Improving, Renovating and Rationalizing Foodservice Stores

「We are pursuing a prudent store-opening strategy and thorough cost management.」

「During the fiscal year, we opened 「おめで鯛焼き本舗ららぽーと門真店」 under the takeout format in July 2025, 「おめで鯛焼き本舗アリオ倉敷店」 in September, and 「おめで鯛焼き本舗天満屋ハピーズ西大寺店」 in March 2026, while closing 5 「おめで鯛焼き本舗」 stores. In addition, to rebuild our earnings structure, we closed all 5 stores under the delivery format 「上海エクスプレス」.」

「During the interim period, the company opened "おめで鯛焼き本舗ららぽーと門真店" in the takeaway format in July and "おめで鯛焼き本舗アリオ倉敷店" in September. Meanwhile, it closed 1 "おめで鯛焼き本舗" location in June and 1 in September.」

「During the fiscal year, the company closed 1 "燦鶏" location in the izakaya and restaurant format in May due to the expiration of its contract, but opened "おめで鯛焼き本舗安達太良サービスエリア上り線店" in July, "おめで鯛焼き本舗ららぽーと立川立飛店" in November, "おめで鯛焼き本舗イオンタウン楽々園店" in December, "おめで鯛焼き本舗ららぽーと和泉店" in January, and "おめで鯛焼き本舗マルート富山店" and "おめで鯛焼き本舗さんすて岡山店" in March.」

「During the interim period, we opened 「おめで鯛焼き本舗　安達太良サービスエリア上り線店」 in July.」

「Meanwhile, the company actively pursued the closure of unprofitable stores to achieve an early recovery in performance, closing a total of 5 locations in the izakaya and restaurant formats.」

「Of the 6 izakaya and restaurant locations closed in the first quarter, the company decided that 1 could become profitable in the future and changed its status to reopen for business. The company continues to position the takeaway brands "京鳥" (yakitori and prepared chicken dishes) and "おめで鯛焼き本舗" as growth drivers for this business, and following the opening of 4 locations in the first quarter, it opened "おめで鯛焼き本舗東武動物公園店" in September.」

「We positioned 「京鳥」, offering yakitori and chicken prepared dishes, and 「おめで鯛焼き本舗」 as growth drivers for the Company, opening 「京鳥グランデュオ蒲田店」, 「おめで鯛焼き本舗イオンモール豊川店」, 「おめで鯛焼き本舗アリオ上尾店」 and 「おめで鯛焼き本舗天王寺MIO店」 in April. Meanwhile, we actively proceeded with the closure of unprofitable stores to achieve an early recovery in performance, closing a total of 6 stores in the izakaya and restaurant formats: 3 「燦鶏」 stores, 1 「をどり」 store, 1 「牛傳」 store and 1 「ポポラマーマ」 store.」

「Meanwhile, the company actively pursued the closure of unprofitable stores to achieve an early recovery in performance. In the izakaya and restaurant formats, it closed 3 "一番どり" locations and 1 "ポポラマーマ" location, for a total of 4 locations. In the delivery format, it closed 6 "上海エクスプレス" locations.」

「Against this backdrop, we positioned the increasingly in-demand takeout brands 「京鳥」, offering yakitori and chicken prepared dishes, and 「おめで鯛焼き本舗」 as growth drivers for the Company, opening 「京鳥小田急新宿店」 as a relocated store in October and 「おめで鯛焼き本舗千葉C・one店」 in November. Meanwhile, during the cumulative third-quarter period, we proceeded with the closure of unprofitable stores, closing a total of 4 stores in the izakaya and restaurant formats: 3 「一番どり」 stores and 1 「ポポラマーマ」 store. In the delivery format, we closed 5 「上海エクスプレス」 stores.」

「In addition, 1 location of "ポポラマーマ" was closed in July.」

「One location of "京鳥" was opened in Chuo-ku, Tokyo, in June.」

「During the fiscal year, the company actively opened stores, including new formats developed with the post-COVID environment in mind, and closed unprofitable stores to achieve an early recovery in performance.」

「Meanwhile, 4 locations of the bento delivery brand "菱膳" for corporate customers were closed in June.」

「Under the taiyaki takeout brand 「おめで鯛焼き本舗」, we opened 1 store in Maebashi, Gunma Prefecture, in April and 1 store in Kawaguchi, Saitama Prefecture, in June, for a total of 2 stores.」

