Advancing the New Five-Year Medium-Term Plan
First written in FY2016-Q3. 28 of 40 entries say "Restated". Latest entry: 2026-10-13.
No other company in this theme has enough history to compare yet.
- FY2026-H1RestatedAnnual report
「The fiscal year ending August 2026 is positioned as an important first year for establishing a foundation for sustainable growth. As a unified Group, we are pursuing the following priority policies: “Improving organizational capabilities through strategic talent development,” “Deepening and implementing CRM by leveraging our strengths,” and “Advancing DX to support the community platform.”」
As the first year of the medium-term management plan “festaria 2030,” the previously announced transformation into a community company has continued under 3 priority policies. - 2026-04-13RestatedEarnings
「The Group has formulated the medium-term management plan “festaria 2030” to realize its corporate philosophy, “Bijou de Famille (Family Jewel),” whose mission is to deepen bonds between people through jewelry and deliver value passed down across generations. The plan looks ahead to transforming the Group from an “SPA company with the No. 1 spiritual value” into a “community company connecting emotions to the future.”」
The medium-term management plan “festaria 2030” and the policy of transforming the Group into a community company were reiterated, with the priorities for the first year continuing. - FY2025ReframedAnnual report
「To realize its corporate philosophy, we formulated the medium-term management plan “festaria 2030,” envisioning a transformation from a “No. 1 SPA company in spiritual value” into a “community company that connects aspirations to the future.” The coming period, as its first year, is positioned as an important year in which we will steadily implement initiatives to secure sustainable growth. We have established the following priority policies and will advance them steadily across the Group: “Improving organizational capabilities through strategic talent development,” “Deepening and implementing CRM by leveraging our strengths,” and “Advancing DX to support the community platform.”」
The previous policy of transforming into a community company has been formally organized as the medium-term management plan “festaria 2030,” with the first year’s priority policies specified in 3 areas. - FY2025-H1ReframedAnnual report
「Our Group is advancing its group strategy for sustainable growth with a view to transforming from a “No. 1 SPA company in spiritual value” into a “community company that connects aspirations to the future.” To achieve this, it has adopted “Evolving our strengths” and “Rebuilding the business model” as its medium-term basic policies, and is working to enhance corporate value by transforming its business model around its community brand, with the following 7 priority initiatives as its pillars: “Strengthening talent capabilities,” “Strengthening product capabilities,” “Enhancing CRM,” “Advancing the DX strategy,” “Establishing the affluent-customer business,” “Advancing the Re-Jewelry Project,” and “Strengthening efforts to capture inbound demand and advancing the overseas strategy.”」
While maintaining “Evolving our strengths” and “Rebuilding the business model,” the direction has been reorganized into 7 priority initiatives as a transformation from an SPA company centered on spiritual value into a community company. - FY2024RestatedAnnual report
「In light of these circumstances, our Group continues to adopt “Evolving our strengths” and “Rebuilding the business model” as its medium-term basic policies, and aims to establish a management platform capable of sustaining growth in any era or environment by leveraging its strengths to continuously create high-value-added products and services.」
“Evolving our strengths” and “Rebuilding the business model” have continued as the medium-term basic policies, with the aim of creating value and establishing a management platform capable of supporting sustainable growth. - FY2024-Q3RestatedAnnual report
「Against this backdrop, our Group continues to adopt “Evolving our strengths” and “Rebuilding the business model” as its medium-term basic policies, and aims to establish a management platform capable of sustaining growth by evolving its strengths based on the practice of human-capital management to continuously create high-value-added products and services.」
“Evolving our strengths” and “Rebuilding the business model” have continued as the medium-term basic policies, with the aim of creating value and establishing a management platform based on human-capital management. - FY2024-Q2RestatedAnnual report
「“Evolving our strengths” and “Rebuilding the business model” continue as the medium-term basic policies, and the Group aims to establish a management platform capable of sustaining growth by evolving its strengths to continuously create high-value-added products and services.」
“Evolving our strengths” and “Rebuilding the business model” have continued as the medium-term basic policies, with the aim of creating high-value-added products and services and establishing a management platform. - FY2024-Q1RestatedAnnual report
「Against this backdrop, our Group continues to adopt “Evolving our strengths” and “Rebuilding the business model” as its medium-term basic policies, and aims to establish a management platform capable of sustaining growth by evolving its strengths to continuously create high-value-added products and services.」
“Evolving our strengths” and “Rebuilding the business model” have continued as the medium-term basic policies, with the aim of creating high-value-added products and services and establishing a management platform. - FY2023RestatedAnnual report
