Transforming the business structure, systems and organizational culture for a leap forward three years from now
First written in FY2017. 10 of 16 entries say "Advanced", first in FY2019-Q2. Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026ReframedAnnual report
「We recognize that our group is entering a new phase for the seafood sixth-sector industrialization business model we have promoted to date, with an emphasis on profitability and capital efficiency.」
Reframed the business as moving from the stage of completing and continuing the previous structural transformation to a new phase emphasizing profitability and capital efficiency, including the partial exit from or significant scaling back of the seafood business and concentration of resources on the food and beverage business. - 2026-08-14ReframedEarnings
「Rather than retaining the entire supply chain solely within the Group, we will improve operational efficiency by withdrawing from or substantially scaling back certain business areas that carry earnings volatility risk, such as fishing and fish processing, and transitioning to a structure in which they are supplemented through alliances with external partners.」
The structural reform of fishery sixth industrialization was reorganized from in-house ownership of the entire supply chain to withdrawal from or reductions in volatile areas supplemented through external partnerships. - FY2023AdvancedAnnual report
「Leveraging the strengths cultivated in our food-service business, we entered seafood-producing regions in July 2020 and pursued a transformation of our business structure to establish the sixth-sector industrialisation of fisheries as a growth platform, with the aim of proposing valuable food culture as a platformer for revitalising production regions working alongside producers. We have now almost completed this structural transformation over the past 3 years.」
Regarding structural reform aimed at achieving a major advance three years from now, the company stated that its initiatives since July 2020 had almost completed the business transformation over a 3-year period. - FY2023-Q1AdvancedAnnual report
「Since 2020, we have pursued large-scale closures of high-fixed-cost stores, primarily large-format, upper-floor and basement locations. With this business structural reform now largely complete, selling, general and administrative expenses were substantially reduced, making a significant contribution to improving operating profit.」
The company stated that the business structural reform involving large-scale closures of high-fixed-cost stores had largely reached completion, contributing to a substantial reduction in selling, general and administrative expenses and an improvement in operating profit. - FY2022-Q2AdvancedAnnual report
「Because prime locations in front of stations in the Tokyo metropolitan area, once a strength of our group, have now become a weakness, we have pursued large-scale closures of high-fixed-cost stores, primarily large-format, upper-floor and basement locations, since two fiscal years ago. These measures are now largely complete.」
The large-scale closure of high-fixed-cost stores pursued as part of the business transformation had largely reached completion. - FY2021-Q3AdvancedAnnual report
「Although the rationalisation of unprofitable stores is now largely complete, we will assess changes in the operating environment in line with our business structural reform policy and continue to close stores proactively as necessary, as before. We will improve our cash position by securing cash flow from existing stores and through the return of security deposits following store closures.」
The company stated that the rationalisation of unprofitable stores had largely reached completion. At the same time, it indicated its policy of continuing necessary store closures and improving liquidity through cash flow from existing stores and returned security deposits. - FY2021-Q2AdvancedAnnual report
「Although the rationalisation of unprofitable stores is now largely complete, we will assess changes in the operating environment in line with our business structural reform policy and continue to close stores proactively as necessary, as before. We will improve our cash position by securing cash flow from existing stores and through the return of security deposits following store closures.」
Regarding business structural reform, the company indicated that the rationalisation of unprofitable stores had largely reached completion, while stating its policy of continuing necessary closures and improving liquidity through cash flow from existing stores and returned security deposits. - FY2021-Q1AdvancedAnnual report
「We are currently pursuing short- and medium-term business structural reform and are implementing the following measures to improve profitability.」
The company positioned business structural reform as a short- and medium-term measure to improve profitability and translated it into specific measures, including closing unprofitable stores, opening low-investment stores, forming business alliances, reducing costs and strengthening the financial base. - FY2020RaisedAnnual report
「During the fiscal year, we closed 40 unprofitable stores. In addition, assuming that the broad impact of the spread of COVID-19 on the economy and corporate activities would continue for a certain period, we decided by September 2020 to close 55 stores whose store-level earnings were expected to require a considerable amount of time to recover.」
Regarding business structural reform, the company moved beyond the closure of 40 stores and reached the stage of deciding to close an additional 55 stores by September 2020. - FY2020-Q3AdvancedAnnual report
「As part of the qualitative transformation of the business, we had been pursuing a withdrawal from the general izakaya format and the rationalisation and reorganisation of large-format stores. Having determined that more extensive measures were necessary, we decided to close more than 40 stores in the fiscal year ending June 2020, focusing not only on stores expected to become unprofitable, but also on stores requiring considerable time to improve their store-level earnings, stores with high rent-to-sales ratios, and large-format and upper-floor locations.」
The company decided on a specific business structural reform measure to broaden the scope of the programme and close more than 40 stores in the fiscal year ending June 2020. - FY2020-Q2AdvancedAnnual report
「We are currently pursuing short- and medium-term business structural reform, working to improve the profitability that generates cash flow.」
The company positioned business structural reform as a short- and medium-term measure to improve profitability and is proceeding with store closures for unprofitable locations, a suspension of new openings, cost reductions and the strengthening of existing stores. - FY2020-Q1AdvancedAnnual report
「As in the previous fiscal year, we recognized that, from the perspective of customers whose needs have changed significantly, “achieving a qualitative transformation of the business” and “taking bold steps to consolidate and reorganize existing stores” were our most important issues, and undertook the following measures.」
The company continued the business structural reform initiated in the previous fiscal year, implementing specific measures with the qualitative transformation of the business and the rationalisation and reorganisation of existing stores as its highest-priority objectives. - FY2019-Q2AdvancedAnnual report
「① As part of the business structural reform pursued since the previous fiscal year, we closed 12 underperforming stores and opened 1 store.」
As part of the structural reform aimed at achieving a major advance three years from now, the company implemented specific reorganisation measures, closing 12 underperforming stores and opening 1 store. No achievement of the target itself was stated. - FY2018WorsenedAnnual report
「Although we implemented the measures described above, as an organisation we were unable to reform the business dynamically and swiftly in response to the rapidly changing market and competitive environment.」
The company stated that, while it had implemented measures to transform its business structure, systems and organisational culture, it had been unable to execute rapid business reform as an organisation. - FY2018-Q3RestatedAnnual report
「Against this backdrop, we continued to pursue the reorganisation of our business formats and stores as part of our business structural reform, as in the previous fiscal year.」
The company continued to pursue business structural reform, as in the previous fiscal year, but made no new reference to targets or deadlines for the next 3 years. - FY2017First statedAnnual report
「We will work to transform our business structure, systems and organisational culture in order to achieve a major breakthrough in 3 years.」
The company set out a new medium-term commitment to transform its business structure, systems and organisational culture, with a major advance three years from now as the target horizon.