「During the fiscal year, we actively closed unprofitable stores to achieve an early recovery in performance. In the izakaya and restaurant formats, we closed a total of 10 stores: 6 「一番どり」 stores, 2 「郷どり燦鶏」 stores, 1 「をどり」 store and 1 「ポポラマーマ」 store. In the takeout brands, we opened 2 stores under the taiyaki brand 「おめで鯛焼き本舗」 while closing a total of 6 stores under 「おめで鯛焼き本舗」 and 「黄金鯛焼き」. In the delivery brands, we closed a total of 2 stores: 1 「上海エクスプレス」 store and 1 「菱膳」 store.」

「During the cumulative third-quarter period, we actively closed unprofitable stores to achieve an early recovery in performance. In the izakaya and restaurant formats, we closed a total of 9 stores: 6 「一番どり」 stores, 1 「郷どり燦鶏」 store, 1 「をどり」 store and 1 「ポポラマーマ」 store. In the takeout brands, we opened 2 stores under the taiyaki brand 「おめで鯛焼き本舗」 while closing a total of 4 stores under 「おめで鯛焼き本舗」 and 「黄金鯛焼き」. In the delivery brands, we closed a total of 2 stores: 1 「上海エクスプレス」 store and 1 「菱膳」 store.」

「During the cumulative second-quarter period, we actively closed unprofitable stores to achieve an early recovery in performance. In the izakaya and restaurant formats, we closed a total of 9 stores: 6 「一番どり」 stores, 1 「郷どり燦鶏」 store, 1 「をどり」 store and 1 「ポポラマーマ」 store. In the takeout brands, we opened 1 store under the taiyaki brand 「おめで鯛焼き本舗」 while closing a total of 4 stores under 「おめで鯛焼き本舗」 and 「黄金鯛焼き」. In the delivery brands, we closed a total of 2 stores: 1 「上海エクスプレス」 store and 1 「菱膳」 store.」

「During the cumulative first-quarter period, we closed 1 izakaya-format 「一番どり」 store and opened 1 store and closed 3 stores under the taiyaki brand 「おめで鯛焼き本舗」.」

「During the third quarter, we opened a company-operated 「京鳥」 store at Hiroshima Station and 2 「おめで鯛焼き本舗」 franchise stores in Miyagi and Oita prefectures, focusing on strengthening our business foundation with a view to stable growth.」

「During the second quarter, we opened a company-operated 「をどり」 food-court format store and 2 「おめで鯛焼き本舗」 franchise stores in Kumamoto and Aichi prefectures, while closing 1 company-operated 「京鳥」 store, focusing on strengthening our business foundation with a view to stable growth.」

「During the period, we transferred 1 store under the Chinese delivery brand 「上海エクスプレス」 to a franchise, converted the restaurant brand 「ＰＡＮＥ＆ＶＩＮＯ」 to 「グリルハーベスター」, and opened 「おめで鯛焼き本舗ラゾーナ川崎店」 at a relocated site in connection with renovations.」

「After carefully considering market changes and profitability, we decided to concentrate human resources and other management resources on high-profit stores by closing 5 stores in the taiyaki and prepared-food divisions and transferring 1 delivery store to a franchise owner.」

「In the food retail division, we opened 「京鳥パルコ津田沼店」 in October, centered on yakitori, prepared dishes and boxed meals, to expand our share of the prepared-food market, and 「おめで鯛焼き本舗マルイ錦糸町店」 in November as a new small-investment model store.」

「In the food retail division, we improved efficiency by closing 4 stores for which no significant improvement in performance was expected.」

「To concentrate management resources on high-profit stores, we closed 8 stores in total: 5 「おめで鯛焼き本舗」 stores, 1 restaurant and 2 other stores. In the delivery business, we transferred 3 stores to franchise owners: 2 under the Chinese delivery brand 「上海エクスプレス」 and 1 under the corporate boxed-meal delivery brand 「菱膳」.」

「In the restaurant business, we opened stores under the taiyaki-plus-one format to develop new markets in response to major changes in society. Following the takoyaki-and-taiyaki collaboration store 「おめで鯛焼き本舗金沢文庫店」, which opened in September, we opened 「おめで鯛焼き本舗マルイファミリー志木店」 in December as the first store under a new concept offering authentic Japanese confectionery and taiyaki.」

「In the restaurant business, we converted the format of 「天狗茶屋清瀬店」 in August and opened 「お好み処一番清瀬店」 as a new-concept store offering yakitori, taiyaki and rice bowls as an integrated offering. In September, we converted 「おめで鯛焼き本舗アピタ金沢文庫店」 from a conventional taiyaki specialty store into a full-scale collaboration store with takoyaki, opening it as the first store of its kind.」

「For new store openings, the company opened the fourth location of “焼鳥 炙り炭焼き をどり,” the Otemachi store, in May, and closed 2 unprofitable locations.」

「For our core formats, Ichiban Dori and Sanki, we have worked to increase revenue by improving each individual store.」