, the fiscal year under review, we pursued a differentiation strategy to “Establish a distinctive identity that customers choose,” which had been designated as a company-wide policy since the previous fiscal year. We also established “Accelerating store openings and pursuing further productivity gains” as our business policy for the fiscal year and worked to implement plans across store openings, products and sales and to transform our corporate culture.」
The company continues to pursue the medium-term plan “Next3,” “Establishing a distinctive identity that customers choose” and the second-year business policy, “Accelerating store openings and pursuing further productivity gains.” - FY2019-Q1ReframedAnnual report
「Against this backdrop, the Group is pursuing the medium-term plan “Next3” established for the 3 years beginning with the fiscal year ending November 2018. In the second year of the plan, the fiscal year under review, we pursued a differentiation strategy to “Establish a distinctive identity that customers choose,” which had been designated as a company-wide policy since the previous fiscal year. We also established “Accelerating store openings and pursuing further productivity gains” as our business policy for the fiscal year and worked to implement plans across store openings, products and sales and to transform our corporate culture.」
The medium-term plan “Next3” and “Establishing a distinctive identity that customers choose” continued, while “Accelerating store openings and pursuing further productivity gains” was newly emphasized as the business policy for the second year. - FY2018-Q3RestatedAnnual report
「Against this backdrop, the Group is pursuing the newly established medium-term plan “Next3” for the 3 years beginning with the fiscal year ending November 2018. During the nine-month period ended 31 August 2019, we adopted “Establishing a distinctive identity that customers choose” as a company-wide policy in order to pursue initiatives to differentiate ourselves from competitors more than ever, and worked to implement plans across store development, products and sales and to transform our corporate culture.」
The company continues to pursue the medium-term plan Next3 and “Establishing a distinctive identity that customers choose” as company-wide policies, while implementing plans for store development, products and sales and transforming its corporate culture. - FY2018-Q2RestatedAnnual report
「The Group is pursuing the newly established Next3 medium-term plan for the 3 years beginning with the fiscal year ending November 2018. During the second quarter of the fiscal year under review, we set establishing a distinctive identity that customers choose as our company-wide policy in order to pursue initiatives to differentiate ourselves from competitors more than ever, and worked to execute plans spanning store development, products and sales, as well as transform our corporate culture.」
The company continues to pursue the medium-term plan “Next3” and “Establishing a distinctive identity that customers choose” as its company-wide policies, while implementing plans for store development, products and sales and transforming its corporate culture. - FY2018-Q1RestatedAnnual report
「The Group has been pursuing the newly established Next3 medium-term plan for the 3 years beginning with the fiscal year ending November 2018. During the first quarter of the fiscal year under review, we set establishing a distinctive identity that customers choose as our annual business policy in order to pursue initiatives to differentiate ourselves from competitors more than ever, and worked to execute plans spanning store development, products and sales, as well as transform our corporate culture.」
The period covered by Next3 and the initiative centered on establishing a distinctive identity that customers choose as the annual business policy were reaffirmed. Execution of plans covering store development, products and sales, and transformation of the corporate culture were explicitly identified as areas of implementation. - FY2017First statedAnnual report
「To realize the newly formulated Next3 medium-term plan covering the 3 years from December 2017, we will pursue greater originality and work under the key theme of establishing a distinctive identity that customers choose.」
A new medium-term plan, Next3, covering the 3 years from December 2017, was formulated, with pursuing originality and establishing a distinctive identity that customers choose set out as new key themes.