Developing New Solutions Through Vertical and Horizontal Integration
First written in FY2016. 19 of 27 entries say "Restated". Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026RestatedAnnual report
「The company will also actively pursue capital and business alliances in new business areas expected to generate synergies through vertical and horizontal integration with the existing businesses described above.」
The company continues to expand into new areas through vertical and horizontal integration with its existing businesses and capital and business alliances. - FY2025AdvancedAnnual report
「(Wholesale flower business) ● Business expansion through business succession ⇒ Strengthening relationships with companies in the same industry and M&A involving intermediaries and trading companies」
The company is putting vertical and horizontal integration with its existing businesses into practice through stronger relationships with companies in the same industry and business succession via M&A involving intermediaries and trading companies. - FY2024RaisedAnnual report
「● Strengthening the functions of the new holding company structure and diversifying the business through M&A ⇒ Strengthening the business through proactive investment in priority businesses using more efficient Group funding, and enhancing earnings power through M&A and business selection and concentration」
In addition to the existing vertical and horizontal integration and capital and business alliances, the plan for the fiscal years ending June 2025 through June 2027 explicitly includes business diversification through M&A, more efficient use of funds, and business selection and concentration. - FY2023AdvancedAnnual report
「Reason for the increase in the number of shares: the company determined that expanding its business and generating sales through a capital and business alliance would contribute to realizing its medium- to long-term corporate philosophy.」
The company disclosed the acquisition of ¥10.001 million in unlisted shares to expand its business and generate sales through a capital and business alliance. - FY2023-Q3AdvancedAnnual report
「Under these circumstances, the business continued pursuing synergies between the fresh flower wholesale business (domestic distribution) and the floral altar business, while implementing initiatives to fundamentally reform its logistics system and measures to minimise the impact of the COVID-19 pandemic. However, due to the impact of higher cost ratios, operating profit was ¥37.462 million, up 175.6% year on year.」
The company continued to pursue synergies among its existing flower-related businesses and reform its logistics system, resulting in a 175.6% year-on-year increase in operating profit from the wholesale flower business. - FY2023-Q2RestatedAnnual report
「Under these circumstances, the business continued pursuing synergies between the fresh flower wholesale business (domestic distribution) and the floral altar business, while implementing initiatives to fundamentally reform its logistics system and measures to minimise the impact of the COVID-19 pandemic. As a result, operating profit was ¥25.877 million, up 209.7% year on year.」
The company continued to pursue synergies among its existing businesses and reform its logistics system. - FY2022AdvancedAnnual report
「April 2022: Sales business alliance agreement, 株式会社ビューティ花壇 and 株式会社マイクロウェーブ, for 4 years from 1 April 2022 (automatically renewed annually for 1 year)」
As a specific example of expanding into new areas through collaboration with existing businesses, the company entered into a sales business alliance agreement with 株式会社マイクロウェーブ. - FY2022-Q3RestatedAnnual report
「Under these circumstances, the business continued pursuing synergies between the fresh flower wholesale business (domestic distribution) and the floral altar business and implementing initiatives to fundamentally reform its logistics system, while also implementing measures to minimise the impact of the COVID-19 pandemic. However, due to the impact of higher cost ratios, operating profit was ¥13.591 million, down 52.4% year on year.」
The company continued to pursue synergies between its existing wholesale flower business and floral altar arrangement business and reform its logistics system. - FY2022-Q2RestatedAnnual report
「Against this backdrop, the business continued to pursue synergies between the fresh-flower wholesale business (domestic distribution) and the fresh-flower altar business while implementing initiatives to fundamentally reform its logistics system. It also implemented measures to minimize the impact of COVID-19. However, due to the impact of higher cost ratios, operating profit was ¥8.354 million, down 63.7% year on year.」
The company continued to pursue synergies among its existing flower-related businesses and reform its logistics system. - FY2022-Q1RestatedAnnual report
「Against this backdrop, the business continued to pursue synergies between the fresh-flower wholesale business (domestic distribution) and the fresh-flower altar business while implementing initiatives to fundamentally reform its logistics system. It also implemented measures to minimize the impact of COVID-19.」
The company continued to pursue synergies among its existing businesses and reform its logistics system. - FY2021RestatedAnnual report
「The company will also actively pursue capital and business alliances in new business areas expected to generate synergies through vertical and horizontal integration with the existing businesses described above.」
The company continued to create synergies through vertical and horizontal integration with its existing businesses and pursue capital and business alliances in new areas. - FY2021-Q3RestatedAnnual report
「Under these circumstances, the business continued pursuing synergies between the fresh flower wholesale business (domestic distribution) and the floral altar business and implementing initiatives to fundamentally reform its logistics system. It also focused on transactions aimed at securing profits in order to minimise the impact of the COVID-19 pandemic. As a result, operating profit was ¥28.547 million, up 21.6% year on year.」
The company continued to pursue synergies between its existing wholesale flower business and floral altar arrangement business, reform its logistics system, and conduct transactions aimed at securing profit. - FY2021-Q2AdvancedAnnual report
「Under these circumstances, the business continued pursuing synergies between the fresh flower wholesale business (domestic distribution) and the floral altar business and implementing initiatives to fundamentally reform its logistics system. It also focused on transactions aimed at securing profits in order to minimise the impact of the COVID-19 pandemic. As a result, operating profit was ¥22.997 million, up 139.3% year on year.」
The company pursued synergies between its existing wholesale flower business and floral altar arrangement business and reformed its logistics system. As a result of transactions aimed at securing profit, operating profit increased 139.3% year on year. - FY2020AdvancedAnnual report
