Securing profits and earnings power through a new business model and business structure reform
First written in FY2016. 23 of 31 entries say "Restated". Latest entry: FY2027-H1.
27 other companies' latest entry also says "Restated".
- FY2027-H1RestatedAnnual report
「Under the "Bull-Dog Group Long-Term Vision BGI2032," we are pursuing the business with the basic strategies of domestic operations, overseas operations, and value chain (VC) operations, aiming to become the Bull-Dog Group that creates the world's sauces.」
Under the long-term vision, the company is reaffirming its direction of strengthening its business structure and management foundation through 3 strategies: domestic operations, overseas operations, and the value chain. - FY2026ReframedAnnual report
「Under the 11th Medium-Term Management Plan, “B-Challenge2025,” covering fiscal 2023 through fiscal 2025, the Company implemented the three themes comprising the basic strategies of its long-term vision, “BGI 2032”: domestic strategy, overseas strategy and VC strategy. …In fiscal 2026, the Company will further expand strategies that are gaining traction and change the execution methods for strategies that have struggled.」
Looking back on the B-Challenge2025 planning period, the Company is shifting its focus from fiscal 2026 onward to expanding strategies that are gaining traction and changing the execution methods for strategies that have struggled under the long-term vision BGI 2032. - FY2026-H1RestatedAnnual report
「In the final year of the 11th Medium-Term Management Plan, “B-Challenge2025,” the Group implemented three new growth strategies: domestic strategy, overseas strategy and VC (value chain) strategy.」
In the final year of the 11th Medium-Term Management Plan, the Company is reaffirming its policy of implementing three themes: domestic, overseas and value-chain strategies. - FY2025AdvancedAnnual report
「The TATEBAYASHI Creation Center, which began operations last year, has been gradually increasing its production capacity through additional capital investment and process improvements.」
The Company states that TCC has progressed to a stage where its production capacity is improving through additional capital investment and process improvements after operations began. - FY2025-H1RestatedAnnual report
「TCC, which began full-scale operations in January 2024, will work to further improve productivity in order to support future sales growth.」
The Company has indicated a policy of continuing to improve productivity and earnings after TCC began full-scale operations in support of sales growth. Meanwhile, the interim consolidated accounting period resulted in an operating loss due to higher depreciation and raw-material costs. - FY2024-Q1RestatedAnnual report
「In the first year of the 11th Medium-Term Management Plan, “B-Challenge2025,” the Group set out the following three basic strategic themes and worked to review and transform its organization in anticipation of new growth.」
As the first year of the 11th Medium-Term Management Plan, the Company is reaffirming its policy of reviewing and transforming its organization. - FY2023ReframedAnnual report
「The Company formulated the 11th Medium-Term Management Plan, “B-Challenge2025,” beginning in fiscal 2023, and will implement the following three basic strategic themes.」
The strategic framework is changing from strengthening the management platform and earnings power through initiatives such as B-UP120 to transforming management across Japan, overseas markets and the value chain under the 11th Medium-Term Management Plan, “B-Challenge2025.” - FY2023-Q3RestatedAnnual report
「In September 2022, BULL-DOG SAUCE CO.,LTD. celebrated its 120th anniversary. In the final year of the 10th Medium-Term Management Plan, “B-UP120” (fiscal 2020 to fiscal 2022), which aimed to maximize group strength and employee capabilities in order to strengthen the Group for its next stage of overseas expansion and business-domain expansion, the Company worked to achieve: ① Brush Up of its capital and financial strategy (energizing the circulation of funds), ② Brush Up of its production system (major investment to improve productivity), and ③ Brush Up of marketing (taking on untapped and underdeveloped areas).」
As the final year of the 10th Medium-Term Management Plan, “B-UP120,” the Company continues initiatives based on three basic policies: overseas expansion and business-domain expansion, and capital, production and marketing. - FY2023-Q2RestatedAnnual report
「In September 2022, ブルドックソース marked its 120th anniversary. To further develop the Group for its next new stage, overseas expansion and expansion of its business domains, it is working to achieve the goals of the 10th Medium-Term Management Plan, “B-UP120” (fiscal 2020–fiscal 2022), with the goal of maximizing the strength of the Group and its employees and the following policies: ① Capital and Financial Strategy Brush UP (activating the circulation of funds), ② Production Structure Brush UP (large-scale investment to improve productivity), and ③ Marketing Brush UP (taking on undeveloped and under-served areas).」
