Business Continuity and Performance Recovery Through a Living-with-COVID-19 Growth Strategy
First written in FY2020. 8 of 14 entries say "Restated". Latest entry: FY2027-H1.
2 other companies' latest entry also says "Restated".
- FY2027-H1RestatedAnnual report
「Under these circumstances, guided by our philosophy of “providing customers with heartfelt service and receiving their gratitude and joy,” we have continued to implement priority measures addressing our medium-term management issues.」
We continue to advance our medium-term management priorities, comprising the enhancement of existing business formats, store openings and new business formats, DX, human resources and overseas operations. - FY2026ReframedAnnual report
「Against this backdrop, under the theme “Refine the products and services of our existing brands so that more customers can enjoy Choshimaru Theater,” we will undertake the following initiatives.」
The Company has moved from the previous overarching themes of “A Growth Strategy for Living with COVID-19” and “A Path to Recovering Pre-COVID-19 Earnings” to a theme centered on refining its existing brands and comprising 5 issues. - FY2026-H1RestatedAnnual report
「Under these circumstances, guided by our philosophy of “providing customers with heartfelt service and receiving their gratitude and joy,” we have continued to implement priority measures addressing our medium-term management issues.」
To restore the business and ensure sustainable operations after COVID-19, the Company continues to pursue priority measures addressing its medium-term management issues based on its corporate principles. - FY2025RestatedAnnual report
「Under these circumstances, guided by our philosophy of “providing customers with heartfelt service and receiving their gratitude and joy,” we have continued to implement priority measures addressing our medium-term management issues.」
To restore the business and ensure sustainable operations after COVID-19, the Company continues to pursue priority measures addressing its medium-term management issues based on its corporate principles. - FY2024-Q2RestatedAnnual report
「The revised prices have been steadily accepted by customers, and accordingly, the operating environment has shifted toward recovery to pre-COVID levels.」
The Company continues to view the recovery trend toward pre-COVID-19 levels as being supported by a recovery in dine-in demand and the effects of price revisions taking hold. - FY2023AdvancedAnnual report
「This was attributable to a rapid recovery toward pre-COVID-19 business activity as the COVID-19 pandemic moved toward containment, with the number of dine-in customers showing signs of recovery as restrictions on activity were eased, as well as to the effects of price revisions.」
The Company stated that, against a backdrop of recovering dine-in demand and the effects of price revisions taking hold, revenue increased 13.4% year on year to ¥19,310 million. - FY2022ReframedAnnual report
「Against this backdrop, under the theme “A Path to Recovering Pre-COVID-19 Earnings,” we will address the following 3 priority issues.」
The Company has revised its overarching theme from “A Growth Strategy for Living with COVID-19” and “Recovery Looking Beyond COVID-19” to “A Path to Recovering Pre-COVID-19 Earnings.” - FY2022-Q3RestatedAnnual report
「The company expanded its takeaway menu to actively promote the transition to a revenue model suited to the post-COVID era.」
The Company continues to promote the transition to an earnings model designed for the post-COVID-19 era by expanding its takeaway menu. - FY2022-Q1RestatedAnnual report
「In order to actively promote the transition to an earnings model designed for the post-COVID-19 era, we enhanced our takeaway menu and strengthened our operating structure in anticipation of further growth in delivery demand.」
Under its growth strategy for living with COVID-19, the Company continues to pursue the transition to an earnings model designed for the post-COVID-19 era. - FY2021ReframedAnnual report
「Under the themes “A Growth Strategy for Living with COVID-19: Coexisting with COVID-19” and “Looking Beyond COVID-19: A Path to Recovery,” we are addressing the following 3 priority issues.」
The Company has supplemented its previous growth strategy for living with COVID-19, which focused on coexisting with COVID-19, with a path to recovery that looks beyond COVID-19, and organized its priorities into 3 issues: the in-store experience, new services and DX, and store expansion. - FY2021-Q3RestatedAnnual report
「To actively promote the transition to a profit model designed for the post-COVID era, we expanded our takeaway menu and opened our first takeaway-only store, the Hatsudai store, on 31 August 2020, followed by our second store, the Chitose-Karasuyama store, on 15 December 2020.」
Under its growth strategy for living with COVID-19, the Company continues to treat the transition to an earnings model designed for the post-COVID-19 era as a priority issue. - FY2021-Q2RestatedAnnual report
「To actively promote the transition to a profit model designed for the post-COVID era, we expanded our takeaway menu and opened our first takeaway-only store, the Hatsudai store, on 31 August 2020.」
The Company continues to promote business continuity and recovery while living with COVID-19 by transitioning to an earnings model designed for the post-COVID-19 era. - FY2021-Q1ReframedAnnual report
「In addition to enhancing our takeaway menu, we will strengthen and expand the delivery service provided by Demae-can, which began rolling out at 15 stores on 13 May 2020, in order to actively promote the transition to an earnings model designed for the post-COVID-19 era.」
The Company has given concrete form to the previous overarching theme of business continuity and recovery while living with COVID-19 by shifting toward an earnings model designed for the post-COVID-19 era. - FY2020First statedAnnual report
「Under the theme “A Growth Strategy for Living with COVID-19: A Path to Recovery with a View to Coexisting with COVID-19,” we will address the following 3 priority issues in order to overcome this emergency and achieve an earnings recovery.」
The Company established business continuity and earnings recovery amid the COVID-19 pandemic as a new overarching theme and organized the transformation of Choshimaru Theater, new services, and a review of its store opening and closure criteria into 3 priority issues.