「March 2020: 株式会社クレア became a subsidiary through the acquisition of its shares (currently a consolidated subsidiary)」
The company acquired shares in 株式会社クレア, making it a subsidiary and adding a consolidated subsidiary responsible for the floral altar arrangement business. - FY2020-Q3RestatedAnnual report
「Against this backdrop, the Group implemented various measures under the final year of its medium-term management plan, whose priority objectives were to expand sales in the core floral funeral altar business, strengthen and upgrade logistics services in the wholesale flower business, strengthen the administrative functions, and horizontally expand into adjacent businesses.」
In the final year, the company continued with its plan to strengthen logistics and administrative functions and expand horizontally into peripheral businesses centered on its core business. - FY2020-Q1RestatedAnnual report
「Against this backdrop, the Group implemented various measures under the final year of its medium-term management plan, whose priority objectives were to expand sales in the core floral funeral altar business, strengthen and upgrade logistics services in the wholesale flower business, strengthen the administrative functions, and horizontally expand into adjacent businesses.」
In the final year, the company continued with its plan to strengthen logistics and administrative functions and expand horizontally into peripheral businesses centered on its core business. - FY2019RestatedAnnual report
「The company will also actively pursue capital and business alliances in new business areas expected to generate synergies through vertical and horizontal integration with the existing businesses described above.」
The company continues to expand into new areas through vertical and horizontal integration and capital and business alliances based on its existing flower-related businesses. - FY2019-Q3RestatedAnnual report
「Against this backdrop, the Group implemented various measures under the second year of its medium-term management plan, whose priority objectives were to expand sales in the core floral funeral altar business, strengthen and upgrade logistics services in the wholesale flower business, strengthen the administrative functions, and horizontally expand into adjacent businesses.」
The company continued into the second year with its plan to strengthen logistics and expand horizontally into peripheral businesses centered on its core business. - FY2019-Q2RestatedAnnual report
「Against this backdrop, the Group implemented various measures under the second year of its medium-term management plan, whose priority objectives were to expand sales in the core floral funeral altar business, strengthen and upgrade logistics services in the wholesale flower business, strengthen the administrative functions, and horizontally expand into adjacent businesses.」
The company continued into the second year with its plan to strengthen logistics and expand horizontally into peripheral businesses centered on its core business. - FY2019-Q1RestatedAnnual report
「Against this backdrop, the Group implemented various measures under the second year of its medium-term management plan, whose priority objectives were to expand sales in the core floral funeral altar business, strengthen and upgrade logistics services in the wholesale flower business, strengthen the administrative functions, and horizontally expand into adjacent businesses.」
The company continued into the second year with its plan to strengthen logistics and expand horizontally into peripheral businesses centered on its core business. - FY2018RestatedAnnual report
「The company will also actively pursue capital and business alliances in new business areas expected to generate synergies through vertical and horizontal integration with the existing businesses described above.」
The company continues to expand into new areas through vertical and horizontal integration and capital and business alliances based on its existing flower-related businesses. - FY2018-Q1RestatedAnnual report
「Against this backdrop, the Group newly formulated a medium-term management plan beginning with the fiscal year ending June 2018, focused on expanding sales in the core floral funeral altar business, strengthening and upgrading logistics services in the wholesale flower business, strengthening the administrative functions, and horizontally expanding into adjacent businesses, and has implemented various measures.」
The company continues to pursue a policy of expanding horizontally into peripheral businesses centered on its existing businesses as a key objective of its new medium-term management plan. - FY2017RestatedAnnual report
「The company will also actively pursue capital and business alliances in new business areas expected to generate synergies through vertical and horizontal integration with the existing businesses described above.」
The company continues to expand into new areas through vertical and horizontal integration and capital and business alliances, based on its existing flower-related businesses. - FY2017-Q3RestatedAnnual report
「As noted above, the company split off the business to マイ・サクセス株式会社 and is also focusing on efforts to fundamentally reform its logistics system while pursuing synergies between the existing wholesale flower business in domestic distribution and the floral altar arrangement business.」
Following the company split, the company continued to pursue synergies between the wholesale flower business and the floral altar arrangement business and reform its logistics system. - FY2017-Q2RestatedAnnual report
「As noted above, the company split off the business to マイ・サクセス株式会社 and focused on efforts to fundamentally reform its logistics system while pursuing synergies between the existing wholesale flower business in domestic distribution and the floral altar arrangement business. As a result, the operating loss was ¥9.031 million, compared with operating profit of ¥58.980 million in the same period of the previous year.」
Following the company split, the company continued to pursue synergies between the wholesale flower business and the floral altar arrangement business and reform its logistics system. - FY2017-Q1RestatedAnnual report
「As noted above, the company split off the business to マイ・サクセス株式会社 and is also focusing on efforts to fundamentally reform its logistics system while pursuing synergies between the existing wholesale flower business in domestic distribution and the floral altar arrangement business.」
Following the company split, the company continued to pursue synergies between the wholesale flower business and the floral altar arrangement business and reform its logistics system. - FY2016First statedAnnual report
「With the Group's existing businesses in floral altar arrangements, wholesale flowers, and bridal floral decorations as its core, the Group has been providing new solution models to funeral and wedding service operators and new customers by pursuing vertical and horizontal integration of businesses expected to generate synergies.」
The company describes a strategy of providing new solutions through vertical and horizontal integration centered on its existing flower-related businesses.