Becoming the Industry’s Cost Leader and Expanding Market Share
First written in FY2016. 25 of 30 entries say "Restated". Latest entry: FY2026.
1 other company's latest entry also says "Restated".
- FY2026RestatedAnnual report
「Our basic policy under the medium-term management plan is to enhance Group earnings power and promote sustainability management under the new holding-company structure, thereby leading to higher corporate value and a higher share price. As an integrated Group, we aim to use technology to evolve and preserve the culture of flowers and ceremonial occasions, thereby contributing to richer lives and hearts for people.」
The company continues to pursue its basic policies centered on a holding company structure, strengthening group earnings power, sustainability management, and the use of technology. - FY2026-H1RestatedAnnual report
「Against this backdrop, the Group has worked to strengthen its management base, improve the profitability of each business, and establish a structure for sustainable growth, based on the medium-term management plan's basic policy of enhancing Group earnings power and corporate value through the promotion of sustainability management.」
The company continues to pursue the new medium-term management plan’s basic policies of strengthening Group earnings power, promoting sustainability management and enhancing corporate value, together with strengthening the management platform and improving profitability in each business. - FY2025Sales plan achieved, but profit and ROE targets missedAnnual report
「The Group had set its plan for the fiscal year ending June 2025 at net sales of ¥7,600 million, operating income of ¥110 million, net income attributable to owners of the parent of ¥70 million, and ROE of 12.3%. Against the plan, each business generally performed well, and net sales increased year on year, in line with the plan. Profitability, however, was mixed. The wholesale flower business recorded higher profit despite the impact of rising costs, while the floral funeral altar business, bridal floral decoration business and other businesses reported declines from the previous fiscal year. Although the company recorded extraordinary income in connection with the transfer of shares in SHF, Inc., a consolidated subsidiary, ROE ultimately came to 7.4%, below the planned level.」
For the fiscal year ending June 2025, the company achieved its net sales plan but did not achieve its operating income, net income or ROE plans. - FY2025-H1RestatedAnnual report
「The Group is working under the basic policy of the new medium-term management plan launched this fiscal year, namely, “enhancing Group earnings power under the new structure and promoting sustainability management to increase corporate value and raise the share price,” with “strengthening the management platform,” “expanding sales in each business (strengthening Group earnings power),” and “promoting sustainability management and enhancing corporate value” as its priority strategies.」
The company continues to implement the basic policy and 3 priority strategies of the new medium-term management plan during the fiscal year beginning in July 2024. - FY2024ReframedAnnual report
「Our basic policy under the medium-term management plan is to enhance Group earnings power and promote sustainability management under the new holding-company structure, thereby leading to higher corporate value and a higher share price. As an integrated Group, we aim to use technology to evolve and preserve the culture of flowers and ceremonial occasions, thereby contributing to richer lives and hearts for people.」
Having completed the final year of the medium-term management plan beginning in the fiscal year ending June 2022, the new plan for the fiscal years ending June 2025 through June 2027 places the holding-company structure, sustainability management and the use of technology at the forefront of its basic policy. - FY2024-Q2RestatedAnnual report
「In the final year of its medium-term management plan, the Group is working under the basic policy of “achieving sustainable growth by improving the profitability of existing businesses and creating new businesses, thereby leading to higher corporate value and a higher share price,” with “expanding sales in the core business,” “strengthening the business platform,” “launching new services and expanding new businesses,” and “enhancing corporate value” as its priority strategies.」
In the final year of the medium-term management plan beginning in the fiscal year ending June 2022, the company continues to pursue improving the profitability of existing businesses, expanding core-business sales, launching new services and creating new businesses, and enhancing corporate value as priority strategies. - FY2024-Q1RestatedAnnual report
「In the final year of its medium-term management plan, the Group is working under the basic policy of “achieving sustainable growth by improving the profitability of existing businesses and creating new businesses, thereby leading to higher corporate value and a higher share price,” with “expanding sales in the core business,” “strengthening the business platform,” “launching new services and expanding new businesses,” and “enhancing corporate value” as its priority strategies.」
The medium-term management plan beginning in the fiscal year ending June 2022 has entered its final year, and the company continues its basic policies and priority strategies, including improving the profitability of existing businesses, creating new businesses and expanding core-business sales. - FY2023RestatedAnnual report
「We aim to expand market share and establish an overwhelming competitive advantage as the industry's cost leader in our core floral funeral altar business, strengthen and upgrade logistics services as medium-term management objectives, and grow as a comprehensive lifestyle solutions provider capable of supporting customers' enriched lives as one integrated Group.」
