Productivity Improvement in the First Year of the Medium-Term Plan “Next3”
First written in FY2017. 8 of 15 entries say "Restated". Latest entry: FY2027-H1.
Can Do moved to the "Worse" side of this theme in 2021, 1 year before the typical company in this theme (2022).
The whole theme swung hardest in 2022: 7 of 34 companies on the "Worse" side.
2 other companies' latest entry also says "Reframed".
- FY2027-H1ReframedAnnual report
「During the current fiscal year, toward “fundamental structural reform,” the company will work to further improve productivity and strengthen its corporate structure, establishing a solid foundation for achieving the medium-term management plan.」
Productivity improvement has been positioned not merely as the efficiency enhancement of stores and head office, but as the foundation for fundamental structural reform and corporate-structure improvement under the new medium-term management plan. - FY2026ReframedAnnual report
「The company will also advance digitalization of business processes and work-style reform and build an efficient supply chain to achieve further productivity improvements.」
The description of productivity improvement expanded from the previous focus on store standardization, headquarters-led operations and self-checkout to productivity initiatives under the new medium-term plan, including digitalization, work-style reform and supply-chain development. - FY2024-Q2ReframedAnnual report
「Under these circumstances, our group continued to pursue the maximisation of customer satisfaction through collaboration with the AEON Group. As our company-wide policy for the current fiscal year, we adopted “Securing Profit through Growth and Improved Productivity” and focused on “Expanding Sales Channels,” “Differentiating Products and Brands,” and “Enhancing Corporate Value.”」
The company positions productivity improvement not as a standalone improvement policy but as a company-wide policy for the current fiscal year integrated with growth and securing profits. - FY2023-Q3ReframedAnnual report
「Going forward, we will seek to achieve both growth and profit generation by promoting the opening of highly profitable stores, pursuing products supported by customers, and improving productivity through the introduction of head-office-led operations.」
The means of improving productivity were reorganized from a broad description including reductions in per-store investment costs for new openings and operational efficiency improvements to one combining the introduction of headquarters-led operations with the opening of highly profitable stores. - FY2023RestatedAnnual report
「By leveraging the AEON Group’s assets, we will promote productivity improvements aimed at increasing sales and securing profits, the sources of growth, as well as system renewal, DX and logistics reform through IT and digitalization.」
The company continues to link its previous focus on productivity improvements through store and headquarters efficiency to the use of AEON Group assets, DX, system renewal and logistics reform. - FY2020ReframedAnnual report
「We will further improve the efficiency of operations at stores and headquarters and strengthen our earnings base. By steadily implementing these measures, we will seek to enhance corporate value by achieving “Improving brand strength,” “Improving earnings power” and “Creating a rewarding work environment” in order to raise productivity.」
The scope of productivity improvement expanded from the first year of Next3, which focused on reducing per-store costs, to the new plan’s productivity initiatives covering efficiency at stores and headquarters, the earnings base, brand strength, earnings power and the work environment. - FY2020-Q3RestatedAnnual report
「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.」
The company continues to open stores with a focus on profitability and to develop stores capable of meeting increasingly diverse customer needs. - FY2020-Q1RestatedAnnual report
「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.」
The company continues to open stores with a focus on productivity and profitability and to develop stores capable of meeting increasingly diverse customer needs. - FY2019-Q3RestatedAnnual report
「Amid rising rental costs, we continued working to reduce per-store investment costs for new openings through improvements to store design and construction and, together with closing unprofitable stores, sought to improve productivity.」
Amid rising rental costs, the company continues to improve productivity through improvements to store design and construction, reductions in per-store investment costs for new openings and the closure of unprofitable stores. - FY2019-Q2RestatedAnnual report
「Amid rising rental costs, we continued working to reduce per-store investment costs for new openings through improvements to store design and construction and, together with closing unprofitable stores, sought to improve productivity.」
Amid rising rental costs, the company continues to improve productivity through improvements to store design and construction, reductions in per-store investment costs for new openings and the closure of unprofitable stores. - FY2019-Q1RaisedAnnual report
「We 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. Under the store development strategy, in line with this business policy, we sought to open stores by proposing the optimal transaction structure for each individual project, differentiating and carefully evaluating each opportunity. We also continued working to reduce per-store investment costs for new openings through improvements to store design and construction, thereby seeking to improve productivity.」
The wording was strengthened from “improving productivity” to “pursuing further productivity gains,” positioning it, together with accelerated store openings, as the business policy for the fiscal year. - FY2018-Q3RestatedAnnual report
「We also continued working to reduce per-store investment costs for new openings through improvements to store design and construction, thereby seeking to improve productivity.」
The company continues to reduce per-store investment costs for new openings through improvements to store design and construction and to improve productivity. - FY2018-Q2RestatedAnnual report
「We also worked to improve productivity by reducing per-store investment costs for new openings through the standardization and improvement of store design and construction.」
The company continues to reduce per-store investment costs for new openings and improve productivity through the standardization and improvement of store design and construction. - FY2018-Q1RestatedAnnual report
「Under the store development strategy, we worked to improve productivity by reducing per-store investment costs through improvements to store design and construction.」
To improve productivity in the first year of Next3, the company continued to reduce per-store investment costs for new openings through improvements to store design and construction. - FY2017First statedAnnual report
「In the fiscal year ending November 2018, the first year of the medium-term plan “Next3,” we established “Improving productivity” as our business policy and worked to maximize the use of management resources.」
The company explicitly stated improving productivity as its business policy for the fiscal year ending November 2018, the first year of Next3.