Formulation of the New Group's Medium-Term Management Plan
First written in FY2017. 10 of 20 entries say "Advanced", first in FY2022-Q1. Latest entry: 2026-08-13.
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- FY2026AdvancedAnnual report
「In fiscal 2026, we will accelerate activities in the individual-customer business process through the creation of new customers and deeper engagement with existing customers. At the same time, by linking identified customers across businesses as part of revitalizing federation activities, we will expand federation profits.」
Under the new medium-term management plan for fiscal 2025-2030, the activities for fiscal 2026 are being made more concrete through the processes of attracting customers, identifying them, expanding usage, converting them into lifelong customers and expanding federation profits. - FY2025AdvancedAnnual report
「Under the new medium-term management plan for fiscal 2025-2030, launched in April 2025, we aim to enhance corporate value by shifting from operating stores as facilities to serving individual customers, in order to provide diverse value from an individual-customer perspective beyond the traditional framework of department stores during the "urbanization preparation phase."」
After completing the medium-term management plan for fiscal 2022-2024, the Group launched a new medium-term management plan for fiscal 2025-2030. The focus has shifted from "department store revitalization" to "urbanization preparation" and from operating stores as facilities to serving individual customers. - FY2025-H1AdvancedAnnual report
「Through fiscal 2023, we steadily advanced our priority strategies and achieved performance well above the initial plan. In fiscal 2024, the final year of the current medium-term management plan, we are advancing 4 core priority strategies: the "high-sensitivity, high-quality" strategy, the "CRM strategy for connecting with individual customers," the "federation" strategy and the "urbanization" strategy.」
Under the medium-term management plan for fiscal 2022-2024, the Group achieved performance above the initial plan through fiscal 2023 and has moved into the stage of advancing 4 priority strategies in the final year. - FY2024-Q3AdvancedAnnual report
「Operating profit and ordinary profit reached new record highs for a cumulative third-quarter period since the establishment of 三越伊勢丹ホールディングス in April 2008, indicating that the “department store revitalization phase” set out in the medium-term management plan is progressing ahead of schedule.」
The Group stated that the department store revitalization phase of the medium-term management plan had progressed ahead of schedule, citing a record-high profit since the Company's establishment as evidence of this progress. - FY2024-Q2AdvancedAnnual report
「Given that the department store revitalization phase set out in the medium-term management plan is progressing ahead of schedule, we will further improve the precision and speed of execution of each strategy. We will also continue steadily advancing the "urbanization" strategy, which uses the Group's real estate holdings to provide unique customer experiences that only our Group can offer.」
The department store revitalization phase of the medium-term management plan has progressed ahead of schedule, and the Group has moved to the stage of further improving the precision and speed of execution of each strategy. - FY2024-Q1RestatedAnnual report
「Against this backdrop, our Group is steadily implementing the medium-term management plan for fiscal 2022 through fiscal 2024 to realize its long-term aspiration of “a retail group centered on ‘special’ department stores that enrich customers’ lives.”」
The Group states that it continues to implement the medium-term management plan for fiscal 2022-2024 steadily. - FY2023-Q3RestatedAnnual report
「As the first year of the medium-term management plan for fiscal 2022 through fiscal 2024, this fiscal year has been positioned as a year to increase the certainty of “Revitalization” and begin preparing “Development” with “Harvest” in sight. We have worked to establish a firm foundation for the revitalization of the department-store business.」
The Group continues to implement the medium-term management plan for fiscal 2022-2024, treating the first year as a year for increasing the certainty of revitalization and laying the groundwork for development. - FY2023-Q2AdvancedAnnual report
「We have positioned the current fiscal year, the first year of the medium-term management plan for fiscal 2022-2024, as a year in which to increase the certainty of "revitalization" and begin laying the groundwork for "development" in anticipation of "harvesting the results." We will advance the revitalization of the department store business ahead of the initial plan, work to further expand performance and aim to achieve a profit level exceeding operating income of ¥34.8 billion, the highest since the integration, in fiscal 2024.」
For the first year of the medium-term management plan, the Group has stated that it will advance the revitalization of the department store business ahead of the initial plan. - FY2023-Q1RestatedAnnual report
「We have positioned the current fiscal year, the first year of the medium-term management plan for fiscal 2022-2024, as a year in which to increase the certainty of "revitalization" and begin laying the groundwork for "development" in anticipation of "harvesting the results." We are steadily advancing initiatives to transform the traditional department store business model and restore performance at an early stage.」
