Three-Year Medium-Term Plan Beginning with the Fiscal Year Ending August 2018
First written in FY2017. 10 of 20 entries say "Restated". Latest entry: 2026-08-21.
No other company in this theme has enough history to compare yet.
- 2026-08-21AchievedOther Disclosures
「The 4 specific measures announced in the fiscal year ending August 2024 medium-term management plan—organizing and consolidating unprofitable stores, strengthening jewelry and bullion products, reducing inventories of imported watches and other products, and bringing jewelry brands under the group umbrella—have been completed」
The company stated that the 4 specific measures in the previous medium-term management plan had been completed. A new medium-term management policy is scheduled to be disclosed separately. - FY2025-H1SoftenedAnnual report
「In addition, based on results for the interim period, we decided to temporarily withdraw the plan figures in the medium-term management plan announced on 3 October 2023 and revised on 29 October 2024. While maintaining and continuing the qualitative policies and initiatives of the medium-term management plan, we are formulating new plan figures incorporating additional improvement measures and plan to disclose them once finalized.」
While maintaining the qualitative policies and initiatives of the medium-term management plan, the company temporarily withdrew the plan figures and stated that it is formulating new figures. - FY2024-Q3RestatedAnnual report
「There were no material changes to the Group’s management policies, management strategies or other matters during the third quarter of the current consolidated cumulative period.」
The company expressly states that there have been no material changes to its management policies or management strategies, including the medium-term management plan announced on 3 October 2023. - FY2024-Q2RestatedAnnual report
「Against this backdrop, the group pursued initiatives under its medium-term management plan, announced on 3 October 2023, which focuses on group strategies including the structural reform of Happiness and D, the establishment of a subsidiary for a new business, more active M&A and the expansion of AbHeri.」
Under the medium-term management plan announced in October 2023, the company continues to pursue structural reform, new businesses, M&A and the expansion of AbHeri's operations as its main execution items. - FY2024-Q1AdvancedAnnual report
「Against this backdrop, the group pursued initiatives under its medium-term management plan, announced on 3 October 2023, which focuses on group strategies including the structural reform of Happiness and D, the establishment of a subsidiary for a new business, more active M&A and the expansion of AbHeri.」
Under the medium-term management plan announced in October 2023, the company is advancing structural reform at Happiness and D Co., Ltd., the establishment of No., M&A and the expansion of AbHeri's operations as specific execution items. - FY2023ReframedAnnual report
「Until now, the company had operated under a single business model consisting of a multi-store rollout of brand shops, but from the current consolidated fiscal year it became a group company following the acquisition of all shares of AbHeri Co., Ltd. through an M&A transaction.」
The company has shifted from its previous single-business model and medium-term plan to a policy centered on group management originating with the acquisition of AbHeri, diversification of business models, integration of manufacturing and sales, M&A and new businesses. - FY2023-Q1Partial revision of the plan figuresAnnual report
「As we entered the second year of our three-year medium-term management plan centered on an investment strategy, we continued to promote DX investment to link our app with internal systems, investment in human resources to build an outbound and home-based sales center, development of a pipeline for private-brand (PB) products, preparations for OMO-format stores integrating online and offline channels, and social contribution initiatives aimed at integrating business growth with sustainability. We also partially revised the plan figures in response to changes in the external environment (see the timely disclosure dated 25 October 2022, “Progress on the Medium-Term Management Plan and Revision of Plan Figures”).」
The company states that it is continuing the previous medium-term management plan while partially revising the plan figures in response to changes in the external environment. - FY2022-Q1ReframedAnnual report
「Against this backdrop, we formulated a 3-year medium-term management plan centred on an investment strategy to address changes in the external environment and support medium- to long-term growth. We are promoting initiatives including DX investment to link our app with internal systems, investment in human resources to build field-based and work-from-home sales centres, development of a pipeline for private-brand (PB) products, opening OMO-format stores that combine online and offline channels, and social contribution activities aimed at integrating business growth with sustainability.」
The previous medium- to long-term growth policy has been reorganized into a new three-year medium-term management plan centered on an investment strategy incorporating DX, investment in human resources, private-brand development, OMO-format stores and sustainability. - FY2021-Q3RestatedAnnual report
「There were no material changes to the management policies or management strategies established by the company during the cumulative third quarter period.」
The company states that there have been no material changes to its management policies or management strategies and continues its existing medium- to long-term growth policy. - FY2021-Q2RestatedAnnual report
「There were no material changes to the management policies or management strategies established by the company during the cumulative second quarter period.」
The company states that there have been no material changes to its management policies or management strategies and continues its previous medium- to long-term growth policy. - FY2020ReframedAnnual report
「Against this backdrop, toward medium- to long-term growth, we will actively strengthen sales of jewelry and private-brand products, enhance support for stores' sales structures, and promote digital and IT investment to improve operational efficiency and secure and better develop sales staff through improved compensation and working conditions. We will also seek to expand contactless sales, including EC (online retail) and live sales.」
The focus has shifted from the previous key issues centered on selective store openings, new store formats, brands and EC to a medium- to long-term growth policy centered on jewelry and private brands, digital and IT, support for sales staff and live sales. - FY2020-Q3RestatedAnnual report
