Strengthening the earnings base through selection and concentration
First written in FY2016. 9 of 21 entries say "Advanced", first in FY2021-Q2. Latest entry: FY2027-H1.
The whole theme swung hardest in 2019: 1 of 11 companies on the "Worse" side.
11 other companies' latest entry also says "Advanced".
- FY2027-H1AdvancedAnnual report
「For its core Osaka Ohsho brand, the Company sought to increase sales through fair menus and campaigns while streamlining unprofitable restaurants and optimizing selling, general and administrative expenses.」
As part of efforts to strengthen its earnings base through selection and concentration, it simultaneously pursued sales growth through fairs and campaigns, the closure of unprofitable restaurants, and the optimization of selling, general and administrative expenses. - FY2022ReframedAnnual report
「The company will further strengthen its business portfolio management and deepen its two core businesses, the restaurant business and the food business, while actively exploring new businesses that can become next-generation growth pillars, including expanding store openings in overseas Asian markets, launching an e-commerce business for the restaurant operations, and complementing the business through M&A and alliances.」
The description has been revised from conventional selectivity and focus and the streamlining of existing formats to business portfolio management, deepening the 2 existing businesses, and exploring next-generation growth pillars through new businesses, M&A and alliances. - FY2022-Q3AdvancedAnnual report
「In the restaurant business, under the difficult conditions created by the prolonged state of emergency, the company continued to pursue store scrapping and rebuilding, implemented measures to enhance the appeal of existing stores through store-by-store micromanagement, and actively responded to strong takeout demand during the COVID-19 pandemic.」
The company pursued the streamlining of unprofitable stores and new store openings, store-by-store micromanagement, and responses to takeout demand. As a result, the restaurant business recorded operating profit of ¥15 million, showing a steady recovery from an operating loss in the same period of the previous year. - FY2022-Q2AdvancedAnnual report
「This was attributable to the company's response to changes in the business environment during the COVID-19 pandemic at Osaka Ohsho brand stores, including streamlining unprofitable stores as in the previous fiscal year, actively opening new stores in locations near residential areas, and expanding takeout and delivery menus. The company also focused on differentiation from other stores through a community-based approach, including strengthening micromanagement by reviewing menu composition in detail for each store in order to provide the taste of each locality based on the characteristics of each area and store and enhance the appeal of individual stores.」
As a result of streamlining unprofitable stores, opening stores in residential areas, offering takeout and delivery, and reviewing menus by store, the restaurant business's operating loss decreased from ¥380 million in the cumulative second quarter of the previous year to ¥50 million. - FY2022-Q1AdvancedAnnual report
「In the restaurant business, the company continued to pursue store scrapping and rebuilding, implemented measures to enhance the appeal of existing stores through store-by-store micromanagement, and actively responded to strong demand for takeout during the COVID-19 pandemic. As a result, operating profit turned sharply positive from a loss in the previous fiscal year.」
The company states that, as a result of store scrapping and rebuilding, store-by-store micromanagement and its response to takeout demand, company-wide operating profit, including the restaurant business, turned positive from negative in the previous fiscal year. - FY2021-Q4AdvancedAnnual report
「The company recorded extraordinary losses of ¥974 million, mainly due to losses on the sale of a property held for lease in Hirakata, Osaka, and the active closure of unprofitable stores in consideration of measures to address the COVID-19 pandemic and future profitability, among other factors.」
The company states that it actively closed unprofitable stores after taking into account measures to address the COVID-19 pandemic and future profitability as part of its efforts to strengthen the earnings base through selectivity and focus. - FY2021-Q2AdvancedAnnual report
「At its restaurant operations, the company expanded takeout and delivery menus and actively captured demand for at-home consumption. While working to stimulate reasons to visit its restaurants by strengthening micromanagement, including detailed reviews of menu composition by region and store, it also actively pursued store scrapping and rebuilding and prepared for the full-scale resumption of business in the future.」
Specific measures to strengthen the earnings base through selectivity and focus include takeout and delivery, store-by-store menu reviews, and store scrapping and rebuilding. - FY2020-Q4RestatedAnnual report
「Going forward, for each format and brand in the Company’s restaurant and frozen-food businesses, we will return to the origins of the respective products and services while pursuing further refinement, strengthen product capabilities and improve their appeal to customers by creating hit products, and achieve further sales expansion.」
The company reconfirms its policy of returning each business, brand and format to its starting point and expanding sales by strengthening core products and creating hit products. - FY2020-Q2ReframedAnnual report
「Each business, brand and format is returning to the starting point for its respective products and services, while seeking to further expand sales of the company's manufactured products by strengthening core products and creating hit products.」
The company has expanded its description of strengthening the earnings base through selectivity and focus to encompass each business, brand and format returning to its starting point and expanding sales of core products and products manufactured in-house. - FY2017RestatedAnnual report
「In these circumstances, the group believes it must pursue selectivity and focus and continue to develop and provide products and services capable of withstanding consumers' increasingly selective purchasing decisions.」
The company reconfirms its commitment to maintaining the Osaka Ohsho brand as its earnings base and continuously developing and providing products and services through selectivity and focus. - FY2017-Q4RestatedAnnual report
「Against this backdrop, in the foodservice business, our group advanced the development of next-generation formats in parallel with the streamlining of existing formats.」
The company reconfirms its focus on selectivity by streamlining existing business formats while developing next-generation formats in parallel. - FY2017-Q3RestatedAnnual report
「In the foodservice business, we advanced the development of next-generation formats in parallel with the streamlining of existing formats.」
The company reconfirms its policy of pursuing selectivity and focus by streamlining existing business formats in parallel with developing next-generation business formats. - FY2016First statedAnnual report
「In these circumstances, the company believes it must pursue selectivity and focus and continue to develop and provide products and services capable of withstanding consumers' increasingly selective purchasing decisions.」
The company indicates that it is pursuing selectivity and focus with respect to its earnings base centered on the Osaka Ohsho brand.