Cost Management Through Standard Cost Management, Compensation Structure Reviews and Area-Based Management
First written in FY2017. 18 of 29 entries say "Restated". Latest entry: 2026-10-09.
24 other companies' latest entry also says "Other".
- FY2026Higher cost ratio and increased SG&A expensesAnnual report
「Cost of sales was ¥4,593 million, with a cost ratio of 35.2%, up 2.4 percentage points from the same period of the previous year. Despite efforts to reform the organizational structure and reduce administrative costs, SG&A expenses amounted to ¥8,031 million, up 17.4% year on year.」
While continuing organizational-structure reform and administrative-cost reductions, the cost ratio rose 2.4 percentage points to 35.2% and SG&A expenses increased 17.4%. - FY2025AdvancedAnnual report
「Cost of sales was ¥3,526 million, with a cost ratio of 32.8%, down 0.2 percentage points from the same period of the previous year. SG&A expenses amounted to ¥6,838 million, up 2.4% year on year, as a result of efforts to reform the organizational structure and reduce administrative costs. As a result, operating profit amounted to ¥377 million, up 21.7% year on year.」
The cost ratio fell 0.2 percentage points from the same period of the previous year to 32.8%, while operating profit increased 21.7% alongside organizational-structure reform and administrative-cost reductions. - FY2025-H1RestatedAnnual report
「Against this backdrop, the Group continued to optimize staffing, improve productivity and reduce head-office expenses, while working on renovations of existing stores and format development.」
Reaffirming its policy of continuing to optimize workforce allocation, improve productivity, reduce head-office expenses, renew existing restaurants and develop formats. - FY2025-Q1RestatedAnnual report
「Against this backdrop, the Group continued to optimize staffing, improve productivity and reduce head-office expenses, while working on renovations of existing stores and format development.」
Reaffirming its policy of continuing to optimize workforce allocation, improve productivity, reduce head-office expenses and renew existing restaurants. - FY2024AdvancedAnnual report
「Cost of sales was ¥3,445 million, with a cost ratio of 33.0%, down 1.8 percentage points from the same period of the previous year. SG&A expenses amounted to ¥6,678 million, up 6.7% year on year, as a result of efforts to reform the organizational structure and reduce administrative costs.」
The cost ratio fell 1.8 percentage points from the same period of the previous year to 33.0%. The company disclosed quantified results of cost management alongside its organizational-structure reform and administrative-cost reduction efforts. - FY2024-Q3RestatedAnnual report
「Against this backdrop, the Group continued to optimize staffing, improve productivity and reduce head-office expenses, while working on renovations of existing stores and format development.」
Continued optimizing workforce allocation, improving productivity, reducing head-office expenses, renewing existing restaurants and developing formats. - FY2024-Q1RestatedAnnual report
「Against this backdrop, the Group continued to optimize staffing, improve productivity and reduce head-office expenses, while working on renovations of existing stores and format development.」
Continued optimizing workforce allocation, improving productivity and reducing head-office expenses, while advancing the renewal of existing restaurants and format development in parallel. - FY2023-Q2RestatedAnnual report
「We also worked diligently to enhance corporate value for future growth by optimizing workforce allocation and improving profitability.」
Continued measures to enhance corporate value through optimized workforce allocation and improved profitability. - FY2023-Q1RestatedAnnual report
「We will focus on reducing costs, including cost of sales, workforce allocation, labor costs and outsourcing expenses through reviews and improvements in operational efficiency, and work to record ordinary profit at an early stage so that these material events and other matters can be resolved promptly.」
Continued cost-reduction efforts covering food costs, workforce allocation, operational efficiency, labor costs and outsourcing expenses, with the aim of recording ordinary profit at an early stage. - FY2022AdvancedAnnual report
「SG&A expenses amounted to ¥4,417 million, down 13.8% year on year, as a result of efforts to reform the organizational structure and reduce administrative costs.」
SG&A expenses decreased 13.8% year on year as a result of organizational-structure reform and reductions in administrative costs. - FY2022-Q3RestatedAnnual report
「We also continued working to optimize workforce allocation, improve productivity and reduce head-office expenses, while focusing on developing formats suited to the post-COVID environment.」
Continued advancing the optimization of workforce allocation, productivity improvements, head-office expense reductions, and format development suited to the post-COVID environment. - FY2022-Q2RestatedAnnual report
「We also continued working to optimize workforce allocation, improve productivity and reduce head-office expenses.」
Continued efforts to optimize workforce allocation, improve productivity and reduce head-office expenses. - FY2021-Q3RestatedAnnual report
