Transition to a Food Business Producer (FBP)
First written in FY2016. 19 of 24 entries say "Restated". Latest entry: 2026-09-09.
No other company in this theme has enough history to compare yet.
- FY2025RestatedAnnual report
「Our strategy is not to become a leading seller of kitchen equipment, but to transform ourselves into a service business that, under the name “Dr. Tempos,” works closely with small and mid-sized foodservice operators and provides a range of services.」
Restates the policy of transitioning from kitchen-equipment sales to a service business providing a range of services to small and mid-sized foodservice operators through Dr. Tempos. - FY2024RestatedAnnual report
「Our Group has adopted “raising the five-year survival rate of restaurants to 90%” as its management policy. To achieve this, we are pursuing “Dr. Tempos,” which provides management support to small and micro-sized foodservice companies from both the perspectives of profit generation and customer satisfaction.」
Continues the policy of evolving from kitchen-equipment retail into a provider of information and services useful for restaurant management, under the Dr. Tempos initiative and the 90% five-year survival-rate target. - FY2024-Q1RestatedAnnual report
「In the Merchandise Business, under our policy of becoming a company that sells information and services useful for restaurant management rather than merely selling products, we are actively developing new businesses and investing in personnel.」
Continues the policy of evolving from a kitchen-equipment retailer into a provider of information and services useful for restaurant management, while developing new businesses and investing in personnel. - FY2021-Q2RestatedAnnual report
「Against this backdrop, in the Merchandise Business and the Information and Services Business, we pursued “Dr. Tempos,” which supports the management of small and mid-sized restaurants under the policy of “raising the five-year survival rate of restaurants to 90%.”」
Continues supporting small and mid-sized restaurants through Doctor Tempos, with the policy of raising restaurants’ five-year survival rate to 90%. - FY2021-Q1RestatedAnnual report
「Against this backdrop, in the Merchandise Business and the Information and Services Business, we are pursuing Doctor Tempos, which supports the management of small and mid-sized foodservice companies under our Group management policy of “raising the five-year survival rate of restaurants to 90%.”」
Continues supporting small and mid-sized foodservice companies through Doctor Tempos, with the policy of raising restaurants’ five-year survival rate to 90%. - FY2020-Q2RestatedAnnual report
「Against this backdrop, we are operating as Doctor Tempos. Doctor Tempos supports foodservice operators with the goal of raising the five-year survival rate after opening from 45% to 90% in an industry where the current rate is 45%. Within the Group, we operate restaurants including ASAKUMA steak restaurants, Farmers Garden buffet restaurants and Motsuyaki Ebisu-san to develop the expertise required for Doctor Tempos.」
Continues the Doctor Tempos initiative, the 90% five-year survival-rate target and the development of expertise through operating restaurants. - FY2020-Q1RestatedAnnual report
「Against this backdrop, we are operating as Doctor Tempos. Doctor Tempos supports foodservice operators with the goal of raising the five-year survival rate after opening from 45% to 90% in an industry where the current rate is 45%.」
Continues the Doctor Tempos initiative and its policy of supporting restaurants with a goal of achieving a 90% five-year survival rate. - FY2019RestatedAnnual report
「Against this backdrop, we are operating as Doctor Tempos.」
Continues to use Doctor Tempos as the Group’s activity name and future vision. - FY2019-Q3RestatedAnnual report
「Against this backdrop, we are operating as Doctor Tempos.」
Continues the activities of Doctor Tempos, the renamed and reorganized version of the former FBP concept. - FY2018-Q3ReframedAnnual report
「Against this backdrop, we operated under the name Doctor Tempos, formerly the Food Business Producer. Our vision for Doctor Tempos is to support foodservice operators from both perspectives—profit generation and customer satisfaction—in an industry where only 45% of restaurants survive five years after opening.」
Renamed the former FBP concept “Doctor Tempos” and restated it as a model supporting both restaurant profitability and customer satisfaction. - FY2018-Q2ReframedAnnual report
「For the Merchandise Business and the Information and Services Business, we continued to designate the second quarter as a period for strengthening our internal capabilities, following the first quarter. We further subdivided the initiative of pursuing the FBP model and began new activities under the name “Tempo Dock.”」
The former FBP concept was subdivided into a new framework called “Tempo Dock,” covering support for new restaurant openings and assistance for existing restaurants. - FY2018-Q1RestatedAnnual report