As the final year of the 10th Medium-Term Management Plan, “B-UP120,” the Company continues initiatives based on three policies: overseas expansion and business-domain expansion, and capital, production and marketing. - FY2023-Q1RestatedAnnual report
「In fiscal 2022, ブルドックソース will mark its 120th anniversary. To further develop the Group for its next new stage, overseas expansion and expansion of its business domains, it is pursuing the achievement of its goals under the 10th Medium-Term Management Plan, “B-UP120” (fiscal 2020–fiscal 2022), with the goal of maximizing the strength of the Group and its employees and the following basic policies: ① Capital and Financial Strategy Brush UP (activating the circulation of funds), ② Production Structure Brush UP (large-scale investment to improve productivity), and ③ Marketing Brush UP (taking on undeveloped and under-served areas).」
In the final year of the 10th Medium-Term Management Plan, “B-UP120,” the Group continues to pursue overseas expansion, expansion of its business domains, and the three basic policies covering capital, production and marketing. - FY2022RestatedAnnual report
「The current consolidated fiscal year is the second year of the Group’s 10th Medium-Term Management Plan, “B-UP120” (fiscal 2020–fiscal 2022). With the goal of maximizing the strength of the Group and its employees, the Group is working to further develop itself for the next new stage, overseas expansion and expansion of its business domains,」
The Group has reaffirmed its policy under the 10th Medium-Term Management Plan, “B-UP120,” of pursuing overseas expansion, expanding its business domains, and maximizing the strength of the Group and its employees. - FY2022-Q1RestatedAnnual report
「In preparation for its next new stage, overseas expansion and expansion of its business domains, the Group formulated its 10th Medium-Term Management Plan, “B-UP120” (fiscal 2020–fiscal 2022), to further develop the Group on the occasion of its 120th anniversary in 2022. With the goal of maximizing the strength of the Group and its employees, it established the following three basic policies and is pursuing them: ① Capital and Financial Strategy Brush UP (activating the circulation of funds), ② Production Structure Brush UP (large-scale investment to improve productivity), and ③ Marketing Brush UP (taking on undeveloped and under-served areas).」
The Company continues to strengthen its business structure and management foundation in line with the three basic policies of the 10th Medium-Term Management Plan, “B-UP120.” - FY2021-Q3RestatedAnnual report
「Meanwhile, the Group continued to thoroughly review and reform operations through various operational and work-style reforms, revisions to related systems, and initiatives to enhance Group synergies.」
The Group continues operational reform, revisions to systems accompanying work-style reform, and reviews of operations aimed at improving Group synergies. - FY2021-Q2AdvancedAnnual report
「The Group believes that, precisely because it faces such difficult conditions, operational reform, meaning higher productivity in every aspect of its operations, is the top priority. In conjunction with initiatives to prevent the spread of COVID-19, it has promoted working from home, encouraged employees to take paid leave, introduced staggered working hours with flexible start and finish times, held meetings by videoconference, and conducted remote business meetings for sales activities.」
The Group has defined operational reform as improving productivity and implemented specific measures including working from home, staggered working hours, videoconferencing and remote business meetings. - FY2020RestatedAnnual report
「Against this backdrop, the Group continued to strengthen its management foundation under the themes of ① promoting operational reform, ② establishing the new brand, and ③ expanding sales of foodservice products.」
The Company continues to strengthen its management foundation as an annual policy through operational reform, establishing the new brand and expanding sales of foodservice products. - FY2020-Q3RestatedAnnual report
「Even amid the recent deflationary economy, we are working to improve production efficiency by reviewing production processes and to further reform our business structure, thereby strengthening our management base and improving the earnings power of our core businesses.」
The Company continues to strengthen its management foundation and the earnings power of its core businesses by reviewing production processes and reforming its business structure. - FY2020-Q2RestatedAnnual report
「Against this backdrop, the Group continued to strengthen its management foundation under this fiscal year’s themes: ① promoting operational reform, ② establishing the new brand, and ③ expanding sales of foodservice products.」
Operational reform, establishing the new brand and expanding sales of foodservice products continue as themes for the current fiscal year. - FY2020-Q1ReframedAnnual report
「Against this backdrop, the Group is strengthening its management foundation under this fiscal year’s themes: ① promoting operational reform, ② establishing the new brand, and ③ expanding sales of foodservice products.」
