Developing into a Multi-Format Retailer Centered on Department Stores
First written in FY2016. 11 of 15 entries say "Restated". Latest entry: FY2021.
J.Front Retailing moved to the "Worse" side of this theme in 2020, 4 years before the typical company in this theme (2024).
23 other companies' latest entry also says "Reframed".
- FY2021ReframedAnnual report
「In addition, the Group will allocate resources to areas with greater growth potential and review its portfolio to create a balanced composition of businesses with strong competitiveness and profitability, while pursuing the realization of its Group vision, “Inventing a new kind of happiness for everyday life.”」
The focus has shifted from describing the Group as a multiservice retailer centered on department stores to emphasizing resource allocation to growth areas and a review of the business portfolio. - FY2020ReframedAnnual report
「In addition, as the business environment changed far more significantly than anticipated, the Group concluded that it would be difficult to achieve the targets of the ongoing medium-term management plan for 2017–2021, and that the best course would be to rebuild its growth strategy toward a business-structure transformation that it had not previously achieved and launch a “new medium-term management plan” from fiscal 2021 in order to achieve sustainable growth over the medium to long term.」
While continuing its previous multiservice retailer strategy, the Group revised its direction by ending the 2017–2021 Medium-Term Management Plan in fiscal 2020, rebuilding its growth strategy toward business-structure transformation, and transitioning to a new plan. - FY2020-Q1RestatedAnnual report
「In the third year of the “2017–2021 Medium-Term Management Plan,” aimed at realizing the new Group vision, “Inventing a new kind of happiness for everyday life,” the Group worked to develop as a “multiservice retailer” extending beyond the framework of the retail industry, while further strengthening the competitiveness and profitability of its existing businesses and accelerating initiatives in 3 priority businesses: credit and finance, staffing services, and construction and interior fitting.」
In the third year of the 2017–2021 Medium-Term Management Plan, the Group continued its development into a multiservice retailer, the strengthening of existing businesses, and initiatives in 3 priority businesses. - FY2019-Q3RestatedAnnual report
「In the second year of the “2017–2021 Medium-Term Management Plan,” aimed at realizing the new Group vision, “Inventing a new kind of happiness for everyday life,” the Group worked to develop as a “multiservice retailer” extending beyond the framework of the retail industry, while further strengthening the competitiveness and profitability of its existing businesses and expanding its business domains.」
In the second year of the 2017–2021 Medium-Term Management Plan, the Group continued its development into a multiservice retailer, the strengthening of the competitiveness and profitability of existing businesses, and the expansion of business domains. - FY2019-Q2RestatedAnnual report
「In the second year of the “2017–2021 Medium-Term Management Plan,” aimed at realizing the new Group vision, “Inventing a new kind of happiness for everyday life,” the Group worked to develop as a “multiservice retailer” extending beyond the framework of the retail industry, while further strengthening the competitiveness and profitability of its existing businesses and accelerating initiatives in 3 priority related businesses.」
In the second year of the 2017–2021 Medium-Term Management Plan, the Group continued its development into a multiservice retailer, the strengthening of existing businesses, and the acceleration of initiatives in 3 priority related businesses. - FY2019-Q1RestatedAnnual report
「In the second year of the “2017–2021 Medium-Term Management Plan,” aimed at realizing the new Group vision, “Inventing a new kind of happiness for everyday life,” the Group worked to develop as a “multiservice retailer” extending beyond the framework of the retail industry, while further strengthening the competitiveness and profitability of its existing businesses and focusing the allocation of management resources on growth areas.」
In the second year of the 2017–2021 Medium-Term Management Plan, the Group continued its development into a multiservice retailer, the strengthening of existing businesses, and the allocation of resources to growth areas. - FY2018RestatedAnnual report
「In the first year of the plan, the Group aimed to develop as a “multiservice retailer” extending beyond the framework of the retail industry, expanding its business domains and further strengthening the competitiveness and profitability of its existing businesses, while accelerating efforts to identify unprofitable businesses.」
