Group-wide Growth Under the New Medium-Term Management Plan
First written in FY2019-Q1. 7 of 25 entries say "Advanced", first in FY2019-Q2. Latest entry: FY2027-H1.
2 other companies' latest entry also says "Restated".
- FY2027-H1RestatedAnnual report
「Against this backdrop, the Group is responding to changes in social conditions and the competitive environment surrounding the specialty retail industry in which it operates. It aims to enhance corporate value by establishing a stable two-pillar earnings structure comprising apparel and sundries, while advancing various initiatives to rebuild its growth model.」
The company continues to pursue a policy of rebuilding a two-pillar earnings structure and growth model for apparel and general merchandise. It has explicitly stated that there have been no significant changes to its management policies, management strategies or other related matters. - FY2026-H1RestatedAnnual report
「Against this backdrop, taking into account changes in social conditions after COVID-19 and in the competitive environment surrounding the specialty-store industry to which the Company belongs, we are pursuing the second year of the Medium-Term Management Plan. We aim to establish two stable earnings pillars, apparel and general merchandise, advance initiatives to rebuild our growth model, and enhance corporate value.」
In the second year of the new 3-year medium-term management plan, the company continues initiatives to establish the two-pillar earnings structure and rebuild the growth model. No new completion results or changes to the plan are described. - FY2025AdvancedAnnual report
「Against this backdrop, taking into account changes in social conditions after COVID-19 and changes in the competitive environment surrounding the specialty-store industry to which the company belongs, the group worked under a new 3-year “medium-term management plan” to establish a stable two-pillar earnings structure of apparel and general merchandise, advance initiatives to rebuild its growth model and enhance corporate value.」
The annual report describes the status of initiatives during the current fiscal year under the new 3-year medium-term management plan, updated from the previous business restructuring plan. In addition to establishing the two-pillar structure, rebuilding the growth model is positioned at the center of the plan. - FY2025-Q1ReframedAnnual report
「Taking into account changes in social conditions after COVID-19 and in the competitive environment surrounding the specialty-store industry to which the Company belongs, from the current consolidated fiscal year, the third year of the Medium-Term Management Plan (Business Restructuring Plan), we are pursuing a new three-year New Medium-Term Management Plan. Through this plan, we aim to establish two stable earnings pillars, apparel and general merchandise, advance initiatives to rebuild our growth model, and enhance corporate value.」
The plan was updated from the third year of the previous medium-term management plan (business restructuring plan) to a new 3-year medium-term management plan. In addition to establishing the previous two-pillar structure, rebuilding the growth model is positioned at the center of the plan. - FY2024ReframedAnnual report
「Based on the “medium-term management plan” (business restructuring plan) pursued since the previous consolidated fiscal year, the company formulated a new medium-term management plan to respond to various changes in the operating environment.」
The company states that it formulated a new medium-term management plan based on the previous business restructuring plan, aimed at responding to changes in the operating environment. - FY2024-Q3RestatedAnnual report
「Against this backdrop, in the second year of the Group’s Medium-Term Management Plan (Business Restructuring Plan), we are further advancing business-structure reforms to establish two stable earnings pillars, apparel and general merchandise, while strengthening governance for procurement and inventory management to secure stable sales.」
In the second year of the medium-term management plan (business restructuring plan), the company continues to advance the two-pillar structure of apparel and general merchandise and strengthen governance over procurement and inventory management. - FY2024-Q2RestatedAnnual report
「Against this backdrop, in the second year of the Group’s Medium-Term Management Plan (Business Restructuring Plan), we are further advancing business-structure reforms to establish two stable earnings pillars, apparel and general merchandise, while strengthening governance for procurement and inventory management to secure stable sales.」
The company has reconfirmed, as its policy for the second year of the plan, the framework of operating the previous medium-term management plan as a business restructuring plan and the two-pillar structure of apparel and general merchandise. - FY2023-Q3AdvancedAnnual report
「To prevent cash outflows and reduce the deficit, the group closed 49 stores during the previous consolidated fiscal year. During the current consolidated fiscal year, it plans to close 96 unprofitable stores under the business restructuring plan. Although 90 store closures had already been completed during the cumulative third-quarter period, the group plans to continue advancing the plan while taking recent performance trends into account.」
Under the new medium-term management plan and business restructuring plan, 90 store closures had been completed by the cumulative third quarter against the annual plan to close 96 unprofitable stores, indicating progress in implementation. - FY2023-Q2AdvancedAnnual report
「To prevent cash outflows and reduce the deficit, the group closed 49 stores during the previous consolidated fiscal year. During the current consolidated fiscal year, it plans to close 96 unprofitable stores under the business restructuring plan. As of the cumulative second-quarter period, 62 store closures had already been completed.」
After reorganizing the previous medium-term plan into a business restructuring plan, 62 store closures had been completed against the annual plan to close 96 unprofitable stores, marking progress in implementation of the plan. - FY2023-Q1ReframedAnnual report
「The company formulated a “medium-term management plan” aimed at an early recovery in performance and fundamental reform of its earnings structure, and is promoting business-structure reforms to establish a two-pillar earnings model through rebuilding a strong apparel business and expanding the successful general merchandise business」
