Addressing take-home meal demand through takeout
First written in FY2019-Q2. 6 of 10 entries say "Advanced", first in FY2020-Q1. Latest entry: FY2026.
Sanko Marketing Foods moved to the "Worse" side of this theme in 2026.
The whole theme swung hardest in 2026: 1 of 6 companies on the "Worse" side.
0 other companies' latest entry also says "Reframed".
- FY2026ReframedAnnual report
「We will develop and strengthen delivery sales generated by existing food and beverage stores, which until now have remained a supplementary measure at the individual-store level, as a company-wide growth initiative.」
Repositioned delivery from a supplementary measure at individual stores as a company-wide growth initiative. - FY2022-Q2RestatedAnnual report
「To respond to the “new lifestyle,” the company expanded delivery services using the kitchen facilities of existing stores and strengthened lunch-hour operations, broadening the ways in which stores could be utilized.」
The company continues to address demand for prepared meals and non-visit-based services by expanding delivery and strengthening lunch-hour operations using existing kitchens. - FY2021-Q3AdvancedAnnual report
「To respond to the “new lifestyle,” the company expanded delivery services using the kitchen facilities of existing stores and strengthened lunch-hour operations, broadening the ways in which stores could be utilized. It also addressed takeout demand by selling yakiniku boxed meals produced by its brand Yakiniku Banri in department-store food halls.」
The company continued and expanded its response to prepared-meals and delivery demand, selling delivery meals and operating lunch services using existing kitchens, as well as selling yakiniku boxed meals produced by Yakiniku Banri at department stores. - FY2021-Q2RestatedAnnual report
「To respond to the “new lifestyle,” the company expanded delivery services using the kitchen facilities of existing stores, including multiple so-called “ghost restaurants” without physical dining locations, and broadened the ways in which stores could be utilized, including by strengthening lunch-hour operations.」
The company continues to expand store utilization through multiple ghost restaurants using existing kitchens and stronger lunch-hour operations. - FY2021-Q1AdvancedAnnual report
「To respond to the “new lifestyle,” the company expanded delivery services using the kitchen facilities of existing stores, including multiple so-called “ghost restaurants” without physical dining locations, and broadened the ways in which stores could be utilized, including by strengthening lunch-hour operations.」
The company expanded its response to prepared-meals and delivery demand through multiple ghost restaurants using existing kitchens and stronger lunch-hour operations. - FY2020AdvancedAnnual report
「The company developed multiple storeless business formats in which meals are prepared in the kitchens of existing stores in response to online orders and delivered. To further strengthen these delivery services, it will enhance portfolio management of its online brands. At its company-operated online shopping site, Tsuhan SHOP Kin no Kura, launched in May 2020, the company will expand the range of products appealing to customers, centered on its original products.」
The company expanded its prepared-meals and delivery initiatives by developing multiple storeless business formats using existing store kitchens and launching its own online shopping site. - FY2020-Q3AdvancedAnnual report
「Meanwhile, against the backdrop of expansion in the prepared-meals and delivery markets due to increases in single-person households and dual-income households and the work-style reform initiative, the company expanded its sale of boxed meals and catering services online, at its stores and in sections of office buildings in central Tokyo, using existing facilities as production bases from the standpoint of utilizing its personnel and idle equipment. In addition to its traditional business, which assumed that customers would visit stores, the company began work on establishing its own online shopping site as a first step toward developing a business that delivers signature dishes from each business format directly to customers.」
The company expanded its prepared-meals and delivery offerings into the sale of boxed meals and catering services, and also began work on establishing its own online shopping site. - FY2020-Q2AdvancedAnnual report
「Against the backdrop of growth in the prepared-meals business due to increases in single-person households and dual-income households and the work-style reform initiative, the company began initiatives to sell boxed meals and catering services online, at its stores and in sections of office buildings in central Tokyo, using existing facilities as production bases from the standpoint of utilizing its personnel and idle equipment.」
The company expanded its prepared-meals initiatives from its existing takeout offering to the production and sale of boxed meals and catering services using existing facilities. - FY2020-Q1AdvancedAnnual report
「Alongside these measures, the company focused on prepared meals, demand for which had surged amid changes in working styles and consumption patterns, and launched new businesses by selling boxed meals and prepared dishes online and at existing store locations.」
The company expanded beyond its initial takeout offering into the online and in-store sale of boxed meals and prepared dishes, launching a new prepared-meals business. - FY2019-Q2First statedAnnual report
「In response to growing demand for prepared meals, the company introduced takeout at brands including Rakugama Seimensho, Baribari-dori and Akamaruya, enabling it to capture new customer needs.」
The company reported for the first time that it had introduced takeout at multiple brands in response to growing demand for prepared meals.