Diversifying Sales Formats and Expanding Store Locations
First written in FY2016. 14 of 36 entries say "Advanced", first in FY2017-Q1. Latest entry: 2026-08-14.
The whole theme swung hardest in 2020: 1 of 12 companies on the "Worse" side.
8 other companies' latest entry also says "Advanced".
- FY2026ReframedAnnual report
「The company subdivided its portfolio into the “izakaya business,” “specialty-store business” and “restaurant business,” and promoted the optimal allocation of management resources according to the characteristics of each area under a policy of restraining store openings and focusing on existing stores.」
Rather than uniformly expanding sales formats and geographic coverage, the company has reorganised its domestic food service business into izakaya, specialty-store and restaurant segments, with restrained store openings, a focus on existing stores and area-based resource allocation. - FY2026-H1AdvancedAnnual report
「The restaurant business, which continues to perform well among the other formats, plans to continue opening stores and is positioned as an important business for providing career opportunities for employees.」
Even as the total number of stores declines, the company maintains its plan for continued openings in the well-performing restaurant format and positions it as a source of career opportunities. - FY2025-H1AdvancedAnnual report
「In addition to opening the mid- to high-end すき焼しゃぶしゃぶつかだ format, which had remained resilient during the COVID-19 pandemic, at KITTE Osaka and the くしあげ 串亭 format at Tokyo Solamachi, the company opened the standing sushi format 立鮨すし横 at Shinjuku EATo LUMINE, directly connected to Shinjuku Station, and Yaechika, directly connected to Tokyo Station. In addition, to respond to changes in the consumption environment, 2 塚田農場 stores each were changed to the 炭火焼鳥 塚田農場 and 北海道 塚田農場 formats, respectively, as part of efforts to rebuild the brands.」
Regarding diversification of sales formats and business formats, the company is concretely proceeding with openings at multiple commercial facilities and station locations, as well as format changes for existing brands. - FY2024-Q1RestatedAnnual report
「The company is working to transform its business model by developing new brands positioned as restaurants where customers can enjoy food rather than izakaya venues centred on demand for drinks, and by pursuing new businesses centred on product capabilities based on continued, close relationships with producers, including e-commerce, takeout and delivery.」
The company continues to develop new brands that shift from izakaya to restaurants and transform the business model through e-commerce, takeout and delivery. - FY2023ReframedAnnual report
「The company is working to transform its business model toward specialty-store formats by rebuilding existing brands through initiatives such as DX and pursuing new businesses centred on product capabilities based on continued, close relationships with producers.」
The company’s explanation has shifted from a focus on expanding stores and geographic coverage toward transforming the business model by combining DX, the rebuilding of existing brands, new businesses and specialty-store formats. - FY2023-Q2RestatedAnnual report
「The company is working to transform its business model by developing new brands positioned as restaurants where customers can enjoy food rather than izakaya venues centred on demand for drinks, and by pursuing new businesses centred on product capabilities based on continued, close relationships with producers, including e-commerce, takeout and delivery.」
The company continues to transform its business model through new brand development as restaurants, e-commerce, takeout and delivery rather than uniformly expanding stores and geographic coverage. - FY2023-Q1ReframedAnnual report
「The company is working to transform its business model by developing new brands positioned as restaurants where customers can enjoy food rather than izakaya venues centred on demand for drinks, and by pursuing new businesses centred on product capabilities based on continued, close relationships with producers, including e-commerce, takeout and delivery.」
The company continues to transform its business model from an izakaya-centred positioning toward developing new brands positioned as restaurants where customers can enjoy food and combining e-commerce, takeout and delivery. - FY2022-Q3RestatedAnnual report
「In this environment, the group is responding to changes in the consumption environment by developing high-value-added products and further strengthening service in sales. Under its shared group mission of “pursuing the ideal form of food,” it is working to transform its business model by rebuilding existing brands, developing new brands focused more on meals than on izakaya dining, and pursuing new businesses centred on product capabilities based on continued, close relationships with producers, including e-commerce, takeout and delivery.」
The company continues to transform its business model by combining the rebuilding of existing brands, new brands, e-commerce, takeout and delivery rather than uniformly expanding stores and geographic coverage. - FY2022-Q2RestatedAnnual report
