Strengthening Existing Stores and Enhancing Customer Value

「Against this business backdrop, the Group actively promoted procurement through the purchase of whole wagyu carcasses and worked to differentiate its products and strengthen competitiveness by offering carefully selected domestic beef at attractive prices. It also sought to create reasons for customers to visit by strengthening product and sales-promotion initiatives at existing stores, while improving customer satisfaction through various promotional measures, including limited-time fairs, special menus, enhanced member services, and information dissemination via its website and social media.」

「At existing stores, we sought to create reasons for customers to visit by strengthening product and sales promotion initiatives. We also implemented various promotional measures, including limited-time fairs and special menus, enhancing member services, and disseminating information through our website and social media, in an effort to improve customer satisfaction.」

「At renovated stores, the Group restored salad bars, which had been frequently requested by customers, and opened specialty restaurants for branded beef, including “Matsusaka Beef Yakiniku Kiraku Honten.” It has seen clear positive results.」

「The Group also held fairs every 2 months, including Korean, Wagyu and offal fairs, to provide customers with new experiences. It further enhanced its offerings by providing opportunities to enjoy seasonal menus and placing particular emphasis on refining the taste of rice and beer to complement the dishes and enhance their quality.」

「In the yakiniku business, the Group reviewed product menus and quality at existing stores, introduced DX into customers’ ordering methods and worked to increase serving speed by improving standard operating procedures.」

「Against this backdrop, the Group implemented format changes and withdrew from unprofitable stores in anticipation of optimizing its business portfolio, while also revising prices for products offered and improving operational efficiency through DX and other measures.」

「Although the number of stores decreased by 15 year on year as a result of structural reforms centered on format changes, excluding the impact of newly consolidated companies, sales at existing stores increased 13.5%.」

「This fiscal year, to restore performance, the Company will steadily implement measures to strengthen competitiveness, including expanding its store network through further new openings, improving productivity at existing stores through digital transformation, improving freshness, quality and productivity at the central kitchens, and proposing differentiated products, with the aim of creating stores that customers enjoy and want to visit again.」

「To create stores that customers would choose, the Group has continued to offer “the true taste of meat,” enabling customers to discover something new on every visit through the successive introduction of wagyu and other products that leverage the procurement channels and processing expertise of its “meat professionals.”」

「As part of its DX initiatives, the Group worked to reduce labor shortages and fixed costs through contactless service, shorter ordering and serving times, and the pilot introduction of serving robots and express lanes.」

「Under these circumstances, our group has placed the safety and security of customers and employees first and aimed to create stores customers will choose. At the same time, in addition to opening new stores, including the expansion of “Kandō no Niku to Kome,” a steak fast-food format focused on delicious meat delivered directly from our meat-processing plant and freshly milled rice, into Tokyo’s Shimbashi district, we have accelerated format conversions aimed at achieving new growth.」

「At the あみやき亭 yakiniku restaurant brand operated by our company, we have worked to strengthen existing restaurants by pursuing quality improvements, offering “products that provide customers with value and satisfaction,” and thoroughly implementing basic cleaning, kitchen and dining-area operations in line with the “new lifestyle” to improve customer service and service capabilities.」

「In addition to refreshing the concepts of existing stores, the Group rolled out the all-you-can-eat wagyu yakiniku restaurant “Amiyaki-tei PLUS” in the Chubu region and the butcher-shop-style all-you-can-eat wagyu yakiniku restaurant “Black Hole” in the Kanto region, offering yakiniku in new formats. It also worked to strengthen existing stores by expanding stores equipped with “Dessert Buffets,” where customers can enjoy authentic desserts in buffet style, and proposing new flavors beyond yakiniku.」

「In the yakiniku business, the Group worked to refresh the concepts of existing stores and reopened some stores as new all-you-can-eat wagyu yakiniku restaurants in a butcher-shop format.」

「To enable customers to enjoy their meals without stress, the Group changed in-store equipment, reviewed work flows and revamped existing operations. It also worked to strengthen existing stores so that it could deliver “great taste, speed and value at an impressive level.”」

「At Amiyaki-tei, which the Company operates, the Group placed particular emphasis on thoroughly improving quality and providing “products that offer customers a sense of value and satisfaction.” It also worked to strengthen existing stores by thoroughly implementing basic standards, including cleanliness and kitchen and dining-room operations in line with the “new lifestyle,” to improve customer service.」

「At the あみやき亭 yakiniku restaurant brand operated by our company, we have worked to strengthen existing restaurants by pursuing quality improvements, offering “products that provide customers with value and satisfaction,” and thoroughly implementing basic cleaning, kitchen and dining-area operations in line with the “new lifestyle” to improve customer service and service capabilities.」

