Structural Reform Toward a Low-Cost, Lean Corporate Structure
First written in FY2017-Q1. 10 of 21 entries say "Advanced", first in FY2017-Q2. Latest entry: FY2027-H1.
Star seeds moved to the "Worse" side of this theme in 2026, 3 years after the typical company in this theme (2023).
The whole theme swung hardest in 2026: 6 of 21 companies on the "Worse" side.
0 other companies' latest entry also says "Reframed".
- FY2027-H1ReframedAnnual report
「Across the three business segments of the Group, namely the apparel and other products business, the grid-scale battery storage business, and the GPU server and related businesses, we are working to improve the Group-wide earnings structure while selecting businesses to retain and developing a focused allocation of management resources to growth areas.」
The construction of a lean corporate structure has been reframed as improving the earnings structure by selecting businesses to retain across the three business segments and concentrating resources on growth areas. - FY2026ReframedAnnual report
「Specifically, we will press ahead with reforming the business model of our traditional apparel retail business, the core business, and build a lean earnings structure adapted to changing market conditions.」
The goal of a low-cost corporate structure has been reframed as reforming the apparel business model and building a new earnings structure, including grid-scale battery storage and GPU businesses. - FY2025AdvancedAnnual report
「SG&A expenses for the consolidated fiscal year amounted to ¥3,043 million.」
SG&A expenses decreased from ¥3,282 million in the previous consolidated fiscal year to ¥3,043 million, demonstrating the improvement in the cost structure. - FY2025-H1AdvancedAnnual report
「Selling, general and administrative expenses 1,657,457 1,492,534」
SG&A expenses during the interim consolidated accounting period decreased from ¥1,657.457 million in the same period of the previous year to ¥1,492.534 million, quantifying the improvement in the cost structure toward a lean, low-cost corporate structure. - FY2024-Q2AdvancedAnnual report
「During the six months ended the second quarter, performance recovered and cash flow is expected to improve, owing to the effects of earnings improvement measures implemented since the previous fiscal year, including the withdrawal from unprofitable stores, improvements in purchasing accuracy and cost-cutting measures, as well as the easing of the impact of COVID-19.」
The company explains that the shift toward a lean, low-cost corporate structure led to improved earnings through the effects of withdrawing from unprofitable stores, improving purchasing accuracy and implementing cost-cutting measures. - FY2023ReframedAnnual report
「In this environment, we have focused on building a cost structure capable of withstanding prolonged sales contraction and maintaining cash on hand as our top priorities.」
The former goal of a lean, low-cost corporate structure has been reframed as defensive management focused primarily on resilience to sales contraction and maintaining cash on hand. - FY2021-Q3RestatedAnnual report
「We implemented defensive measures such as withdrawing from unprofitable stores and reducing costs, while also taking the measures described below to secure sales and support future growth.」
As part of strengthening a lean, low-cost corporate structure, the company continues to withdraw from unprofitable stores and cut costs as defensive measures. - FY2021-Q2RestatedAnnual report
「In response to circumstances in which company-wide sales growth could not be expected, we implemented defensive measures such as restraining product purchases while also taking the measures below to secure sales.」
In an environment where company-wide sales growth cannot be expected, we continue to strengthen the corporate structure defensively, including by restraining product purchases. - FY2021-Q1ReframedAnnual report
「Against this backdrop, in response to a situation in which company-wide sales growth could not be expected, we pursued defensive measures such as curbing merchandise purchases. At the same time, we worked to secure sales by implementing the measures described below at our operating stores and elsewhere.」
Strengthening a lean, low-cost corporate structure has been reorganized from routine structural reform into defensive cost and inventory measures, including restraining product purchases when sales growth is not expected. - FY2020ReframedAnnual report
「We focused on strengthening inventory management. By scrutinizing and narrowing the product range, we improved procurement efficiency and worked to reduce inventory by promoting the planned sell-through of products.」
Strengthening a lean, low-cost corporate structure has taken concrete form in inventory reduction through product selection, narrowing the range of purchased products and planned product sell-through. - FY2020-Q3ReframedAnnual report
「② Products As our policy for the current fiscal year, we identified inventory reduction as a key theme and worked to strengthen a lean corporate structure without waste. We worked to reduce inventory by improving the precision of product selection and narrowing the range of products purchased, while promoting the planned sell-through of inventory. As a result, inventory at the end of the cumulative third-quarter accounting period was ¥720 million, a reduction of ¥54 million from the same period of the previous year. (Comparison on an individual basis.)」
The goal of a lean, low-cost corporate structure has taken concrete form in improved product-selection accuracy, a narrower range of purchased products and inventory reduction through planned sell-through. - FY2019RestatedAnnual report