「Under the Group-wide mission of “pursuing the ideal future of food,” we are working to transform our business model by rebuilding existing brands, developing new brands focused more on meals than on izakaya dining, and pursuing new businesses centered on product capabilities developed through continuous, close relationships with producers, including e-commerce, takeout and delivery.」
The company continues to transform its business model by combining existing brands, new brands, e-commerce, takeout and delivery rather than uniformly expanding stores and geographic coverage. - FY2022-Q1RestatedAnnual report
「In addition to rebuilding existing brands and developing new brands focused more on meals than on izakaya dining, the company is working to transform its business model by pursuing new businesses centred on product capabilities based on continued, close relationships with producers, including e-commerce, takeout and delivery.」
The company continues to diversify its sales formats by combining existing brands, new brands, e-commerce, takeout and delivery rather than uniformly expanding stores and geographic coverage. - FY2021RestatedAnnual report
「The company will selectively determine the formats and areas for its new and overseas businesses and drive earnings growth by boldly pursuing selection and concentration. In addition, it will continue to consider diversifying its sales formats over the medium term, including prepared meals, retail and mail-order sales, through non-food-service businesses such as delivered boxed meals and the development and sale of private-label products for retail.」
The company continues to pursue a policy combining a focus on existing domestic stores, selection and concentration in new and overseas businesses, and diversification into prepared meals, retail and mail-order sales. - FY2021-Q3RestatedAnnual report
「Under the group’s shared mission of “pursuing the ideal form of food,” the company is working to transform its business model by rebuilding existing brands, developing new brands such as つかだ食堂, which places greater emphasis on meals than on izakaya dining, and pursuing new businesses centred on product capabilities based on continued, close relationships with producers in areas such as e-commerce, takeout and delivery.」
The company continues to transform its business model by combining the rebuilding of existing brands, new brands, e-commerce, takeout and delivery rather than uniformly expanding stores and geographic coverage. - FY2021-Q2ReframedAnnual report
「In addition to rebuilding existing brands and developing new brands such as つかだ食堂, which places greater emphasis on meals than on izakaya dining, the company is working to transform its business model by pursuing new businesses in areas such as e-commerce, takeout and delivery, centred on product capabilities based on continued, close relationships with producers.」
The company continues to describe a shift from its previous focus on expanding stores and geographic coverage toward transforming the business model by combining the rebuilding of existing brands, new brands, e-commerce, takeout and delivery. - FY2021-Q1ReframedAnnual report
「In addition to rebuilding existing brands and developing new brands such as つかだ食堂, which places greater emphasis on meals than on izakaya dining, the company is working to transform its business model by pursuing new businesses centred on product capabilities based on continued, close relationships with producers, including e-commerce, takeout and delivery.」
The focus is shifting from the previous emphasis on expanding stores and geographic coverage toward transforming the business model by combining the rebuilding of existing brands, new brands, e-commerce, takeout and delivery. - FY2020-Q1RestatedAnnual report
「Under the Group-wide mission of “pursuing the ideal future of food in Japan,” we worked to strengthen our business model, centered on rebuilding existing brands and developing new brands, by securing and training talented personnel, developing production areas, and enhancing product capabilities through continuous, close relationships with producers.」
The company continues to strengthen its business model around rebuilding existing brands and developing new brands rather than uniformly expanding its store network. - FY2019ReframedAnnual report
「The company will accurately adjust its brands, store formats and product mix while analysing customers and market trends, thereby improving the sales capabilities of existing domestic stores. It will also selectively determine the formats and areas for its new and overseas businesses and drive earnings growth by boldly pursuing selection and concentration.」
The strategy has been reorganised from uniformly expanding sales formats and geographic coverage toward improving the sales capabilities of existing stores, selectively determining formats and areas for new and overseas businesses, and pursuing selection and concentration. - FY2019-Q3RestatedAnnual report
「Against this backdrop, our Group is responding to expected changes in the consumer environment. Under the Group-wide mission of “pursuing the ideal future of food in Japan,” we are working to strengthen existing brands, develop stores for new brands, and further enhance services in the development and sale of high-value-added products.」
