Shift from a store-dependent to a head-office-led earnings structure
First written in FY2017. 7 of 12 entries say "Advanced", first in FY2018-Q3. Latest entry: FY2022.
The whole theme swung hardest in 2020: 3 of 15 companies on the "Worse" side.
14 other companies' latest entry also says "Advanced".
- FY2022AdvancedAnnual report
「Although the number of customer visits declined due to the spread of COVID-19, the company secured higher revenue as the average selling price rose following an expanded product lineup focused on higher price ranges. Although the number of stores at the end of the period decreased by 3 from the previous fiscal year-end, domestic same-store sales increased 5.9% year on year as the company focused on improving productivity per store, including through the closure of unprofitable stores and relocations and refurbishments.」
Assuming declines in the number of stores and customer visits, the company shifted its focus to higher-priced products, store closures, relocations and refurbishments, and higher productivity per store, achieving a 5.9% increase in domestic same-store sales. - FY2022-Q2AdvancedAnnual report
「Since the state of emergency was declared in April 2020, business structure reforms aimed at moving away from a high-fixed-cost business model have strengthened the earnings base and advanced a shift toward growth areas. Even during the sales decline caused by the COVID-19 pandemic, the Company maintained profit levels broadly in line with plan while continuing growth investment centered on digital transformation.」
In transitioning from an earnings structure dependent on stores and burdened by high fixed costs, the company continued shifting toward growth areas centered on DX while maintaining profit levels even as sales declined. - FY2021AdvancedAnnual report
「The company established ROA (return on assets) and free cash flow as key performance indicators and focused on generating stable profits for the next round of growth investments.」
As part of the transition to an earnings structure focused on profit and ROA, the company established ROA and free cash flow as key performance indicators and advanced efforts to generate stable profits. - FY2021-Q3RestatedAnnual report
「In addition, to improve ROA (return on assets), the company optimized SCM (supply chain management), which improved procurement and inventory efficiency and significantly improved free cash flow.」
The company continues to optimize SCM, improve procurement and inventory efficiency, and improve free cash flow as it transitions to an earnings structure that prioritizes profit and ROA over sales scale. - FY2021-Q1AdvancedAnnual report
「In addition, to improve ROA (return on assets), the company optimized SCM (supply chain management), which improved procurement and inventory efficiency and significantly improved free cash flow.」
The company advanced SCM optimization, procurement and inventory efficiency, and free cash flow improvement as part of its policy of shifting from a focus on sales scale to a focus on profit and ROA. - FY2020ReframedAnnual report
「The company adopted “from a sales-focused to a profit-focused approach” as its management policy for the next fiscal year and will pursue its business with the aim of improving ROA (return on assets) and establishing a virtuous cycle of generating profits and investing in growth.」
The company reorganized its previous direction of transitioning from a store-dependent to a headquarters-led structure into an earnings structure that prioritizes profit and ROA over sales scale and channels profits into growth investments. - FY2019RestatedAnnual report
「The company will accelerate efforts to rebuild chain operations capable of supporting new channels and domains, including franchise and wholesale businesses, while strengthening headquarters management functions to upgrade existing domains and revitalize IT-led management.」
The company continues to rebuild chain operations, including headquarters management, IT-led management, and franchise and wholesale businesses, with the aim of establishing a headquarters-led earnings structure. - FY2019-Q3AdvancedAnnual report
「To strengthen headquarters functions, the company promoted personnel exchanges and transfers between headquarters employees and sales staff, sought to reduce headquarters costs, and promoted stronger internal controls and operational standardization from an overall optimization perspective.」
To transition from a store-dependent to a headquarters-led structure, the company advanced personnel exchanges and transfers between headquarters and sales operations, cost reductions, internal controls and standardization of operations. - FY2019-Q1AdvancedAnnual report
「To strengthen headquarters functions, the company promoted personnel exchanges and transfers between headquarters employees and sales staff, reducing headquarters costs. It also worked to develop headquarters personnel with an understanding of frontline operations and promote operational standardization from an overall optimization perspective.」
To transition from a store-dependent to a headquarters-led earnings structure, the company defined specific measures, including personnel exchanges and transfers between headquarters and sales operations, cost reductions and standardization of operations. - FY2018RestatedAnnual report
「The company separated the holding company responsible for group strategy from the operating companies responsible for executing that strategy, determining that this was necessary to promote optimal group-wide allocation of management resources by the holding company and agile business operations through rapid decision-making by the operating companies, and transitioned to a holding company structure.」
The company continues to transition its earnings structure by separating the holding company and operating companies, with headquarters responsible for resource allocation and the operating companies making rapid decisions. - FY2018-Q3AdvancedAnnual report
「As the importance of Japan brands has increased further amid the need to deliver greater added value, address increasingly individualized consumption and secure corporate competitiveness, the company transitioned to a holding company structure by separating the holding company responsible for group strategy from the operating companies responsible for executing that strategy. It determined that this was necessary to strengthen its brands and headquarters functions, which were key initiatives under the 3 basic policies of its medium-term 5-year plan, and to promote optimal group-wide allocation of management resources by the holding company and agile business operations through rapid decision-making by the operating companies.」
The company transitioned to a structure separating the holding company and operating companies, with headquarters-led resource allocation and rapid decision-making by the operating companies. - FY2017First statedAnnual report
「In addition to fully launching the new core operating system, the company is accelerating efforts to build chain operations capable of supporting its existing domains and new domains, including its wholesale business as a jewelry manufacturer, ICT-based services and licensing, with the aim of transitioning from a store-dependent earnings structure to a headquarters-led one.」
The company identified the transition of its earnings structure through the new core operating system, new domains and the development of chain operations as a new objective.