「We addressed selective new store openings, stronger measures for existing stores centered on flagship stores, improved inventory turnover, expansion of sales channels for original brands, stronger after-sales service for watches, further expansion of the EC (online retail) business and logistics cost reductions as key issues for the current fiscal year.」
The company states that there have been no material changes to its management policies or management strategies and continues to address the key issues of selective store openings, existing stores, inventory, brands, watch services, EC and logistics. - FY2020-Q2RestatedAnnual report
「We addressed selective new store openings, stronger measures for existing stores centered on flagship stores, improved inventory turnover, expansion of sales channels for original brands, stronger after-sales service for watches, further expansion of the EC (online retail) business and logistics cost reductions as key issues for the current fiscal year. However, to respond to the sharp decline in personal consumption, we are reviewing our merchandise procurement plan and seeking to improve inventory turnover further.」
While continuing the existing key issues, the company is reviewing its merchandise procurement plan and seeking to further improve inventory turnover in response to the sharp decline in personal consumption. - FY2020-Q1RaisedAnnual report
「Against this backdrop, we are addressing selective new store openings, stronger measures for existing stores centered on flagship stores, improved inventory turnover, development of sales channels for original brands, stronger after-sales service for watches, further expansion of the EC (online retail) business and logistics cost reductions as key issues for the current fiscal year.」
For the current fiscal year, the scope of the key issues has been expanded beyond the previous store-opening, existing-store, brand and EC initiatives to include inventory turnover, after-sales service for watches and logistics costs. - FY2019-Q3RestatedAnnual report
「Against this backdrop, we are addressing selective new store openings, measures for existing stores, expansion of the new-format Le Bonheur Parfait stores, and stronger measures to counter competition in the EC (online retail) business as key issues for the current fiscal year.」
The company continues selective store openings and measures for existing stores related to the medium-term plan, and identifies expansion of the new-format Le Bonheur Parfait stores and measures to counter competition in the EC business as key issues for the current fiscal year. - FY2018ReframedAnnual report
「Against this backdrop, we newly formulated a three-year medium-term plan beginning with the fiscal year ending August 2019. While selectively opening new stores, we will focus on developing stores under new formats. We will also actively work to enhance our corporate image through work-style reforms for employees and social contribution activities, while seeking to establish our original brands Happy Candle and H&D. In the EC business, we will strengthen our sales structure and handle outlet products in order to achieve further expansion. In addition, we will promote the appointment of promising young talent to key positions, strengthen training in the sales division to develop personnel in managerial positions, and build the foundation for achieving the medium-term management plan. At the same time, we will actively create opportunities for company-wide interaction across workplaces, positions and generations.」
The company switched from the previous plan beginning with the fiscal year ending August 2018 to a new three-year plan beginning with the fiscal year ending August 2019. In addition to selective store openings, new store formats, brands and EC, the plan sets out the handling of outlet products, training for managerial personnel and company-wide interaction as initiatives. - FY2018-Q3RestatedAnnual report
「Against this backdrop, the Company is addressing as key priorities for the fiscal year the selective opening of new stores and measures for existing stores, the establishment of its original brands Happy Candle (ハッピーキャンドル) and Ｈ＆Ｄ (エイチ アンド ディ), the expansion of its EC (online retail) business, and improvements to its corporate image through work-style reforms for employees and social contribution activities, among other initiatives.」
The company continued during the fiscal year to treat selective store openings, measures for existing stores, original brands, EC, work-style reforms, and corporate image enhancement as key issues. - FY2018-Q2RestatedAnnual report
「Against this backdrop, the Company is addressing as key priorities for the fiscal year the selective opening of new stores and measures for existing stores, the establishment of its original brands Happy Candle (ハッピーキャンドル) and Ｈ＆Ｄ (エイチ アンド ディ), the expansion of its EC (online retail) business, and improvements to its corporate image through work-style reforms for employees and social contribution activities, among other initiatives.」
The company continued during the fiscal year to treat selective store openings, measures for existing stores, brand establishment, EC expansion, work-style reforms, and corporate image enhancement related to the three-year medium-term plan as key issues. - FY2018-Q1RestatedAnnual report
「Against this backdrop, the Company is addressing as key priorities for the fiscal year the selective opening of new stores and measures for existing stores, the establishment of its original brands Happy Candle (ハッピーキャンドル) and Ｈ＆Ｄ (エイチ アンド ディ), the expansion of its EC (online retail) business, and improvements to its corporate image through work-style reforms for employees and social contribution activities, among other initiatives.」
The company continued during the fiscal year to treat selective store openings, measures for existing stores, brands, EC, and human resources and corporate image initiatives related to the three-year medium-term plan as key issues. - FY2017First statedAnnual report
「In this environment, we newly formulated a three-year medium-term plan beginning in the fiscal year ending August 2018. While carefully selecting new store openings, we will focus on developing new-format stores centred on original-brand products. We will also actively work to enhance our corporate image through work-style reforms and social contribution activities, while seeking to establish our original brand Happy Candle and our new brand H&D. To further expand our EC business, we will increase staffing and strengthen advertising and promotional activities. In addition, we will promote the appointment of promising younger talent to management positions, work to increase the proportion of women in management, and build the foundation for achieving the medium-term management plan through improvements in employee benefits and other measures.」
The company explicitly presented for the first time a three-year plan beginning in the fiscal year ending August 2018, identifying selective store openings, new formats, corporate image enhancement, original brands, EC, and human resources initiatives as the plan's main means of execution.