「Under these circumstances, in addition to strengthening the corporate structure mainly through the closure of unprofitable stores and employee reductions carried out in the previous fiscal year, we significantly revised the organizational structure during the current fiscal year, newly establishing the Sales Division, Product Division, Merchandising Department, Corporate Planning Department and Store Planning Department, while also adding new personnel, to strengthen the organizational structure.」
In addition to strengthening the corporate structure through store closures and employee reductions, we are strengthening the organization through the establishment of new departments and the addition of personnel. - FY2019-Q2RestatedAnnual report
「Under these circumstances, in addition to strengthening the corporate structure mainly through the closure of unprofitable stores and employee reductions carried out in the previous fiscal year, we significantly revised the organizational structure during the current fiscal year, newly establishing the Sales Division, Product Division, Merchandising Department, Corporate Planning Department and Store Planning Department, while also adding new personnel, to strengthen the structure for a recovery in performance.」
Building on the strengthening of the corporate structure through store closures and employee reductions in the previous fiscal year, we are continuing to strengthen the organization for a recovery in performance during the current fiscal year. - FY2018AdvancedAnnual report
「In terms of costs, operations have become more efficient as a result of reductions in the number of stores and employees. Selling, general and administrative expenses for the fiscal year were ¥2.192 billion, down ¥553 million from the previous year.」
Operational efficiency improved through reductions in the number of stores and employees, and annual selling, general and administrative expenses fell ¥553 million from the previous year. - FY2018-Q3AdvancedAnnual report
「In terms of costs, operations have become more efficient as a result of reductions in the number of stores and employees. Selling, general and administrative expenses for the cumulative third-quarter period were ¥1.635 billion, down ¥450 million from the previous year.」
Operational efficiency improved as the number of stores and employees declined, and selling, general and administrative expenses for the cumulative third-quarter period fell ¥450 million from the previous year. - FY2018-Q2AdvancedAnnual report
「In terms of costs, operations at stores and headquarters have become more efficient as a result of store closures and headcount reductions carried out in the previous fiscal year. Selling, general and administrative expenses for the cumulative second-quarter period were ¥1.104 billion, down ¥296 million from the previous year.」
The benefits of store closures and headcount reductions in the previous fiscal year improved efficiency at stores and headquarters, and selling, general and administrative expenses fell ¥296 million from the previous year. - FY2018-Q1AdvancedAnnual report
「In terms of costs, operations at stores and headquarters have become more efficient as a result of store closures and headcount reductions carried out in the previous fiscal year. Selling, general and administrative expenses for the cumulative first-quarter period were ¥558 million, down ¥158 million from the previous year.」
As a result of store closures and headcount reductions in the previous fiscal year, operations at stores and headquarters became more efficient, and selling, general and administrative expenses for the cumulative first-quarter period fell ¥158 million from the previous year. - FY2017AdvancedAnnual report
「In terms of costs, we pursued structural reform and worked to strengthen the company's structure through headcount reductions resulting from greater efficiency at headquarters and the introduction of a pay structure that thoroughly links compensation to profit contribution. As a result, selling, general and administrative expenses for the fiscal year were ¥2.745 billion, down ¥398 million from the previous year.」
Structural reform continued, including headcount reductions and the introduction of a new pay structure, resulting in selling, general and administrative expenses for the fiscal year falling ¥398 million from the previous year. - FY2017-Q3AdvancedAnnual report
「In terms of costs, we pursued structural reform and worked to strengthen the company's structure through headcount reductions resulting from greater efficiency at headquarters and the introduction of a pay structure that thoroughly links compensation to profit contribution. As a result, selling, general and administrative expenses for the cumulative third-quarter period were ¥2.085 billion, down ¥285 million from the previous year.」
Structural reform continued, including headcount reductions at headquarters and a pay structure linked to profit contribution, resulting in selling, general and administrative expenses falling ¥285 million from the previous year. - FY2017-Q2AdvancedAnnual report
「In terms of costs, we pursued structural reform and worked to strengthen the company's structure by reducing headcount through greater efficiency at headquarters, reviewing the employee pay structure and thoroughly implementing compensation linked to profit contribution. As a result, selling, general and administrative expenses for the cumulative second-quarter period were ¥1.4 billion, down ¥220 million from the previous year.」
The structural reform measures have continued, with measurable progress shown by selling, general and administrative expenses for the cumulative second-quarter period falling ¥220 million from the previous year. - FY2017-Q1First statedAnnual report
「In terms of costs, we promoted structural reform aimed at creating a lean, low-cost corporate structure.」
The direction of structural reform is defined as a transition to a low-cost, efficient corporate structure.