The company continues to set becoming the industry cost leader, expanding market share, strengthening and upgrading logistics services, and growing into a comprehensive lifestyle solutions company as its medium-term management objectives. - FY2023-Q3RestatedAnnual report
「In the second year of the medium-term management plan, the Group is working under the basic policy of “achieving sustainable growth by improving the profitability of existing businesses and creating new businesses, thereby leading to higher corporate value and a higher share price,” with “expanding sales in the core business,” “strengthening the business platform,” “launching new services and expanding new businesses,” and “enhancing corporate value” as its priority strategies.」
The company continues to maintain the basic policy and 4 priority strategies of the medium-term management plan, now in its second year. - FY2023-Q1RestatedAnnual report
「In the second year of the medium-term management plan, the Group is working under the basic policy of “achieving sustainable growth by improving the profitability of existing businesses and creating new businesses, thereby leading to higher corporate value and a higher share price,” with “expanding sales in the core business,” “strengthening the business platform,” “launching new services and expanding new businesses,” and “enhancing corporate value” as its priority strategies.」
The medium-term management plan beginning in the fiscal year ending June 2022 has entered its second year, and the company continues to pursue its basic policies and priority strategies, including improving the profitability of existing businesses, creating new businesses and enhancing corporate value. - FY2022-Q3RestatedAnnual report
「The Group launched a new medium-term management plan beginning in the fiscal year ending June 2022. Its basic policy is to “achieve sustainable growth by improving the profitability of existing businesses and creating new businesses, thereby leading to higher corporate value and a higher share price.” Its priority strategies are “expanding sales in the core business,” “strengthening the business platform,” “launching new services and expanding new businesses,” and “enhancing corporate value,” and we are working to implement them.」
The company continues to implement the basic policy and 4 priority strategies of the new medium-term management plan beginning in the fiscal year ending June 2022. - FY2022-Q2RestatedAnnual report
「The Group launched a new medium-term management plan beginning in the fiscal year ending June 2022. Its basic policy is to “achieve sustainable growth by improving the profitability of existing businesses and creating new businesses, thereby leading to higher corporate value and a higher share price.” Its priority strategies are “expanding sales in the core business,” “strengthening the business platform,” “launching new services and expanding new businesses,” and “enhancing corporate value,” and we are working to implement them.」
The company continues to implement the basic policy and 4 priority strategies of the new medium-term management plan beginning in the fiscal year ending June 2022. - FY2022-Q1ReframedAnnual report
「In this environment, the Group launched a new medium-term management plan beginning in the fiscal year ending June 2022. Its basic policy is to “achieve sustainable growth by improving the profitability of existing businesses and creating new businesses, thereby leading to higher corporate value and a higher share price.” Its priority strategies are “expanding sales in the core business,” “strengthening the business platform,” “launching new services and expanding new businesses,” and “enhancing corporate value,” and we are working to implement them.」
With the launch of the new medium-term management plan, the focus has been reorganized from the previous wording of becoming the industry cost leader and expanding market share to priority strategies centered on improving profitability, the business platform, new services and businesses, and corporate value enhancement. - FY2021RestatedAnnual report
「We aim to expand market share and establish an overwhelming competitive advantage as the industry's cost leader in our core floral funeral altar business, strengthen and upgrade logistics services as medium-term management objectives, and grow as a comprehensive lifestyle solutions provider capable of supporting customers' enriched lives as one integrated Group.」
The Group continues to pursue its previous medium-term management objectives of becoming the industry's cost leader, expanding market share, strengthening logistics and growing into a comprehensive lifestyle solutions provider. - FY2020RestatedAnnual report
「We aim to expand market share and establish an overwhelming competitive advantage as the industry's cost leader in our core floral funeral altar business, strengthen and upgrade logistics services as medium-term management objectives, and grow as a comprehensive lifestyle solutions provider capable of supporting customers' enriched lives as one integrated Group.」
The Group continues to set becoming the industry's cost leader, expanding market share, strengthening and upgrading logistics services, and growing into a comprehensive lifestyle solutions provider as medium-term management objectives. - 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.」
The Group continued to implement the final year of its medium-term management plan, prioritizing core-business sales growth, stronger logistics, stronger administrative functions and horizontal expansion into adjacent businesses. - 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.」
The Group continued to implement the measures of the final year of its medium-term management plan, prioritizing core-business sales growth, stronger logistics, stronger administrative functions and horizontal expansion into adjacent businesses. - FY2019RestatedAnnual report
