Long-term targets of 1,000 stores, ¥100 billion in sales and ¥10 billion in ordinary profit
First written in FY2018. 4 of 6 entries say "Restated". Latest entry: FY2026.
Karula moved to the "Worse" side of this theme in 2026.
0 other companies' latest entry also says "Softened".
- FY2026SoftenedAnnual report
「Our group’s mission is to establish an integrated system from production through sales, and we aim to expand nationwide to 1,000 stores. Over the medium to long term, key management strategies will include building a dominant store network in the Tohoku and northern Kanto regions, improving labour productivity, securing and developing store personnel, and developing new formats.」
The previous long-term numerical targets comprised 3 items: 1,000 stores, ¥100 billion in revenue, and ¥10 billion in ordinary income. The current description focuses solely on nationwide expansion to 1,000 stores and does not state numerical targets for revenue or ordinary income. - FY2024RestatedAnnual report
「Our group has established numerical targets of 1,000 stores, ¥100 billion in revenue, and ¥10 billion in ordinary income as its long-term vision. Over the medium to long term, key management strategies will include building a dominant store network in the Tohoku and northern Kanto regions, improving labour productivity, securing and developing store personnel, and developing new formats.」
The company continues to set long-term numerical targets for store count, revenue, and ordinary income, together with the principal strategies supporting them. - FY2021RestatedAnnual report
「Our group has established numerical targets of 1,000 stores, ¥100 billion in revenue, and ¥10 billion in ordinary income as its long-term vision. Over the medium to long term, key management strategies will include building a dominant store network in the Tohoku and northern Kanto regions, improving labour productivity, securing and developing store personnel, and developing new formats.」
The company continues to set long-term numerical targets for store count, revenue, and ordinary income, together with strategies focused on regional concentration, productivity, personnel, and new formats. - FY2020RestatedAnnual report
「Our group has established numerical targets of 1,000 stores, ¥100 billion in revenue, and ¥10 billion in ordinary income as its long-term vision. Over the medium to long term, key management strategies will include building a dominant store network in the Tohoku and northern Kanto regions, improving labour productivity, securing and developing store personnel, and developing new formats.」
The company continues to set long-term numerical targets for store count, revenue, and ordinary income, together with strategies focused on regional concentration, productivity, personnel, and new formats. - FY2019RestatedAnnual report
「Our group has established numerical targets of 1,000 stores, ¥100 billion in revenue, and ¥10 billion in ordinary income as its long-term vision. Over the medium to long term, key management strategies will include building a dominant store network in the Tohoku and northern Kanto regions, improving labour productivity, securing and developing store personnel, and developing new formats.」
The company continues to set long-term numerical targets for store count, revenue, and ordinary income, together with the principal strategies supporting them. - FY2018First statedAnnual report
「Our group has established numerical targets of 1,000 stores, ¥100 billion in revenue, and ¥10 billion in ordinary income as its long-term vision. Over the medium to long term, key management strategies will include building a dominant store network in the Tohoku and northern Kanto regions, improving labour productivity, securing and developing store personnel, and developing new formats.」
For the first time, the company clearly specified numerical targets for store count, revenue, and ordinary income as its long-term vision, and identified its store network, labour productivity, personnel, and new formats as its principal strategies.