「Our Group continues to adopt “Evolving our strengths” and “Rebuilding the business model” as its medium-term basic policies, and aims to establish a management platform capable of sustaining growth in any era or environment by leveraging its strengths to continuously create high-value-added products and services.」
“Evolving our strengths” and “Rebuilding the business model” have continued as the medium-term policies, with strengthening human resources, USP products, and the DX strategy positioned as priority initiatives. - FY2023-Q3RestatedAnnual report
「Against this backdrop, our Group aims to establish a management platform capable of sustaining growth in any era or environment by leveraging its strengths to continuously create high-value-added products and services. It has adopted “Evolving our strengths” and “Rebuilding the business model” as its medium-term policies, and, viewing its people and employees as its strengths and the source of value creation, is focusing on initiatives to strengthen its human resources while developing the foundation for DX to improve customer satisfaction and productivity.」
“Evolving our strengths” and “Rebuilding the business model” have been adopted as the medium-term policies, and the direction of strengthening human resources and developing the DX platform has been reaffirmed. - FY2023-Q2RestatedAnnual report
「Our Group has adopted “Rebuilding the business model” and “Evolving our strengths” as its medium-term policies, and is developing its business platform in anticipation of DX (digital transformation) investment in parallel with proactive investment in human capital to strengthen its human resources.」
“Rebuilding the business model” and “Evolving our strengths” are the medium-term policies, and the direction of advancing investment in human resources and DX in parallel has been reaffirmed. - FY2023-Q1RestatedAnnual report
「Against this backdrop, our Group has adopted “Rebuilding the business model” and “Evolving our strengths” as its medium-term policies, and is developing its business platform in anticipation of DX (digital transformation) investment in parallel with proactive investment in human capital to strengthen its human resources.」
“Rebuilding the business model” and “Evolving our strengths” have been reaffirmed as the medium-term policies, and the direction of advancing investment in human resources and DX in parallel has continued. - FY2022ReframedAnnual report
「In light of these circumstances, our Group continues to pursue “Rebuilding the business model” and “Evolving our strengths” as its medium-term policies. It aims to establish the next growth trajectory by advancing its DX (digital transformation) strategy in parallel with proactive investment in human capital to strengthen its human resources.」
The previous policies of business-structure reform and prioritizing profits have been reorganized as “Rebuilding the business model” and “Evolving our strengths,” forming a medium-term policy that advances investment in human resources and DX in parallel. - FY2022-Q3RestatedAnnual report
「Against this backdrop, our Group has adopted “Completing the business-structure reforms” as its management policy for the current period to build the next growth model, and is focusing on creating stable profits while advancing a shift toward higher price points through customer value creation and pursuing its DX (digital transformation) strategy.」
The direction of prioritizing stable profits, a shift toward higher price points, and the DX strategy has continued under the management policy of “Completing the business-structure reforms.” - FY2022-Q2RestatedAnnual report
「Against this backdrop, our Group has adopted “Completing the business-structure reforms” as its management policy for the current period to build the next growth model, and is developing its business platform with a focus on creating stable profits and anticipating DX (digital transformation) investment.」
“Completing the business-structure reforms” is the management policy for the current period, and the Group has continued to develop its platform with a focus on creating stable profits and anticipating DX investment. - FY2022-Q1RestatedAnnual report
「Against this backdrop, our Group has adopted “Completing the business-structure reforms” as its management policy for the current period to build the next growth model, and is developing its business platform with a focus on creating stable profits and anticipating DX (digital transformation) investment.」
“Completing the business-structure reforms” has been reaffirmed as the management policy for the current period, and the Group has continued to develop its platform with a focus on creating stable profits and anticipating DX investment. - FY2021ReframedAnnual report
「Amid changes in the business environment, our Group has adopted “Completing the business-structure reforms” as its management policy for the coming period, with a view to building the next growth model in the new-normal era, and is advancing its business while continuing to pursue a virtuous cycle of channeling profits into growth investment.」
While maintaining the previous direction of “From a sales-first to a profit-first approach” and a virtuous cycle toward growth investment, the management policy for the coming period has been explicitly defined as “Completing the business-structure reforms.” - FY2021-Q3RestatedAnnual report