「Against this backdrop, as part of the business-structure reform that our Group had been advancing, we worked to reduce head-office expenses by optimizing workforce allocation and improving productivity.」
Continued efforts to optimize workforce allocation, improve productivity and reduce head-office expenses as part of the business-structure reform. - FY2021-Q1RestatedAnnual report
「We advanced the business-structure reform program that had been underway since the previous fiscal year. In particular, we reviewed the organizational structure and worked to reduce administrative costs by reducing the number of departments, but sales declined due to the impact of the spread of COVID-19.」
Continued the business-structure reform, review of the organizational structure, and reduction of administrative costs through a reduction in the number of departments initiated in the previous fiscal year. - FY2020AdvancedAnnual report
「Specifically, the company actively proceeded with the rationalization of unprofitable stores, mainly in shopping centers, and the renovation of stores into better-performing formats. It also worked to reduce administrative costs by reviewing its organizational structure and reducing the number of divisions.」
Advanced specific measures including control of food and labor costs, the rationalization of unprofitable restaurants, renewal under-performing formats, a review of the organizational structure, and reductions in administrative costs through a reduction in the number of departments. - FY2020-Q3RestatedAnnual report
「Focused on renewing existing restaurants and controlling food and labor costs, while commencing a review of the organizational structure.」
Continued to cite the renewal of existing restaurants, control of food and labor costs, and the commencement of a review of the organizational structure. - FY2020-Q2AdvancedAnnual report
「Focused on renewing existing restaurants and controlling food and labor costs, while commencing a review of the organizational structure.」
Continued renewing existing restaurants and controlling food and labor costs, and commenced a review of the organizational structure. - FY2020-Q1RestatedAnnual report
「Focused on controlling food and labor costs while working to renew existing restaurants.」
Continued to control food and labor costs and work on renewing existing restaurants. - FY2019RestatedAnnual report
「The Group is working to control food and labor costs by standardizing suppliers and managing regions under a company-based structure. Going forward, it will continue to improve store operations and pursue greater efficiency in store management through the use of IT and other measures.」
Stated a policy of continuing to control costs through supplier consolidation, area management under a company-based structure, improvements in restaurant operations, and the use of IT. - FY2019-Q3RestatedAnnual report
「Focused on controlling food and labor costs while working to renew existing restaurants.」
Continued to cite a focus on controlling food and labor costs and renewing existing restaurants. - FY2019-Q2RestatedAnnual report
「Focused on controlling food and labor costs while working to renew existing restaurants.」
Continued to cite a focus on controlling food and labor costs and renewing existing restaurants. - FY2019-Q1RestatedAnnual report
「Focused on controlling food and labor costs while working to renew existing restaurants.」
Continued to cite a focus on controlling food and labor costs and renewing existing restaurants. - FY2018-Q3RestatedAnnual report
「Worked to reduce food costs by jointly managing procurement and logistics.」
Continued to describe measures to reduce food costs by leveraging economies of scale through joint procurement and logistics. - FY2018-Q2RestatedAnnual report
「With the upward trend in raw material prices becoming pronounced, the company worked to reduce costs by consolidating procurement and logistics and capitalizing on economies of scale.」
Continued to cite joint procurement and logistics and cost reductions leveraging economies of scale, following the previous quarter. - FY2018-Q1AdvancedAnnual report
「With the upward trend in raw material prices becoming pronounced, the company worked to reduce costs by consolidating procurement and logistics and capitalizing on economies of scale.」
Advanced specific cost-reduction measures by leveraging economies of scale through joint procurement and logistics, in addition to conventional cost management. - FY2017First statedAnnual report
「Food costs and labor costs, the major costs in the food-service industry, have continued to rise. For food-cost management, our Group has advanced measures including standardizing menu management for the Imozo format, which has the largest number of restaurants, and managing standard costs. For labor costs, we have been transitioning to a compensation system that more clearly reflects performance and responsibilities, alongside a review of the sales organization. Going forward, we will further improve workforce allocation efficiency by strengthening our management structure and promoting area-based management.」
For food costs, the company cites menu standardization and standard-cost management for the Imozo format; for labor costs, a review of the sales organization and compensation system; and going forward, more efficient workforce allocation through area-based management.