Strengthening Existing Stores through Food Preparation and Customer Service Capabilities and High-Value-Added Menus

「The Company continued to provide cooking training at each restaurant and focused on further improving service quality. At the same time, it improved profitability by optimizing selling, general and administrative expenses through measures including the closure of unprofitable restaurants and reductions in restaurant working hours.」

「Under its core Osaka Ohsho brand, in addition to the stable operation of its central kitchen in Hanyu, Saitama Prefecture, the Company introduced the I-Robo cooking robot mainly at company-operated stores and worked to improve store operating efficiency and maximize profits.」

「Under its core Osaka Ohsho brand, in addition to the stable operation of its central kitchen in Hanyu, Saitama Prefecture, the Company introduced the I-Robo cooking robot at 4 company-operated stores and worked to improve store operating efficiency and maximize profits.」

「Under its core Osaka Ohsho brand, in addition to the stable operation of its central kitchen in Hanyu, Saitama Prefecture, the Company introduced the I-Robo cooking robot at 3 model stores and worked to improve store operating efficiency and maximize profits.」

「Under its core Osaka Ohsho brand, the Company increased the number of stores supplied by its central kitchen in Hanyu, Saitama Prefecture, and improved its utilization rate, laying the groundwork for a dominant store presence in the Kanto region. It also worked to improve store profitability through various initiatives, including the introduction of the I-Robo cooking robot.」

「In the food service business, under the Osaka Ohsho format, in addition to continuing to rationalize unprofitable stores, the Company actively opened new stores in locations near residential areas and responded to changes in the business environment during the COVID-19 pandemic by expanding takeaway and delivery menus. It also worked to revitalize existing stores through the development of limited-time menus and the introduction of micromanagement.」

「Under the Osaka Ohsho format, in addition to continuing to rationalize unprofitable stores, the Company actively opened new stores in locations near residential areas and responded to changes in the business environment during the COVID-19 pandemic by expanding takeaway and delivery menus. It also worked to revitalize existing stores through the development of limited-time menus and the introduction of micromanagement.」

「While working to generate new reasons for customers to visit by strengthening micromanagement and closely reviewing menu offerings to highlight “the taste of this neighborhood” based on the characteristics of each area and store, the Company actively pursued store closures and rebuilds.」

「In the food service business, as Osaka Ohsho stores reached their 50th anniversary, the Company accelerated renovations themed around “Back to our roots,” using features such as yellow signs and red curtains to evoke the nostalgic Chinese diners of the brand’s founding era. It also launched new menus and limited-time products one after another to expand sales.」

「In the food service business, as Osaka Ohsho stores reached their 50th anniversary, the Company accelerated renovations themed around “Back to our roots,” using yellow signs and red curtains to evoke the nostalgic Chinese diners of the brand’s founding era. It also launched new menus and limited-time products one after another to expand sales.」

「The Company opened an academy for Osaka Ohsho in April 2019 and is working to enhance the service value of the Osaka Ohsho business as a whole, including by improving QSC, developing human resources, and developing menus.」

「While continuing efforts to address the increasingly challenging business environment as a new opportunity for innovation, including further advancing the “knife-free, prep-free” initiative to reduce labor costs, the Company is working to further enhance the brand value of Osaka Ohsho, which will celebrate its 50th anniversary in September this year. It has begun introducing, in stages, store facades centered on the color yellow to evoke the brand’s founding era under the slogan “Back to our roots.”」

「The Company completely revamped its core Ganso Gyoza product and began selling a new product designed to appeal more strongly to customers as an “addictive core product,” with enhanced meatiness, chewiness and eating satisfaction. It also continued to actively open new stores across its Osaka Ohsho, ramen, and café and bakery formats, while steadily advancing efforts to improve the efficiency of existing stores through its “knife-free, prep-free” initiative.」

「To respond to labor market conditions in Japan, where labor supply and demand are expected to become increasingly tight, the Company advanced the development of Osaka Ohsho stores designed to improve operating efficiency through the introduction of automated cooking equipment and pre-cut vegetables, among other measures.」

「The Company advanced the introduction of partially prepared ingredients, such as pre-cut vegetables, to mitigate labor shortages at company-operated and franchised stores through greater operating efficiency.」

「The Company considered introducing partially prepared ingredients, such as pre-cut vegetables, to mitigate labor shortages at company-operated and franchised stores through greater operating efficiency.」

「At its existing formats, the Company worked to develop new formats and products, including by launching menus with enhanced quality in terms of ingredients and portion sizes.」

「At its existing formats, the Company worked to improve in-store sales at franchised stores, which also contributed to raising the proportion of ingredient sales by the Group.」

「At its existing formats, the Company worked to increase group sales by launching new menus while restraining increases in advertising and sales promotion expenses, thereby raising the proportion of ingredient sales by the Group to in-store sales.」

「At its existing formats, the Company worked to increase group sales by launching new menus while restraining increases in advertising and sales promotion expenses, thereby raising the proportion of ingredient sales by the Group to in-store sales.」

「In its existing formats, the Company worked to create new value by launching new menu items and to increase the proportion of food-material sales from the Group to front-line restaurant sales.」

「Under its core Osaka Ohsho brand, the Company worked to strengthen in-store sales capabilities by improving food preparation and customer service skills and selling premium menus based on the concept of “Bite into exquisite meat-based Chinese cuisine!”」