Organizational restructuring to maximize area value
First written in FY2018-Q1. 8 of 13 entries say "Advanced", first in FY2019-Q1. Latest entry: FY2025.
3 other companies' latest entry also says "Advanced".
- FY2025AdvancedAnnual report
「To develop stores capable of growth, the company established a Store Training Department and created a “skills map” to improve the expertise of store-floor personnel.」
Regarding organizational operations, the company strengthened the expertise and training functions of store operations by establishing a Store Training Department and creating a skills map. - FY2022AdvancedAnnual report
「In selling, general and administrative expenses, the company reduced costs by consolidating indirect functions, optimizing staffing through integrated store-floor presentation, and streamlining operations through paperless processes using mobile devices and cloud-based approvals. It also made profit and loss figures for each sales location visible and shared them as organizational knowledge, fostering a management mindset among managers.」
The company advanced its organizational structural reform through consolidating indirect functions, integrating store-floor presentation, optimizing staffing, and visualizing and sharing profit and loss information, and reported an effect on reducing SG&A expenses. - FY2022-Q2AdvancedAnnual report
「At the same time, the company optimized and redeployed personnel by consolidating headquarters functions to simplify and improve efficiency, establishing remote work, using multiple offices, and integrating store-floor presentation across departments to realize the benefits of merging subsidiaries.」
In terms of organizational operations, the company consolidated headquarters functions, used remote work and multiple offices, integrated store-floor presentation across departments, and optimized and redeployed personnel. - FY2021AdvancedAnnual report
「As part of its ESG initiatives, in January the company began supporting activities including providing venues, publicizing and assisting with the operation of adoption events for rescue dogs and cats, together with 一般社団法人RENSA, which has extensive experience creating opportunities to meet rescue dogs and cats, and SBI Prism Small Amount and Short-Term Insurance Co., Ltd., a pet insurer.」
Rather than organizational reform itself, the company implemented initiatives involving cooperation with external organizations in operating the business after the organizational reorganization. - FY2021-Q1AdvancedAnnual report
「In addition, to strengthen coordination between store-floor operations and merchandising buyers, the company appointed supervisors and changed to an organizational structure capable of directly advancing product policies.」
The company appointed supervisors to connect headquarters and stores and changed to an organizational structure that directly advances product policies. - FY2020AdvancedAnnual report
「In addition, to establish an organizational structure that directly advances product policies, from the new fiscal year the company has aligned headquarters and stores under 5 product groups and newly created supervisor positions to serve as a bridge between headquarters and stores.」
As part of its organizational structural reform, the company aligned headquarters and stores under 5 product groups and newly created supervisor positions, adding functions for communicating product policies and providing feedback. - FY2020-Q2AdvancedAnnual report
「We are currently working to build standardized models in the Hitachinaka area to realize a broad trading area that leverages store scale, and in the Yachiyo area to create stores more closely rooted in the local community.」
The company has entered the concrete stage of developing models in the Hitachinaka and Yachiyo areas for its organizational and operating policy of combining standardization across all stores with customization by area. - FY2020-Q1ReframedAnnual report
「The company is working to achieve both standardized operations across all stores and customization by area in order to create attractive stores for customers.」
Regarding operations aimed at maximizing area value, the company has clearly stated a policy of combining standardization across all stores with customization by area. - FY2019-Q3RestatedAnnual report
「At our stores, we are creating sales floors across the different facilities in each area, including selling Garden Center products at the Home Improvement Center Lifestyle Center and Materials Center.」
The company continues to develop store-floor presentation across multiple facilities within each area and operate the organizational structural reform aimed at maximizing area value. - FY2019-Q1AdvancedAnnual report
「To strengthen sales capabilities, the company separated the procurement function from the Sales Headquarters, established a new Merchandising Headquarters, placed the functions of the Corporate Planning Headquarters directly under the president, dissolved the Corporate Planning Headquarters, and adopted a four-headquarters structure comprising the Sales Headquarters, Merchandising Headquarters, Development Headquarters and Administration Headquarters. By clarifying these organizational functions and areas of responsibility, the company is seeking to accelerate its ongoing structural reforms and strengthen budget execution.」
In addition to its previous area management reforms, the company separated the procurement function, established a new Merchandising Headquarters, dissolved the Corporate Planning Headquarters, and reorganized into a four-headquarters structure. - FY2018-Q3RestatedAnnual report
「Under its “organizational structural reform,” the company is promoting new area management integrating headquarters and stores in order to maximize area value, including abolishing the divisional structure and appointing managers responsible for overseeing each area.」
The company continues to abolish the divisional structure, appoint managers responsible for overseeing each area, and operate area management integrating headquarters and stores. - FY2018-Q2RestatedAnnual report
「③ Under its “organizational structural reform,” the company is promoting new area management integrating headquarters and stores in order to maximize area value, including abolishing the divisional structure and appointing managers responsible for overseeing each area. At headquarters, it has also divided the merchandising department into 3 units to improve management standards and pursue greater specialization in each product category.」
The company continues its organizational structural reform through abolishing the divisional structure, appointing managers responsible for overseeing each area, and dividing the merchandising department into 3 units. - FY2018-Q1First statedAnnual report
「Under its “organizational structural reform,” the company is promoting new area management integrating headquarters and stores in order to maximize area value, including abolishing the divisional structure and appointing managers responsible for overseeing each area. At headquarters, it has also divided the merchandising department into 3 units to improve management standards and pursue greater specialization in each product category.」
The company abolished the divisional structure, appointed managers responsible for overseeing each area, and shifted to area management integrating headquarters and stores, while dividing the merchandising department into 3 units.