Pursuing Higher Value Added (Brand Strength) Across All Business Segments

「While making use of the value and strengths that the location has developed over many years, we will transform it into a restaurant that delivers new experiential value.」

「For its diverse brands, including its own restaurant brands, overseas partner-chef brands, hotel brands and bridal business, the company will systematically organize the positioning of each brand, including the newly created “HRMT,” and the relationships among them, and proceed with restructuring its brand portfolio.」

「Across each business, the company expanded revenue opportunities through measures including strengthening value-added proposals, which it had pursued traditionally, and optimizing prices.」

「Sales growth was achieved through the cumulative effect of various measures to attract customers and raise average spend, including hosting parties that created opportunities to attract customers through new value creation, changing the menu composition and proposing high-priced wine pairings.」

「Ahead of the busy autumn season, when ingredients are abundant, and the peak Christmas and year-end sales period, the company launched high-value-added, high-priced seasonal limited-time menus and special Christmas menus early and began attracting customers. This stimulated customers’ desire to visit and raised average spend through enhanced value, resulting in both lunch and dinner sales significantly exceeding plan and the prior-year period.」

「Strengthening sales of high-value-added, high-priced seasonal limited-time menus and fair menus focused on specific production regions, in light of solid current demand for dining out, stimulated customers’ desire to visit and raised average spend through enhanced value. As a result, both lunch and dinner sales significantly exceeded plan and the prior-year period.」

「Through the proactive implementation of various measures, including proposals for high-priced meal courses and wine lists aligned with market needs and events based on the company’s original initiatives, both lunch and dinner sales exceeded plan, and sales for the fiscal year progressed steadily.」

「In addition, with the lifting of restrictions on activities for the first time in 3 years, the company resumed gala dinners featuring chefs from overseas partner establishments and held joint parties bringing together chefs from Italian restaurants across Japan. As a result of promoting these and other proactive events based on the company’s original initiatives, both lunch and dinner sales significantly exceeded those for the fiscal year ended March 2020, before the impact of COVID-19.」

「In addition to successively revising course prices at each restaurant, the company promoted seasonal limited-time menus using seasonal ingredients, sold premium wine by the glass and strengthened sales of non-alcoholic drinks in order to stimulate customers’ desire to visit and raise average spend by enhancing value. These measures proved effective, with both lunch and dinner sales exceeding the level recorded three fiscal years earlier, before the impact of COVID-19.」

「In addition to successively reviewing prices at each restaurant and revising course prices in response to surging raw material costs and other factors, the company promoted seasonal limited-time menus using seasonal ingredients and strengthened sales of beverages, including wine and non-alcoholic drinks, in order to stimulate customers’ desire to visit and raise average spend by enhancing value.」

「In addition to reviewing prices successively at each restaurant and revising course prices in response to surging raw material costs, the company held company-wide ingredient fairs and a fair featuring ingredients from Goto City, Nagasaki Prefecture, as part of efforts to stimulate customers’ desire to visit and raise average spend by enhancing value. As a result, customer numbers increased significantly in both lunch and dinner operations, and sales progressed steadily.」

「Company-wide promotions themed around ingredients were held each quarter, including “Foie Gras × Seasonal Vegetables” in spring, “Lobster” in summer, “Kumamoto Akaushi Whole-Cow Purchase” in autumn and “Truffle” in winter. New value propositions, including pairing courses featuring high-value-added non-alcoholic beverages selected by sommeliers, such as cocktails, sparkling wine, green tea and Taiwanese green tea, led to both customer numbers and average spend per customer exceeding the previous year, resulting in higher revenue.」

「The autumn company-wide promotion, “Kumamoto Akaushi Whole-Cow Purchase,” featured special menu items and led to higher average spend per customer. A galette made with Kumamoto Akaushi was offered at 4 restaurants. In collaboration with other companies, the initiative was covered by numerous media outlets and attracted considerable attention. During the busy Christmas season, operations were constrained by reduced seating capacity as distancing measures were implemented in response to the spread of COVID-19. However, the company launched the “Every Day is Christmas” promotion, offering a special Christmas course throughout the period from 1 to 26 December rather than only on selected dates, thereby taking steps to spread demand across the period.」

「In addition to recovering from requests in the same period of the previous year to suspend operations and shorten business hours due to the spread of COVID-19, company-wide quarterly promotions themed around ingredients and new value propositions such as pairing courses featuring high-value-added non-alcoholic beverages, including cocktails, sparkling wine, green tea and Taiwanese oolong tea, developed by sommeliers, increased both customer numbers and average spend per customer above the previous year, resulting in higher revenue.」

「In response to requests to suspend alcohol service, initiatives to enhance the customer experience at existing locations, including pairing courses featuring high-value-added non-alcoholic beverages such as cocktails, sparkling wine, green tea and Taiwanese oolong tea developed by our sommeliers, have steadily produced results, including higher average spend per customer through new value propositions.」

「While limiting the number of seats and reservations, revenue recovered to approximately 80% of the previous year in the third quarter through initiatives creating new experiential value, including higher average prices following a pricing review aimed at enhancing brand value and online events connecting us with wineries in France.」

「The main factors behind the recovery in revenue included higher average prices following the review of courses and pricing, initiated under the medium-term management plan formulated in September 2020 to enhance brand value; the creation of new experiential value, including online events connecting us with wineries in France; and a focus on selling premium Christmas deliveries and osechi.」

「By continuously evolving and creating high added value across all business areas, we will continue to grow steadily and continue providing “dreams” together with the trust embodied by “peace of mind and safety.”」

「By continuously evolving and creating high added value across all business areas, we will continue to grow steadily and continue providing “dreams” together with the trust embodied by “peace of mind and safety.”」

「We will pursue the potential of the company as a restaurant business, actively expand into new business areas, including hotels and Japanese cuisine, and seek to further enhance business value by pursuing higher added value and brand strength across all business areas.」

「We will pursue the potential of the company as a restaurant business, actively expand into new business areas, including hotels and Japanese cuisine, and seek to further enhance business value by pursuing higher added value and brand strength across all business areas.」