「Against this backdrop, our Group is advancing its business under the slogan “Change → Make change,” with “From a sales-first to a profit-first approach” as its management policy, creating stable profits through earnings-structure reforms and preparing for digital strategy investment in anticipation of the post-COVID era.」
The policy of pursuing “From a sales-first to a profit-first approach,” creating stable profits through earnings-structure reforms, and preparing for digital strategy investment has continued. - FY2021-Q2AdvancedAnnual report
「Key initiatives included streamlining stores and head-office operations, strengthening product capabilities, reviewing the production system, improving operational efficiency through standardization, improving promotional efficiency, strengthening CRM, and rigorously implementing low-cost operations.」
Under the policy of “From a sales-first to a profit-first approach,” specific initiatives were implemented, including streamlining stores and head-office operations, reviewing the production system, standardizing operations, and strengthening CRM. - FY2021-Q1RestatedAnnual report
「Against this backdrop, our Group is advancing its business under the slogan “Change → Make change,” with “From a sales-first to a profit-first approach” as its management policy, creating stable profits through earnings-structure reforms and pursuing digital strategy investment in anticipation of the post-COVID era and the next phase of growth.」
The previous fiscal year’s management policy, emphasizing “From a sales-first to a profit-first approach,” earnings-structure reforms, and digital strategy investment, has continued. - FY2020ReframedAnnual report
「Against this backdrop, our Group is advancing its business under the slogan “Change → Make change,” with “From a sales-first to a profit-first approach” as its management policy for the coming period. It aims to improve ROA (return on assets) and establish a virtuous cycle of channeling profits into growth investment.」
The focus has shifted from the previous policies of the new five-year medium-term plan to “From a sales-first to a profit-first approach,” with the management policy reorganized around improving ROA and establishing a cycle that channels profits into growth investment. - FY2020-Q2RestatedAnnual report
「Against this backdrop, as we approach the company’s 100th anniversary in 2020, our Group has positioned the year as a milestone linking our progress to the next 100 years and is advancing initiatives to realize its corporate mission based on the basic policy of thoroughly reinforcing and evolving the strengths it has cultivated.」
With the company’s 100th anniversary as a milestone, the direction of making the most of and evolving its existing strengths as the basic policy has continued. - FY2020-Q1RestatedAnnual report
「As we approach the company’s 100th anniversary in 2020, we have positioned the year as a milestone linking our progress to the next 100 years, and are advancing initiatives to realize our corporate mission based on the basic policy of thoroughly reinforcing and evolving the strengths we have cultivated.」
A direction close to the previous “Restoring and evolving our strengths” has continued as “Thoroughly reinforcing and evolving our strengths” toward the company’s 100th anniversary. - FY2019ReframedAnnual report
「Based on the lessons learned, in the coming period all employees will engage with their mission under the basic strategy of “Restoring and evolving our strengths,” while integrating merchandising, sales, and promotion to communicate the value of “Wish upon a star” and reflect this in expanded business performance.」
The basic strategy for the coming period has been reorganized from earnings improvement centered on conventional structural reforms to “Restoring and evolving our strengths,” through communicating the value of core products and integrating merchandising, sales, and promotion. - FY2019-Q3RestatedAnnual report
「Under these circumstances, during the first nine months of the current fiscal year, our Group focused on strengthening head-office functions, strengthening its store strategy, and increasing efforts to capture bridal-related demand, with the aim of improving earnings through structural reforms.」
The Group has continued to improve earnings through structural reforms, with head-office functions, store strategy, and bridal demand as priority initiatives. - FY2019-Q2RestatedAnnual report
「Under these circumstances, during the first six months of the current fiscal year, our Group focused on strengthening head-office functions, strengthening its store strategy, and increasing efforts to capture bridal-related demand, with the aim of improving earnings through structural reforms.」
With structural reforms as the central pillar, the direction of prioritizing head-office functions, store strategy, and bridal demand has continued. - FY2019-Q1RestatedAnnual report
「Under these circumstances, during the first three months of the current fiscal year, our Group focused on strengthening head-office functions, strengthening its store strategy, and increasing efforts to capture bridal-related demand, with the aim of improving earnings through structural reforms.」
The direction of structural reforms and earnings improvement based on the medium-term plan has continued, with head-office functions, stores, and bridal as priority initiatives. - FY2018RestatedAnnual report
「Under these circumstances, during the current consolidated fiscal year, our Group positioned the third year of the medium-term five-year plan as “the final year for implementing the foundation-building initiatives” and worked across the Group on initiatives for the current period, centered on both advancing the growth strategy and carrying out structural reforms.」