Rather than the previous focus on reviewing production processes and reforming the business structure, the Company has organized this fiscal year’s themes around operational reform, establishing the new brand and expanding sales of foodservice products. - FY2019-Q3RestatedAnnual report
「Even amid the recent deflationary economy, we are working to improve production efficiency by reviewing production processes and to further reform our business structure, thereby strengthening our management base and improving the earnings power of our core businesses.」
The Company continues to strengthen its management foundation and the earnings power of its core businesses by reviewing production processes and reforming its business structure. - FY2019-Q2RestatedAnnual report
「Against this backdrop, to achieve the medium-term management plan, the Group continued to strengthen its management foundation under this fiscal year’s themes: ① considering an optimal production structure, ② promoting work-style reform, and ③ creating further Group synergies.」
The themes for the current fiscal year and the continuation of efforts to strengthen the management foundation toward achieving the medium-term management plan have been reaffirmed. - FY2019-Q1RestatedAnnual report
「Against this backdrop, to achieve the medium-term management plan, the Group is strengthening its management foundation under this fiscal year’s themes: ① promoting work-style reform, ② considering an optimal production structure, and ③ creating further Group synergies.」
The direction of strengthening the management foundation by setting specific themes for the current fiscal year to achieve the medium-term management plan has been reaffirmed. - FY2018RestatedAnnual report
「To respond to the long-standing support of its customers, the Company will establish a structure capable of providing new value adapted to change in every era and work to strengthen its management foundation as its next step.」
The Company states that establishing a structure capable of providing new value and strengthening its management foundation are ongoing policies under its business-structure reform. - FY2018-Q2RestatedAnnual report
「Even amid the recent deflationary economy, we are working to improve production efficiency by reviewing production processes and to further reform our business structure, thereby strengthening our management base and improving the earnings power of our core businesses.」
The direction of strengthening earnings power by improving production efficiency and reforming the business structure has been reaffirmed. - FY2018-Q1RestatedAnnual report
「Even amid the recent deflationary economy, we are working to improve production efficiency by reviewing production processes and to further reform our business structure, thereby strengthening our management base and improving the earnings power of our core businesses.」
The direction of strengthening earnings power by reviewing production processes and reforming the business structure has been reaffirmed. - FY2017RestatedAnnual report
「Even amid the recent deflationary economy, we are working to improve production efficiency by reviewing production processes and to further reform our business structure, thereby strengthening our management base and improving the earnings power of our core businesses.」
The Company continues to strengthen earnings power by reviewing production processes and reforming its business structure. - FY2017-Q3RestatedAnnual report
「Even amid the recent deflationary economy, we are working to improve production efficiency by reviewing production processes and to further reform our business structure, thereby strengthening our management base and improving the earnings power of our core businesses.」
The direction of strengthening the management foundation and the earnings power of core businesses by reviewing production processes and reforming the business structure has been reaffirmed. - FY2017-Q2RestatedAnnual report
「Even amid the recent deflationary economy, we are working to improve production efficiency by reviewing production processes and to further reform our business structure, thereby strengthening our management base and improving the earnings power of our core businesses.」
Reaffirms the plan to strengthen the management base and the earnings power of core businesses through production process reviews and business structure reform. - FY2017-Q1RestatedAnnual report
「Even amid the recent deflationary economy, we are working to improve production efficiency by reviewing production processes and to further reform our business structure, thereby strengthening our management base and improving the earnings power of our core businesses.」
Reaffirms the plan to strengthen earnings power by improving production efficiency and reforming the business structure. - FY2016First statedAnnual report
「Securing profits through the development of a new business model has become an urgent priority.」
Indicates a direction of strengthening the management base and the earnings power of core businesses by reviewing production processes and reforming the business structure.