「In the medium-term management plan formulated for the fiscal years ending June 2018 through June 2020, we set as medium-term management objectives expanding market share and establishing an overwhelming competitive advantage as the industry's cost leader in our core floral funeral altar business, strengthening and upgrading logistics services, and growing as a comprehensive lifestyle solutions provider capable of supporting customers' enriched lives as one integrated Group.」
The Group continues to pursue the objectives of becoming the industry's cost leader, expanding market share, strengthening logistics and growing into a comprehensive lifestyle solutions provider under the medium-term management plan for the fiscal years ending June 2018 through June 2020. - 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 Group continues to implement the second year of its medium-term management plan, prioritizing core-business sales growth, stronger logistics, stronger administrative functions and horizontal expansion into adjacent businesses. - 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 second year of the medium-term management plan continues to prioritize core-business sales growth, stronger logistics, stronger administrative functions and horizontal expansion into adjacent businesses. - 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 Group continued into the second year with a medium-term management plan prioritizing core-business sales growth, stronger logistics, stronger administrative functions and horizontal expansion into adjacent businesses. - FY2018RestatedAnnual report
「In the medium-term management plan formulated for the fiscal years ending June 2018 through June 2020, we set as medium-term management objectives expanding market share and establishing an overwhelming competitive advantage as the industry's cost leader in our core floral funeral altar business, strengthening and upgrading logistics services, and growing as a comprehensive lifestyle solutions provider capable of supporting customers' enriched lives as one integrated Group.」
The Group continues to pursue the medium-term management plan's objectives of becoming the industry's cost leader, expanding market share, strengthening logistics and growing into a comprehensive lifestyle solutions provider. - FY2018-Q1ReframedAnnual 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 new medium-term management plan shifts its emphasis from the previous references to becoming the industry's cost leader and expanding market share toward expanding core-business sales, logistics, administrative functions and horizontal expansion into adjacent businesses. - FY2017RestatedAnnual report
「In the medium-term management plan formulated for the fiscal years ending June 2018 through June 2020, we set as medium-term management objectives expanding market share and establishing an overwhelming competitive advantage as the industry's cost leader in our core floral funeral altar business, strengthening and upgrading logistics services, and growing as a comprehensive lifestyle solutions provider capable of supporting customers' enriched lives as one integrated Group.」
The new medium-term management plan covers the fiscal years ending June 2018 through June 2020, and continues to center on becoming the industry's cost leader, expanding market share and strengthening logistics. - FY2017-Q3RestatedAnnual report
「Against this backdrop, under a medium-term management plan whose basic policy is to expand production and sales volumes, raw material procurement and other operating scale as the industry's cost leader in response to the declining average price per funeral and the trend toward more direct cremation funerals, the Group has implemented various measures.」
In response to declining funeral prices and other factors, the Group continues to pursue becoming the industry's cost leader and expanding production, sales and procurement scale as the basic policy of its medium-term management plan. - FY2017-Q2RestatedAnnual report
「Against this backdrop, under a medium-term management plan whose basic policy is to expand production and sales volumes, raw material procurement and other operating scale as the industry's cost leader in response to the declining average price per funeral and the trend toward more direct cremation funerals, the Group has implemented various measures.」
To address the decline in average funeral prices and other factors, the Group continues to pursue becoming the industry's cost leader and expanding production, sales and procurement scale as the basic policy of its medium-term management plan. - FY2017-Q1RestatedAnnual report
「Against this backdrop, under a medium-term management plan whose basic policy is to expand production and sales volumes, raw material procurement and other operating scale as the industry's cost leader in response to the declining average price per funeral and the trend toward more direct cremation funerals, the Group has implemented various measures.」
The basic policy of the medium-term management plan continues to emphasize becoming the industry's cost leader and expanding production, sales and procurement scale. - FY2016First statedAnnual report
「Under this plan, in response to the current business environment, in which the average price per funeral is declining and the number of direct cremation funerals is increasing at an accelerating pace, we aim to expand production and sales volumes, raw material procurement and other operating scale as the industry's cost leader. We also aim to achieve substantially lower costs than our competitors by improving the efficiency of our manufacturing processes using the expertise we have developed over many years. As a result, we seek to expand market share and establish an overwhelming competitive advantage, and are implementing various measures to achieve these goals.」
The medium-term management plan, which began in the fiscal year ended June 2016, sets becoming the cost leader, lowering costs and expanding market share as integrated objectives.