The third year of the medium-term five-year plan has been designated as the final year for building the foundation, and the policy centered on both the growth strategy and structural reforms has been reaffirmed for the full fiscal year. - FY2018-Q3RestatedAnnual report
「Under these circumstances, during the first nine months of the current fiscal year, our Group positioned the third year of the medium-term five-year plan as “the final year for implementing the foundation-building initiatives” and worked across the Group on initiatives for the current period, centered on both advancing the growth strategy and carrying out structural reforms.」
The third year of the medium-term five-year plan has been positioned as the final year for building the foundation, and the policy centered on both the growth strategy and structural reforms has continued. - FY2018-Q2RestatedAnnual report
「During the first six months of the current fiscal year, our Group positioned the third year of the medium-term five-year plan as “the final year for implementing the foundation-building initiatives” and worked across the Group on initiatives for the current period, centered on both advancing the growth strategy and carrying out structural reforms.」
The third year of the medium-term five-year plan has been positioned as “the final year for implementing the foundation-building initiatives,” and the policy centered on both the growth strategy and structural reforms has continued. - FY2018-Q1RestatedAnnual report
「Under these circumstances, during the first three months of the current fiscal year, our Group positioned the third year of the medium-term five-year plan as “the final year for implementing the foundation-building initiatives” and worked on initiatives for the current period across the Group, centered on both advancing the growth strategy and carrying out structural reforms.」
The third year of the medium-term five-year plan has been positioned as “the final year for implementing the foundation-building initiatives,” and the policy centered on both the growth strategy and structural reforms has continued. - FY2017ReframedAnnual report
「In light of these circumstances, in the coming period our Group will position the third year of the medium-term five-year plan, which targets 2020, the company’s 100th anniversary, as “the final year for implementing the foundation-building initiatives,” and execute a basic strategy centered on both advancing the growth strategy and carrying out structural reforms.」
The medium-term five-year plan has entered its third year, targeting 2020, and has been reorganized from individual policies such as “Strengthening brand equity” into a basic strategy centered on both the growth strategy and structural reforms. - FY2017-Q3RestatedAnnual report
「Under these circumstances, during the first nine months of the current fiscal year, our Group worked on “Strengthening brand equity,” “Implementing sweeping head-office reforms,” and “Eliminating unprofitable operations” as the basic policies for the fiscal year, in the second year of the medium-term five-year plan.」
In the second year of the medium-term five-year plan, the previous three basic policies have continued to serve as the basic policies for the fiscal year. - FY2017-Q2RestatedAnnual report
「Under these circumstances, during the first six months of the current fiscal year, our Group worked on “Strengthening brand equity,” “Implementing sweeping head-office reforms,” and “Eliminating unprofitable operations” as the basic policies for the fiscal year, in the second year of the medium-term five-year plan.」
In the second year of the medium-term five-year plan, the existing three basic policies have been continued as the basic policies for the fiscal year. - FY2017-Q1RestatedAnnual report
「Under these circumstances, during the first nine months of the current fiscal year, our Group positioned the following three basic policies at the core of its business as the second year of the medium-term five-year plan and worked on initiatives for the current period across the Group: “Strengthening brand equity,” “Implementing sweeping head-office reforms,” and “Eliminating unprofitable operations.”」
In the second year of the medium-term five-year plan, the Group has continued the three policies presented in the previous fiscal year: “Strengthening brand equity,” “Implementing sweeping head-office reforms,” and “Eliminating unprofitable operations.” - FY2016ReframedAnnual report
「In light of these circumstances, in the coming period our Group will advance the following three basic policies in the second year of the medium-term five-year plan, under the slogan “Determined action (the relentless pursuit of productivity)”: “Eliminating unprofitable operations,” “Implementing sweeping head-office reforms,” and “Strengthening brand equity.”」
The medium-term five-year plan has shifted its focus from the three policies in the first year to the second-year slogan and three new basic policies. - FY2016-Q3First statedAnnual report
「As the first year of the new five-year medium-term plan, we positioned the following three basic policies at the core of our business and worked on initiatives for the current period across the Group: “Evolving our competitive advantages,” “Responding to environmental changes through innovation,” and “Establishing a solid foundation and strengthening our management platform.”」
As the first year of the new five-year medium-term plan, the three basic policies have been positioned at the core of the business.