The company continues to strengthen existing brands, develop stores under new brands and enhance products and services rather than uniformly expand its store network. - FY2019-Q2RestatedAnnual report
「Against this backdrop, our Group is responding to expected changes in the consumer environment. Under the Group-wide mission of “pursuing the ideal future of food in Japan,” we are working to strengthen existing brands, develop stores for new brands, and further enhance services in the development and sale of high-value-added products.」
The company continues to strengthen existing brands, develop stores under new brands and enhance products and services rather than uniformly expand its store network. - FY2019-Q1ReframedAnnual report
「Under the Group-wide mission of “pursuing the ideal future of food in Japan,” we worked to strengthen our business model, centered on rebuilding existing brands and developing new brands, by securing and training talented personnel, developing production areas, and enhancing product capabilities through continuous, close relationships with producers.」
The focus is shifting away from uniformly expanding sales formats and store locations toward rebuilding existing brands and developing new brands. - FY2018ReframedAnnual report
「The company will concentrate in the near term on improving the sales capabilities of existing domestic stores while selectively determining the areas for overseas expansion.」
The company is shifting from uniformly expanding sales formats and geographic coverage to prioritising improvements in the sales capabilities of existing domestic stores and selective overseas expansion areas. - FY2018-Q3SoftenedAnnual report
「The Group did not open any new stores during the quarter.」
Regarding the expansion of sales formats and store locations, the company made no new store openings during the quarter and focused on strengthening existing brands, developing new brands and enhancing products and services. - FY2018-Q2AdvancedAnnual report
「In this environment, the group is responding to anticipated changes in the consumption environment by working under its shared group mission of “pursuing the ideal form of Japanese food” to strengthen existing brands, develop stores under new brands, develop high-value-added products and further enhance service in sales. During the quarter, the group opened only 2 stores and focused on strengthening its business foundations, including securing and training personnel, developing production areas and enhancing product capabilities through continued, close relationships with producers.」
In addition to strengthening existing brands, the company explicitly identified the development of stores under new brands, while limiting openings to 2 stores during the quarter and expanding its sales formats. - FY2018-Q1AdvancedAnnual report
「Meanwhile, the company continues to open restaurants in Japan and overseas and plans to continue increasing their number. It opened 7 new stores and closed 2 stores, bringing the number of directly operated stores to 213 at the end of the first quarter.」
Regarding the expansion of sales formats and geographic coverage, the store network, including overseas stores, was expanded through new openings, bringing the number of directly operated stores to 213. - FY2017ReframedAnnual report
「To address this issue, the company will introduce a new three-company structure for the group’s operating management organisation, comprising the 塚田農場 business, new-format businesses and overseas business, creating a framework to rapidly promote the selection and concentration of resources across its diversified businesses.」
The response to the challenge of expanding sales formats and geographic coverage has been reorganised around selection and concentration under a three-company structure, a focus on existing domestic stores and overseas expansion. - FY2017-Q3AdvancedAnnual report
「As a result, the number of directly operated stores stood at 205 at the end of the period, including 12 overseas stores.」
While restraining domestic store openings, the company’s directly operated store network reached 205 stores, including 12 overseas stores. - FY2017-Q2AdvancedAnnual report
「As the format for commercial facilities launched overseas, including in Singapore, has been performing well, the company is expanding its store locations into China, bringing the number of overseas stores to 11.」
Against a backdrop of progress in formats for commercial facilities, the company is moving to expand its store locations into China. - FY2017-Q1AdvancedAnnual report
「This was attributable to the opening of food service stores, primarily under the 塚田農場 brand, during the previous fiscal year, resulting in a net increase of 39 stores year on year.」
The total number of stores increased by a net 39 year on year due to the opening of food service stores. - FY2016First statedAnnual report
「The company considers diversifying sales formats and expanding store locations to be important issues for further business expansion.」
The company identifies expanding both sales formats and geographic coverage, in addition to expanding its food service stores, as an important issue.