The Group continues to present the medium-term management plan for fiscal 2022-2024 and to position the first year as a year for increasing the certainty of revitalization and laying the groundwork for development. - FY2022AchievedAnnual report
「In November 2021, we formulated a new medium-term management plan for fiscal 2022-2024.」
The new three-year plan that had been under formulation was completed in November 2021 as a medium-term management plan for fiscal 2022-2024, and implementation began. - FY2022-Q3AdvancedAnnual report
「In November, we announced a new medium-term management plan. We defined our long-term vision as "a retail group centered on a 'special' department store that enriches customers' lives" and established our basic strategies as "expanding and dominating high-sensitivity, high-quality consumption" and "providing the best customer experience." We are also advancing initiatives based on 3 pillars: the "high-sensitivity, high-quality" strategy, the "CRM strategy for connecting with individual customers" and the "federation" strategy.」
The new three-year plan that had been under formulation was announced in November as a new medium-term management plan, specifying the long-term vision, basic strategies and 3 priority strategies. - FY2022-Q2RestatedAnnual report
「We will also establish 3 pillars: the "high-sensitivity, high-quality" strategy, the "CRM strategy for connecting with individual customers" and the "federation" strategy. To achieve them, we will establish Group foundations comprising "digital transformation," "CRE and business model reform" and "profit-and-loss structure reform," as well as management foundations comprising "systems and data infrastructure," "human resources infrastructure" and "sustainability/governance/management systems."」
The Group continues to plan 3 priority strategies under the new three-year plan, together with the development of digital, CRE, profit-and-loss structure, systems and data infrastructure. - FY2022-Q1AdvancedAnnual report
「As further changes in lifestyles and consumer behavior are expected, our Group is currently formulating a new three-year plan to accelerate the shift from the traditional department store business model, structural reforms and the development of our foundations. The plan is built around 3 priority strategies: the "high-sensitivity, high-quality" strategy, the "connecting with individual customers" strategy and the "Group federation" strategy. We plan to develop common Group foundations required to execute these strategies, including systems and data infrastructure, logistics infrastructure and human resources infrastructure.」
The new three-year plan being formulated after the withdrawal of the previous plan specifies 3 priority strategies and the development of common systems and data, logistics and human resources infrastructure. - FY2021ReframedAnnual report
「Under these circumstances, our Group temporarily withdrew its medium-term management plan in November 2020. We are formulating a new three-year plan to accelerate the shift from the traditional department store business model, structural reforms and the development of our foundations.」
The medium-term management plan announced in November 2018 was temporarily withdrawn in November 2020 and reworked into a new three-year plan. The focus is on shifting away from the traditional department store model, structural reforms and developing the necessary foundations. - FY2020RestatedAnnual report
「To respond to these changes, our Group will continue implementing initiatives, including digitalization, toward realizing the vision set out in the three-year plan: becoming a matching platform operator connecting online and offline (stores).」
The Group continues to implement the initiatives under the three-year plan announced in November 2018, aimed at becoming a matching platform operator connecting online and offline. - FY2019Cited as achievedAnnual report
「In November of the same year, we formulated the Mitsukoshi Isetan Group Medium-Term Management Plan based on "Our Approach."」
The medium-term management plan that had been under formulation was recorded as completed in November 2018. - FY2018-Q2AchievedAnnual report
「Three-year plan <2018-2020> Under the strategy for the next three years, we will pursue two priorities: strengthening our earnings base and transforming our business structure. ■Strengthening the earnings base and transforming the business structure We will reform our business structure and restore profitability. To achieve growth, we will transform our business structure by focusing on the following areas, where we can leverage our management resources: 1. Revitalizing core stores 2. Real estate redevelopment 3. Digital transformation 4. Overseas business」
The new Group medium-term management plan, which had been under formulation, was presented as a three-year plan for 2018-2020, with 2 specific priorities and 4 focus areas. - FY2017First statedAnnual report
「The previous three-year plan fell substantially short of its targets, and the group is currently formulating a new medium-term management plan.」
The Group is in the process of formulating a new medium-term management plan, based on the failure to achieve the targets of the previous three-year plan.