The business restructuring plan following the withdrawal of the previous medium-term management plan is presented as a new medium-term management plan aimed at an early recovery in performance and fundamental reform of the earnings structure. The plan centers on a two-pillar earnings model based on rebuilding apparel and expanding general merchandise. - FY2022ReframedAnnual report
「During the consolidated fiscal year, the company closed 49 unprofitable stores, and the newly formulated business restructuring plan calls for accelerating store closures further.」
The framework was changed from the conventional medium-term management plan, withdrawn amid the infectious-disease crisis, to a business restructuring plan centered on accelerating the closure of unprofitable stores, converting store formats to illusie300 and reducing costs. - FY2021DroppedAnnual report
「Against this backdrop, the group withdrew the medium-term management plan whose final year was the current fiscal year」
The medium-term management plan whose final year was the current fiscal year was formally withdrawn, removing the strengthening of competitiveness and expansion of store openings under the plan from the center of the fiscal-year policy. - FY2021-Q3DroppedAnnual report
「As economic activity became significantly restricted by the spread of COVID-19, the medium-term management plan whose final year was the current fiscal year was temporarily withdrawn. The group focused on cost reductions and on optimizing inventory controls to correct the disruption in the supply-demand balance.」
The company explicitly states that the medium-term management plan whose final year was the current fiscal year was “temporarily withdrawn,” shifting from strengthening competitiveness and expanding store openings under the plan to prioritizing cost reductions and inventory adjustments. - FY2021-Q2Focus shifted from the medium-term plan to responding to the infectious-disease crisisAnnual report
「The group had actively pursued new store openings under the medium-term management plan, whose final year was the current fiscal year, with strengthening the competitiveness of its core businesses as a pillar. However, following the spread of COVID-19, it focused across the group on cost reductions and the use of public support while」
The medium-term management plan ending in the current fiscal year remains in place, but following the spread of the infectious disease, the company is prioritizing cost reductions, public support and inventory adjustments over the previous focus on strengthening competitiveness and opening new stores. - FY2020-Q3AdvancedAnnual report
「Under these circumstances, the Group worked to strengthen the competitiveness of its core businesses in line with the medium-term management plan ending in the fiscal year ending February 2021. In its apparel business, it strengthened its focus on trend products and promoted flexible product supply in response to changing conditions. In its general merchandise business, it accelerated new store openings for the ¥300 fixed-price store “illusie300,” developed it into a new core business and worked to create a growth engine by expanding sales through its own e-commerce site and launching sales on new sites.」
As initiatives under the medium-term management plan, the company is advancing apparel's response to trends and agile supply, accelerating illusie 300 store openings, expanding its own website and launching sales through new websites. - FY2020-Q2AdvancedAnnual report
「Meanwhile, in general merchandise, the company opened 14 new ¥300 fixed-price general merchandise stores under the “illusie 300” format, resulting in a significant increase in sales, but」
The company explains that 14 new illusie 300 stores, positioned as a growth engine under the medium-term management plan, were opened during the cumulative second-quarter period, resulting in a significant increase in sales. - FY2020-Q1AdvancedAnnual report
「Under the medium-term management plan ending in the fiscal year ending February 2021, the group worked to improve the competitiveness of its core businesses and achieve future growth across the group. In apparel, it strengthened its focus on trend products and promoted agile product supply in response to changes in temperature and weather. In general merchandise, it accelerated the opening of new stores under the ¥300 fixed-price format, including “illusie 300,” with the aim of developing it into a new core business and creating a growth engine.」
The new medium-term management plan explicitly identifies the fiscal year ending February 2021 as its final year and is implementing initiatives focused on apparel's response to trends and agile supply, as well as accelerating store openings for illusie 300. - FY2019-Q3RestatedAnnual report
「Under these circumstances, the Group formulated a medium-term management plan, with the current fiscal year as its first year, to achieve growth across the Group. In its apparel business, it pursued optimization of product assortments and inventory by improving the accuracy of seasonal merchandising, while in its general merchandise business it worked to further strengthen the competitiveness of its core businesses by reorganizing merchandising across each business format.」
The initiatives under the medium-term management plan, which began in the current fiscal year, are continuing. Apparel merchandising and inventory optimization, the reorganization of general merchandise merchandising, and the expansion of new-brand stores and ¥300 fixed-price general merchandise stores remain at the core of the plan. - FY2019-Q2AdvancedAnnual report
「To achieve future growth across the group, the group formulated a new 3-year medium-term management plan beginning in the current fiscal year. In apparel, it pursued optimization of product lineups and inventory through more accurate seasonal merchandising, while in general merchandise it worked to further strengthen the competitiveness of its core businesses by reorganizing merchandising across each format.」
The new medium-term management plan entered the implementation phase as a 3-year plan beginning in the current fiscal year, and initiatives under the plan are being advanced. - FY2019-Q1First statedAnnual report
「Following the business-structure reforms over the 3 years through the previous fiscal year, which progressed as planned, the company formulated a new medium-term management plan aimed at future growth across the group」
Following the planned progress of the 3-year business-structure reforms, the company newly formulated a medium-term management plan aimed at group-wide growth. The plan includes optimizing seasonal merchandising, product lineups and inventory in apparel; reorganizing merchandising in general merchandise; and expanding new-brand stores and ¥300 fixed-price general merchandise stores.