Improving Business-Format Maturity and Preventing Obsolescence
First written in FY2017. 14 of 20 entries say "Advanced", first in FY2018-Q3. Latest entry: 2026-10-14.
3 other companies' latest entry also says "Advanced".
- FY2027-H1AdvancedAnnual report
「For new store openings, we opened the second store of the new inbound-oriented “KOBE Beef Emperor Steak” format in Kyoto and opened a store under the Umai format in Kumagaya, Saitama Prefecture.」
Regarding new concepts responding to market changes, the second “KOBE Beef Emperor Steak” restaurant targeting inbound visitors was opened in Kyoto, advancing the rollout of the concept to additional locations. - FY2026-H1AdvancedAnnual report
「With respect to store openings, we opened the first “Emperor Steak” restaurant in Shinjuku Kabukicho as a concept designed to address inbound demand in Japan.」
Regarding concept development in response to market changes, the first “Emperor Steak” restaurant, targeting inbound demand, was opened in Shinjuku Kabukicho. - FY2024-Q1AdvancedAnnual report
「Following the ramen and motsunabe concepts launched as new concepts in the previous fiscal year, we opened a 四〇屋 concept and began efforts to establish another new concept.」
The rollout progressed as far as opening a restaurant under the “四〇屋” concept, with the aim of establishing new concepts and preventing existing concepts from becoming obsolete. - FY2023AdvancedAnnual report
「During the period, in addition to establishing ramen and Italian concepts, we began rolling out a new motsunabe concept. We will develop dining-focused concepts that do not depend excessively on alcohol sales and establish ourselves as a comprehensive food-service company.」
Regarding concept development in response to market changes, the company began rolling out a motsunabe concept in addition to ramen and Italian concepts and advanced its efforts to become a comprehensive food-service company. - FY2023-Q3AdvancedAnnual report
「The company also launched the new motsunabe format "まるも" and changed the "田なべ" format stores in Tsuchiura, Ibaraki Prefecture, and Tagajo, Miyagi Prefecture, to the "まるも" format.」
With respect to establishing new concepts and streamlining existing ones, the “まるも” motsunabe concept was launched and concept changes were implemented at 2 stores. - FY2023-Q2AdvancedAnnual report
「We opened “ふじ田下妻店” as the first suburban location of the ramen concept “ふじ田,” which opened in February this year, and are working to cultivate it as a new core concept.」
As part of the development of new concepts responding to market changes, progress was made on opening a suburban ramen restaurant under the “ふじ田” concept and developing it as a core concept. - FY2023-Q1AdvancedAnnual report
「As new concepts, we opened a ramen restaurant in Mito and separate authentic Neapolitan pizza and Italian restaurants, beginning initiatives to establish new concepts going forward.」
Under a concept development structure that responds to market changes, ramen, Neapolitan pizza and Italian concepts were actually opened, and initiatives to establish new concepts began. - FY2022AdvancedAnnual report
「However, we will develop dining-focused concepts that do not depend excessively on alcohol sales and establish ourselves as a comprehensive food-service company. During the period, we developed ramen and Italian concepts and began efforts to make them new core concepts.」
Under the policy of establishing a concept development structure that responds to market trends, initiatives began to make ramen and Italian concepts new core concepts. - FY2019RestatedAnnual report
「However, across the market as a whole, concepts with a high degree of specialization tend to be preferred, so we will establish a concept development structure capable of responding sensitively to market trends.」
The issue of preventing concept obsolescence and improving concept quality continues in the form of establishing a concept development structure that is sensitive to market trends. - FY2019-Q3AdvancedAnnual report
「In order to consolidate and streamline our concepts, we changed stores belonging to the “みんなの和食村” concept to the “忍家” concept.」
The response to improving concept quality and consolidating and streamlining concepts was implemented as a specific change from “みんなの和食村” to “忍家.” - FY2018ReframedAnnual report
「However, across the market as a whole, concepts with a high degree of specialization tend to be preferred, so we will establish a concept development structure capable of responding sensitively to market trends.」
The issue of improving concept quality and preventing obsolescence was rephrased as establishing a concept development structure that responds sensitively to market trends. - FY2018-Q3AdvancedAnnual report
「With respect to reviewing the concept portfolio, we implemented concept changes by franchisees at 2 stores in the North Kanto area, which are expected to deliver maximum benefits while reducing the time and expense required for concept development. We also decided to change the concept at 1 new store in the Tohoku area. In addition, as an initiative for the next fiscal year, we are proceeding in parallel with the development of new concepts as a measure to improve business conditions at suburban roadside stores, which are currently facing difficult conditions.」
Concept changes using franchisees were implemented at 2 stores in North Kanto, and a change was also decided for 1 store in Tohoku. In addition, development of a new concept for suburban roadside stores is under way for the next fiscal year. - FY2018-Q2ReframedAnnual report
「With respect to reviewing the concept portfolio, our policy is to promote concept changes by franchisees, which are expected to deliver maximum benefits while reducing the time and expense required to develop concepts, and in parallel to promote efficient store operations through the consolidation of concepts.」
The response to the issues of improving concept quality and preventing obsolescence has been restructured around the use of franchises and efficient store operations through the consolidation of concepts. - FY2017First statedAnnual report
「Accordingly, we have been developing a portfolio of concepts suited to the current market environment. However, as the market environment changes from day to day, we recognize that the concepts are still a work in progress. We therefore recognize the urgent need to further improve their quality and prevent them from becoming obsolete.」
After developing multiple new concepts, the company newly identified improving concept quality and preventing obsolescence caused by market changes as urgent issues.