In the first year of the 2017–2021 Medium-Term Management Plan, the Group continued its development into a multiservice retailer, the strengthening of existing businesses, the expansion of business domains, and the streamlining of unprofitable businesses. - FY2018-Q3RestatedAnnual report
「Against this backdrop, in the first year of the “2017–2021 Medium-Term Management Plan,” the Group worked to realize its new Group vision, “Inventing a new kind of happiness for everyday life,” and to develop as a “multiservice retailer” extending beyond the framework of the retail industry, while further strengthening the competitiveness and profitability of its existing businesses and focusing the allocation of management resources on growth areas.」
In the first year of the 2017–2021 Medium-Term Management Plan, the Group continued its development into a multiservice retailer, the strengthening of existing businesses, and the allocation of resources to growth areas. - FY2018-Q2RestatedAnnual report
「Against this backdrop, in the first year of the “2017–2021 Medium-Term Management Plan,” the Group worked to realize its new Group vision, “Inventing a new kind of happiness for everyday life,” and to develop as a “multiservice retailer” extending beyond the framework of the retail industry, while further strengthening the competitiveness and profitability of its existing businesses and focusing the allocation of management resources on growth areas.」
In the first year of the 2017–2021 plan, the Group continued its development from a multiretailer into a multiservice retailer, the strengthening of existing businesses, and the allocation of resources to growth areas. - FY2018-Q1RestatedAnnual report
「In the first year of the “2017–2021 Medium-Term Management Plan,” the Group worked to realize its new Group vision, “Inventing a new kind of happiness for everyday life,” and to develop as a “multiservice retailer” extending beyond the framework of the retail industry, while further strengthening the competitiveness and profitability of its existing businesses and focusing the allocation of management resources on growth areas.」
The plan has continued to expand from a multiretailer model to a multiservice retailer model in the first year of the 2017–2021 plan. - FY2017ReframedAnnual report
「Taking the multi-format retailer concept a step further, we will expand into new business areas as a multi-service retailer extending beyond the boundaries of retail, while accelerating efforts to identify unprofitable business areas and actively pursuing business portfolio changes.」
Broadens the strategy from a department-store-centered multi-format retailer to a multi-service retailer beyond traditional retail, while explicitly addressing the restructuring of unprofitable businesses. - FY2017-Q3RestatedAnnual report
「In the final year of the “2014–2016 Medium-Term Management Plan,” the Group worked to further strengthen the competitiveness and profitability of its existing businesses and to focus the allocation of management resources on growth areas, with the aim of developing as a multiretailer operating multiple businesses centered on department stores.」
The Group has continued its direction of developing into a multiretailer centered on department stores, strengthening existing businesses, and allocating resources to growth areas. - FY2017-Q2RestatedAnnual report
「With the aim of developing as a multiretailer operating multiple businesses centered on department stores, the Group worked to further strengthen the competitiveness and profitability of its existing businesses and to focus the allocation of management resources on growth areas.」
The Group has continued its direction of developing into a multiretailer centered on department stores, strengthening existing businesses, and allocating resources to growth areas. - FY2017-Q1RestatedAnnual report
「Against this backdrop, in the final year of the “2014–2016 Medium-Term Management Plan,” the Group worked to further strengthen the competitiveness and profitability of its existing businesses and to focus the allocation of management resources on growth areas, with the aim of developing as a multiretailer operating multiple businesses centered on department stores.」
The Group has continued its strategic direction of developing into a multiretailer centered on department stores, strengthening existing businesses, and allocating resources to growth areas. - FY2016First statedAnnual report
「Under the 2014–2016 Medium-Term Management Plan, we have worked to strengthen the competitiveness and profitability of our existing businesses while making focused investments in growth areas, including M&A, with the aim of developing into a multi-format retailer operating multiple businesses centered on department stores.」
Combines the strengthening of existing businesses with investments in growth areas, including M&A, to broaden the business portfolio.