Business management centered on "improvement and challenge"
First written in FY2017. 14 of 25 entries say "Restated". Latest entry: FY2026.
2 other companies' latest entry also says "Reframed".
- FY2026ReframedAnnual report
「As the basic policy for the fiscal year ending June 2027, we adopted “Increase the reasons to visit us again.”」
The basic policy changed from “Creating Fans of Joyful Honda!!” for the fiscal year ending June 2026 to “Increase the Reasons to Visit Again” for the fiscal year ending June 2027, with the policy reorganised around strengthening products, people, proposals, experiences and connections with local communities as reasons for repeat visits. - FY2026-H1RestatedAnnual report
「Against this backdrop, we adopted "Create fans of Joyful Honda!!" as this year's basic policy and worked to strengthen our product offerings, presentation and customer service so that customers would be satisfied.」
“Creating Fans of Joyful Honda!!,” adopted from the fiscal year ending June 2025, continues as the basic policy for the current fiscal year, and the Company is strengthening its products, sales floors and customer service. - FY2025RestatedAnnual report
「In addition, the Company adopted “Creating Fans of Joyful Honda!!” as its basic policy for the fiscal year ending June 2026, continuing the policy from the fiscal year ending June 2025.」
The Company reconfirmed “Creating Fans of Joyful Honda!!,” presented in FY2025-H1, as the basic policy to continue in the fiscal year ending June 2026. - FY2025-H1ReframedAnnual report
「Against this backdrop, we adopted "Create fans of Joyful Honda!!" as this fiscal year's basic policy and implemented our sales strategy while closely monitoring changes in the external environment.」
The FY2025 basic policy changed from “Returning to Our Roots and Creating a New Corporate Culture” to “Creating Fans of Joyful Honda!!” - FY2024-Q3RestatedAnnual report
「Against this operating backdrop, the Company pursued various initiatives under 3 themes in order to put into practice its 2024 basic policy of “Returning to Our Roots and Creating a New Corporate Culture.”」
The Company continues to operate its business based on the 2024 basic policy of “Returning to Our Roots and Creating a New Corporate Culture” and the 3 themes under that policy. - FY2024-Q2RestatedAnnual report
「To put its 2024 basic policy of “Returning to Our Roots and Creating a New Corporate Culture” into practice, the Company actively pursued initiatives under 3 themes.」
The Company continues to operate its business based on the 2024 basic policy of “Returning to Our Roots and Creating a New Corporate Culture” and the 3 themes under that policy. - FY2024-Q1RestatedAnnual report
「The Company adopted “Returning to Our Roots and Creating a New Corporate Culture” as its basic policy for 2024, returning to its roots, acting faithfully to the fundamentals, and sharing new corporate values (VALUE).」
The Company continues “Returning to Our Roots and Creating a New Corporate Culture,” presented in FY2023, as its basic policy for 2024, with a commitment to acting faithfully to the fundamentals and sharing new VALUE. - FY2023ReframedAnnual report
「We also adopted "Returning to our roots and creating a new corporate culture" as our basic policy for fiscal 2024.」
In addition to the 3 basic policies of the medium-term management plan, the Company designated 2024 as the year of “Returning to Our Roots and Creating a New Corporate Culture,” and reorganised its policy around creating a new corporate culture based on “eliminating negatives” and “product assortment.” - FY2023-Q1RestatedAnnual report
「Based on the 3 basic policies set out in the medium-term management plan, namely “executing initiatives based on our corporate mission,” “achieving growth by quantifying our corporate vision,” and “co-creating SDG solutions with local communities,” the Company has strengthened its efforts to achieve this year’s policy of “Let’s expand our fan base across generations!”」
The Company continues to operate its business based on the 3 basic policies of the medium-term management plan and this year’s policy of “Let’s expand our fan base across generations!” - FY2022ReframedAnnual report
「We will steadily execute the priority initiatives in the medium-term management plan and take on the challenge of creating a “one-of-a-kind new store,” thereby building the foundation for “entertainment retailing” loved by all generations and gaining fans across generations.」
The previous themes of “Pursuing Uncompromising Excellence” and the 3 priority initiatives have been reorganised into the next growth theme based on the medium-term management plan and “entertainment retailing.” - FY2022-Q3RestatedAnnual report
「Against this operating backdrop, the Company established 3 priority initiatives for the current fiscal year: “renewed efforts to increase sales,” “continuing margin improvement and cost control,” and “active investment for the future,” and strengthened its efforts in these areas.」
The 3 priority initiatives presented in the previous fiscal year continue as the management themes for the current fiscal year, with efforts being strengthened. - FY2022-Q1RestatedAnnual report
「The Company has adopted “Pursuing Uncompromising Excellence” as the theme of its business policy for the current fiscal year.」
“Pursuing Uncompromising Excellence,” adopted in the previous fiscal year, continues as the business policy for the current fiscal year. - FY2021ReframedAnnual report
「Against this operating backdrop, looking toward the fiscal year ending June 2022, we established “Pursuing Uncompromising Excellence” as the theme of our business policy in order to move from structural reforms to the next stage of growth. We have launched new challenges and investments and will actively pursue investments for the future, positioning this as the “First Year” in which we evolve both in name and in substance as a “Living Space Innovator.”」