「Against this backdrop, we pursued the Food Business Producer (FBP) model as our ideal future state. Our vision for an FBP extends beyond selling equipment to foodservice businesses from physical stores. It includes sales visits to large and small foodservice companies, primarily through our external sales representatives; providing real estate information, particularly for turnkey properties; undertaking interior construction work that balances cost and quality; handling leasing and credit services to meet diverse funding needs; proposing menu development and sales promotion measures; supporting the preparation of business plans for new openings; proposing M&A transactions and accepting related consultations; and providing information and services online. Through these initiatives, we aim to comprehensively support foodservice businesses from startup through operations. In addition, to better understand customers’ challenges as an FBP, we operate foodservice businesses ourselves.」
Continues the FBP policy and adds a commitment to understand customer challenges through operating foodservice businesses ourselves. - FY2017RestatedAnnual report
「Against this backdrop, we pursued the Food Business Producer (FBP) model as our ideal future state. Our vision for an FBP extends beyond selling equipment to foodservice businesses from physical stores. It includes sales visits to large and small foodservice companies, primarily through our external sales representatives; providing real estate information, particularly for turnkey properties; undertaking interior construction work that balances cost and quality; handling leasing and other credit services to meet diverse funding needs; proposing menu development and sales promotion measures; supporting the preparation of business plans for new openings; proposing M&A transactions and accepting related consultations; and providing information and services online. Through these initiatives, we aim to comprehensively support foodservice businesses from startup through operations.」
Continues to show the policy of providing comprehensive support covering equipment sales, real estate, interior construction, finance, sales promotion, startup assistance, M&A and internet services. - FY2017-Q3RestatedAnnual report
「Against this backdrop, we pursued the Food Business Producer (FBP) model as our ideal future state. Our vision for an FBP extends beyond selling equipment to foodservice businesses from physical stores. It includes sales visits to large and small foodservice companies, primarily through our external sales representatives; providing real estate information, particularly for turnkey properties; undertaking interior construction work that balances cost and quality; handling leasing and credit services to meet diverse funding needs; proposing menu development and sales promotion measures; supporting the preparation of business plans for new openings; proposing M&A transactions and accepting related consultations; and providing information and services online. Through these initiatives, we aim to comprehensively support foodservice businesses from startup through operations.」
Continues to explicitly state the policy of comprehensively supporting foodservice businesses from startup through operations, rather than limiting the business to equipment sales. - FY2017-Q2RestatedAnnual report
「Against this backdrop, we pursued the Food Business Producer (FBP) model as our ideal future state. Our vision for an FBP extends beyond selling equipment to foodservice businesses from physical stores. It includes sales visits to large and small foodservice companies, primarily through our external sales representatives; providing real estate information, particularly for turnkey properties; undertaking interior construction work that balances cost and quality; handling leasing and credit services to meet diverse funding needs; proposing menu development and sales promotion measures; supporting the preparation of business plans for new openings; proposing M&A transactions and accepting related consultations; and providing information and services online. Through these initiatives, we aim to comprehensively support foodservice businesses from startup through operations.」
Continues to explicitly state the policy of pursuing FBP as the ideal future state and providing comprehensive support covering equipment sales, real estate, interior construction, finance, sales promotion, startup assistance, M&A and information services. - FY2017-Q1RestatedAnnual report
「Against this backdrop, we pursued the Food Business Producer (FBP) model as our ideal future state.」
Continues to explicitly state the policy, announced in the prior fiscal year, of pursuing the FBP model as the future vision. - FY2016First statedAnnual report
「Against this backdrop, we pursued the Food Business Producer (FBP) model as our ideal future state. Our vision for an FBP extends beyond selling equipment to foodservice businesses from physical stores. It includes sales visits to large and small foodservice companies, primarily through our external sales representatives; providing real estate information, particularly for turnkey properties; undertaking interior construction work that balances cost and quality; handling leasing and credit services to meet diverse funding needs; proposing menu development and sales promotion measures; supporting the preparation of business plans for new openings; proposing M&A transactions and accepting related consultations; and providing information and services online. Through these initiatives, we aim to comprehensively support foodservice businesses from startup through operations.」
Sets out a future vision of expanding support from kitchen-equipment sales into real estate, interior construction, finance, sales promotion, staffing, M&A and IT.