Serving as a Platform for Business Succession at Small and Mid-Sized Food Companies
First written in FY2018. 4 of 9 entries say "Advanced", first in FY2019-Q2. Latest entry: 2026-10-15.
No other company in this theme has enough history to compare yet.
- 2026-10-15RestatedResults presentation
「当社はM&Aにより中小企業の存続と成⾧を図ることで持続的な解決策を提供」
後継者不在企業の受け皿としてM&Aを通じて中小企業の存続・成長を図る基本モデルを、決算説明資料でも再掲している。 - FY2026RestatedAnnual report
「To date, we have served as a platform for such companies and provided support in terms of personnel, physical resources and funding, while working to achieve the renewed growth of small and medium-sized enterprises and the revitalization of regional economies.」
The Company continues its basic model of serving as a platform for small and medium-sized companies facing issues such as the absence of successors, and supporting their renewed growth with personnel, physical resources and funding. - FY2025RestatedAnnual report
「To date, we have served as a platform for such companies and provided support in terms of personnel, physical resources and funding, while working to achieve the renewed growth of small and medium-sized enterprises and the revitalization of regional economies.」
The Company continues its basic model of serving as a platform for small and medium-sized food companies facing business succession or challenges in growing independently, and supporting their renewed growth with group resources. - FY2023RestatedAnnual report
「To date, we have served as a platform for such companies and supported them with personnel, physical resources and funding, thereby pursuing the renewed growth of small and medium-sized enterprises and the revitalization of regional economies.」
The Company reiterates its basic model of serving as a platform for small and medium-sized food companies facing business succession issues or challenges in growing independently, and supporting their renewed growth with group resources. - FY2020-Q2AdvancedAnnual report
「The Company acquired the shares because the owner-president was elderly. We believe that further growth for both companies can be achieved by mutually leveraging 森養魚場’s excellent ayu-farming technology and the Small and Medium-Sized Enterprise Support Platform being developed by the Company. We are also highly attracted to the company because it can stably supply high-quality farmed ayu as the nationwide harvest of wild ayu continues to decline. To further develop 森養魚場’s excellent ayu-farming technology, we will use the group’s management expertise and financial resources to improve the efficiency of aquaculture management. We will also pursue further growth by selling 森養魚場’s high-quality ayu through the group’s domestic distribution channels and its Asian distribution channels, particularly in Singapore.」
Specific measures are presented for advancing business succession from an elderly owner by mutually leveraging 森養魚場’s aquaculture technology, the group’s management expertise and financial resources, and domestic and Asian distribution channels. - FY2020-Q1AdvancedAnnual report
「The Company completed the acquisition on 3 June 2019.」
With regard to the succession of 森養魚場’s business in the context of the owner-president’s advancing age, the process proceeded to completion of the share acquisition. - FY2019AdvancedAnnual report
「We believe that further growth for both companies can be achieved by mutually leveraging the excellent ayu-farming technology of 株式会社森養魚場 and the Small and Medium-Sized Enterprise Support Platform being developed by the Company. We are also highly attracted to the company because it can stably supply high-quality farmed ayu as the nationwide harvest of wild ayu continues to decline.」
A new business succession example is presented in which 森養魚場 was acquired from its elderly owner-president, with the group’s management expertise and financial resources used to improve the efficiency of aquaculture management and sell products through domestic and Asian distribution channels. - FY2019-Q2AdvancedAnnual report
「When the owner-president announced the closure of the business because of his advanced age, many requests to keep the business operating were received from across Japan, and he decided to transfer the business to a third party. We will respect and carefully preserve the taste and customers of まるかわ食品 and keep the business operating. We also believe that further growth for both companies can be achieved by using our production management capabilities to increase production capacity, using the group’s distribution channels to increase sales, and using まるかわ食品’s recipes and brand strength as group resources, particularly by jointly developing products under that brand at our subsidiary 楽陽食品株式会社. Accordingly, the Company will acquire the target business through the newly established 株式会社まるかわ食品.」
The acquisition of まるかわ食品’s business following the closure announced by its elderly owner provides a concrete example of using production management, distribution channels, recipes, brand strength and joint product development as a vehicle for business succession. - FY2018First statedAnnual report
「To address the succession issues faced by small and medium-sized food companies throughout Japan, the group will resolve these issues by serving as a platform for their businesses through the Small and Medium-Sized Enterprise Support Platform being developed by the Company.」
The Company clearly sets out a basic business model in which the platform serves as a vehicle for addressing the succession issues of small and medium-sized food companies throughout Japan.