The policy has been reorganised from the “First Year of Transformation,” the “Finishing Year” and the 3 pillars of execution toward the next stage of growth after the structural reforms, driven by “Pursuing Uncompromising Excellence” and investment for the future. - FY2021-Q3RestatedAnnual report
「The company promoted decisive earnings-structure reform and investments contributing to future growth, including strengthening merchandising initiatives, optimizing cost controls, and actively investing in new and existing stores」
The Group has reconfirmed its management policy of advancing merchandising, cost control and investment in line with the 3 pillars of execution set out in FY2020. - FY2020ReframedAnnual report
「We will pursue 3 major pillars of execution: “strengthening merchandising,” “optimising cost control,” and “ 적극ive investment in new and existing stores.”」
Following the annual themes of the “First Year of Transformation” and the “Finishing Year,” the management policy has been reorganised around 3 pillars of execution following the organisational restructuring. - FY2019-Q3RestatedAnnual report
「Against this social and economic backdrop, with the aim of achieving further corporate growth and development, the Group has designated the current fiscal year as the “Finishing Year” for structural reforms and is advancing structural reforms in the 4 areas undertaken since the previous fiscal year.」
The Group continues the structural reforms in 4 areas initiated in the previous fiscal year, under the theme of the “Finishing Year.” - FY2019-Q2RestatedAnnual report
「Against this social and economic backdrop, with the aim of achieving further corporate growth and development, the Group has designated the current fiscal year as the “Finishing Year” for structural reforms and is advancing structural reforms in the 4 areas undertaken since the previous fiscal year.」
Following the previous year’s “First Year of Transformation,” the current fiscal year has been designated as the year for completing structural reforms in 4 areas. - FY2019-Q1ReframedAnnual report
「Against this social and economic backdrop, with the aim of achieving further corporate growth and development, the Group designated the current fiscal year as the “Finishing Year” for structural reforms and advanced structural reforms in the 4 areas undertaken since the previous fiscal year.」
Following the previous year’s “First Year of Transformation,” the current fiscal year has been designated as the year for completing and embedding the structural reforms. - FY2018RestatedAnnual report
「Against this backdrop, the Group has reassessed changes in customers’ lifestyles in an ageing society with a declining birth rate and the progress of business realignment in the retail industry as part of the future operating environment. From the fiscal year under review, we have been pursuing structural reforms in 4 areas, namely the “business structure,” “merchandising structure,” “organisational structure” and “expense structure,” under the slogan of the “First Year of Transformation,” in order to eliminate inefficiency, waste and inconsistency, improve productivity and cost competitiveness, and secure resources for creating further customer value.」
The “First Year of Transformation,” which changed from “Improvement and Challenge,” continues as the annual theme for advancing structural reforms in 4 areas. - FY2018-Q3RestatedAnnual report
「From the fiscal year under review, we have been pursuing structural reforms in 4 areas, namely the “business structure,” “merchandising structure,” “organisational structure” and “expense structure,” under the core theme of the “First Year of Transformation,” in order to eliminate inefficiency, waste and inconsistency, improve productivity and cost competitiveness, and secure resources for creating further customer value.」
The “First Year of Transformation” and structural reforms in 4 areas remain the core themes for the fiscal year under review. - FY2018-Q2RestatedAnnual report
「Against this backdrop, the Group has reassessed changes in customers’ lifestyles in an ageing society with a declining birth rate and the trend toward business realignment in the retail industry as part of the future operating environment. From the fiscal year under review, we have been pursuing structural reforms in 4 areas, namely the “business structure,” “merchandising structure,” “organisational structure” and “expense structure,” under the core theme of the “First Year of Transformation,” in order to eliminate inefficiency, waste and inconsistency, improve productivity and cost competitiveness, and secure resources for creating further customer value.」
The Group has reconfirmed structural reforms in 4 areas under the core theme of the “First Year of Transformation” as an ongoing management theme for the fiscal year under review. - FY2018-Q1ReframedAnnual report
「From the first quarter of the fiscal year under review, we have been pursuing structural reforms in 4 areas, namely the “business structure,” “merchandising structure,” “organisational structure” and “expense structure,” under the core theme of the “First Year of Transformation,” in order to eliminate inefficiency, waste and inconsistency, improve productivity and cost competitiveness, and secure resources for creating further customer value.」
The management theme for the current fiscal year changed from the previous year’s “Improvement and Challenge” to structural reforms in 4 areas under the core theme of the “First Year of Transformation.” - FY2017First statedAnnual report
「Against this backdrop, during the fiscal year under review, the Group pursued the following initiatives under “Improvement and Challenge” as its core theme: (1) expanding value-added products and strengthening sales floors, (2) strengthening service capabilities, and (3) promoting new store openings and renovations.」
FY2017 management activities were summarised as “Improvement and Challenge,” with products and sales floors, services, and new store openings and renovations identified as the 3 priority areas.