Expanding Logistics Volumes and Reducing Costs through Economies of Scale

「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 passed on higher costs through sales prices, reviewed the products handled and improved selling, general and administrative expense efficiency. As a result, operating profit was ¥41.593 million, up 54.6% year on year.」

「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 passed on higher costs through sales prices, reviewed the products handled and improved selling, general and administrative expense efficiency. Although affected by higher cost ratios, operating profit was ¥32.842 million, up 2.8% year on year.」

「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 passed on higher costs through sales prices, reviewed the products handled and improved selling, general and administrative expense efficiency. Although profit increased in the middle of the period, the business was affected by higher costs in the latter half. As a result, operating profit was ¥35.883 million, down 4.2% year on year.」

「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 passed on higher costs through sales prices, reviewed the products handled and improved selling, general and administrative expense efficiency. As a result, operating profit was ¥26.898 million, up 3.9% year on year.」

「Against this backdrop, the business continued pursuing synergies between the fresh-flower wholesale business in domestic distribution and the fresh-flower altar business while implementing initiatives to fundamentally reform its logistics system. It also passed higher costs through to selling prices, reviewed the products it handled and improved selling, general and administrative expense efficiency. As a result, operating profit was ¥10.613 million, up 5.7% year on year.」

「• Establishment and development of a logistics network • Verification and advancement of logistics development centred on the Group's bases in Kanto, Kansai and Kyushu」

「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. As a result, operating profit was ¥10.043 million, compared with an operating loss of ¥1.165 million in the same period of the previous year.」

「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.」

「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.」

「Under these circumstances, the business continued from the previous fiscal year to pursue synergies between the former fresh flower wholesale business (domestic distribution) and the floral altar business, while also focusing on 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 ¥30.573 million, up 68.2% year on year.」

「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.」

「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 is building a supply chain that creates a chain of added value related to flowers through vertical integration of its domestic and overseas businesses, establishing large-scale logistics hubs and focusing on achieving high-volume logistics. Going forward, it will build a network of flower shops by providing technical expertise, alongside quantitative expansion through enhanced logistics functions and lower costs by leveraging economies of scale.」

「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.」

「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 Company will develop a system for sharing brand strength and originality with flower shops that have strong brands, establish a mutually beneficial structure through M&A that does not compete with existing flower shops or through business alliances, and build a profitable operating structure that leverages economies of density.」

「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.」

「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.」

「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 is building a supply chain that creates a chain of added value related to flowers through vertical integration of its domestic and overseas businesses, establishing large-scale logistics hubs and focusing on achieving high-volume logistics. Going forward, it will build a network of flower shops by providing technical expertise, alongside quantitative expansion through enhanced logistics functions and lower costs by leveraging economies of scale.」

「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 has set the strengthening and enhancement of logistics services as a medium-term management objective and aims to grow as a comprehensive lifestyle solutions company that can support customers' enriched lives as one group.」

「As part of the measures to expand logistics and increase the scale of the wholesale business set out in the medium-term management plan, the Company has decided to implement this company split to further strengthen the Group's competitiveness.」

「Through vertical integration of its domestic and overseas businesses, the Company will build a supply chain that creates a chain of added value related to flowers, establish large-scale logistics hubs and achieve high-volume logistics. Alongside quantitative expansion through enhanced logistics functions and lower costs by leveraging economies of scale, it will build a network of flower shops by providing technical expertise.」