「At Amiyaki-tei, which the Company operates, the Group placed particular emphasis on thoroughly improving quality and providing “products that offer customers a sense of value and satisfaction.” It also worked to strengthen existing stores by thoroughly implementing basic standards, including cleanliness and kitchen and dining-room operations in line with the “new lifestyle,” to improve customer service.」

「The Group also worked to strengthen existing stores by thoroughly implementing basic standards such as cleanliness and kitchen and dining-room operations, while improving customer service.」

「The Group also worked to strengthen existing stores by thoroughly implementing basic standards such as cleanliness and kitchen and dining-room operations, while improving customer service.」

「The Group continued efforts to strengthen existing stores, including cross-training part-time staff and pursuing the “Yakiniku Master” initiative to address labor shortages and improve customer service.」

「Against this backdrop, the Group sought to create stores that customers would enjoy and choose. It differentiated itself from competitors by leveraging the cutting expertise that is a strength of its “meat specialists” and introducing the thick-cut meat “Gattsuri Series” as a new product while offering products that provide customers with a sense of value and satisfaction. It also continued efforts to strengthen existing stores by cross-training part-time staff and pursuing the “Yakiniku Master” initiative to address labor shortages and improve customer service.」

「Against this backdrop, the Group sought to create stores that customers would enjoy and choose. It differentiated itself from competitors by leveraging the cutting expertise that is a strength of its “meat specialists” and introducing the thick-cut meat “Gattsuri Series” as a new product while offering products that provide customers with a sense of value and satisfaction. It also continued efforts to strengthen existing stores by cross-training part-time staff and pursuing the “Yakiniku Master” initiative to address labor shortages and improve customer service.」

「Against this backdrop, the Group sought to create stores that customers would enjoy and choose. It differentiated itself from competitors by leveraging the cutting expertise that is a strength of its “meat specialists” and introducing the thick-cut beef “Gattsuri Series” while offering products that provide customers with a sense of value and satisfaction. It also continued efforts to strengthen existing stores by cross-training part-time staff and pursuing the “Yakiniku Master” initiative to address labor shortages and improve customer service.」

「At the あみやき亭 yakiniku restaurant brand operated by our company, we have worked to strengthen existing restaurants by pursuing quality improvements and offering “products that provide customers with a sense of value and satisfaction.”」

「At the あみやき亭 yakiniku restaurant brand operated by our company, we have worked to strengthen existing restaurants by pursuing quality improvements, offering “products that provide customers with a sense of value and satisfaction,” and expanding efforts to develop multiskilled employees and “yakiniku masters” to improve customer service and service capabilities.」

「The Group aimed to create restaurants that customers would enjoy and choose, and worked to strengthen existing restaurants and differentiate itself from competitors by leveraging the cutting technology that is a strength of its “meat specialists” to offer products that provide customers with a sense of value and satisfaction. It also stepped up efforts to develop part-time employees into multiskilled workers to address labor shortages and improve customer service and service capabilities.」

「The Group aimed to create restaurants that customers would enjoy and choose, and worked to strengthen existing restaurants and differentiate itself from competitors by leveraging the cutting technology that is a strength of its “meat specialists” to offer products that provide customers with a sense of value and satisfaction. It also stepped up efforts to develop part-time employees into multiskilled workers to address labor shortages and improve customer service and service capabilities.」

「Under these conditions, the Group aimed to create restaurants that customers would enjoy and choose, and worked to strengthen existing restaurants and differentiate itself from competitors by leveraging the cutting technology that is a strength of its “meat specialists” to absorb the impact of persistently elevated raw material prices as far as possible, improve quality and offer products that provide customers with a sense of value and satisfaction.」

「Against this backdrop, the Group worked to strengthen existing stores by aiming to create stores that customers enjoy and choose, leveraging the cutting skills that are a strength of its “specialist group in meat,” absorbing the impact of rising raw material prices as far as possible while improving quality, and differentiating itself by offering products that deliver value and satisfaction to customers.」

「We aimed to create restaurants that customers would enjoy and choose, and worked to strengthen existing restaurants and differentiate ourselves from competitors by leveraging the cutting technology that is a strength of our “meat specialists” to absorb the impact of higher domestic beef prices as far as possible, improve quality and offer products that provide customers with a sense of value and satisfaction.」

「In our yakitori business, we had been undertaking internal initiatives as a top priority for some time. As the results have become evident, with existing-store sales exceeding the previous year, we have resumed opening new restaurants.」

「We have strengthened existing stores by differentiating ourselves through measures such as maintaining prices while preserving quality and providing products that deliver value and satisfaction to customers.」