Maintaining the Value of Uniform Pricing Through Productivity Gains and Faster Service Delivery
First written in FY2016-Q3. 10 of 22 entries say "Restated". Latest entry: 2026-09-17.
21 other companies' latest entry also says "Advanced".
- FY2023RestatedAnnual report
「While concentrating capital, human resources and know-how and actively working to standardize business operations and improve management efficiency」
The Company has reaffirmed the concentration of management resources, standardization of business operations and improvement of management efficiency as basic policies alongside its commitment to quality and taste. - FY2022-Q2RestatedAnnual report
「In addition, through a thorough focus on cost controls, particularly variable costs, in line with the decline in sales, selling, general and administrative expenses were held to ¥7,580 million. However, the impact of lower sales was substantial, resulting in an operating loss of ¥1,857 million.」
Cost controls focused on variable costs continued in response to the decline in sales. Selling, general and administrative expenses were held to ¥7,579,970 thousand, but an operating loss of ¥1,856,931 thousand was recorded. - FY2022-Q1RestatedAnnual report
「In addition, through a thorough focus on cost controls, particularly variable costs, in line with the decline in sales, selling, general and administrative expenses were held to ¥3,188 million. However, the impact of lower sales was substantial, resulting in an operating loss of ¥1,725 million.」
Cost controls focused on variable costs continued in response to the decline in sales, holding selling, general and administrative expenses to ¥3,187,986 thousand. Meanwhile, an operating loss of ¥1,725,446 thousand was recorded. - FY2021ReframedAnnual report
「For the time being, the Company will prioritize thorough implementation of hygiene controls and measures against COVID-19, as well as maintaining its financial base through thorough cost controls」
The Company has indicated that, for the time being, maintaining its financial base through infection-control measures and thorough cost controls will take priority over improving productivity and management efficiency. - FY2021-Q1AdvancedAnnual report
「In addition, through a thorough focus on cost controls, particularly variable costs, in line with the decline in sales, selling, general and administrative expenses were held to ¥4,542 million, down 18.6% year on year. However, the impact of lower sales was substantial, resulting in an operating loss of ¥167 million, compared with operating profit of ¥504 million in the same period of the previous year.」
Cost controls focused on variable costs reduced selling, general and administrative expenses by 18.6% year on year. However, the decline in sales resulted in an operating loss. - FY2020AdvancedAnnual report
「To address the decline in sales, the Company implemented thorough cost-of-sales and cost controls. Gross profit was ¥19,603 million, down 22.0% year on year, while selling, general and administrative expenses were ¥18,620 million, down 22.2%,」
Cost-of-sales and cost controls were implemented in response to the decline in sales, bringing selling, general and administrative expenses down 22.2% year on year. However, operating profit also fell 17.4% year on year. - FY2020-Q3RestatedAnnual report
「In the fiscal year, the first year of the medium-term management plan, the Company identified strengthening sales at existing stores and profitability management as key priorities and worked to improve profitability by maximizing sales through enhanced customer value and implementing thorough cost controls.」
Strengthening sales at existing stores, enhancing profitability management and implementing thorough cost controls remain key priorities for the first year of the plan. - FY2020-Q2AdvancedAnnual report
「Meanwhile, as a result of the Company’s thorough focus on profitability management and the contribution from closing underperforming stores, selling, general and administrative expenses were ¥11,077 million, down 9.2% year on year, while operating profit was ¥1,359 million, up 278.4%, ordinary profit was ¥1,344 million, up 294.9%, and quarterly net income was ¥789 million, up 1,372.6%.」
Through stricter profitability management and the closure of underperforming stores, selling, general and administrative expenses fell 9.2% year on year, while operating profit, ordinary profit and quarterly net income increased substantially. - FY2020-Q1AdvancedAnnual report
「Meanwhile, as a result of the Company’s thorough focus on profitability management and the contribution from closing underperforming stores during the previous fiscal year, selling, general and administrative expenses were ¥5,582 million, down 9.2% year on year, while operating profit was ¥504 million, up 269.5%, ordinary profit was ¥499 million, up 297.4%, and quarterly net income was ¥319 million, up 442.9%.」
Through stricter profitability management and the benefits of closing unprofitable stores, selling, general and administrative expenses fell 9.2% year on year, while operating profit, ordinary profit and quarterly net income increased substantially. - FY2019AdvancedAnnual report
「In addition, during the second half, we began operating the Amoeba Management system. By aligning the awareness of all departments across the organization and managing them using common indicators, we further heightened awareness of profitability and achieved more effective control of the cost of sales and labor costs.」
The company began operating the Amoeba Management system in the second half and describes the effects of cross-functional management using common indicators and control of the cost of sales and labor costs. - FY2018AdvancedAnnual report
「In addition, following the price revision, the cost-of-sales ratio declined by 1.7 percentage points year on year. The introduction of the touchscreen self-ordering system improved the efficiency of restaurant operations and enabled more effective labor cost control, while」
The filing quantifies the effects of the productivity improvement initiatives, citing a 1.7-percentage-point reduction in the cost-of-sales ratio following the price revision and improved restaurant operations and labor cost control following the introduction of the self-ordering system. - FY2018-Q3RestatedAnnual report
「Against this backdrop, we formulated a new medium-term management plan, “U-nobore Challenge 1000” (fiscal years ending July 2018 to July 2021). In the fiscal year ending July 2021, the final year of the plan, we will continue to pursue the key initiatives of strengthening new restaurant openings, strengthening our human resources base and improving management efficiency in order to achieve 1,000 “鳥貴族” restaurants and an operating margin of 8% across the three markets of the Kanto, Kansai and Tokai regions.」
The company continues to pursue management efficiency improvements as a key initiative in the medium-term management plan, but no specific new progress is stated. - FY2018-Q2RestatedAnnual report
「Against this backdrop, we formulated a new medium-term management plan, “U-nobore Challenge 1000” (fiscal years ending July 2018 to July 2021). In the fiscal year ending July 2021, the final year of the plan, we will continue to pursue the key initiatives of strengthening new restaurant openings, strengthening our human resources base and improving management efficiency in order to achieve 1,000 “鳥貴族” restaurants and an operating margin of 8% across the three markets of the Kanto, Kansai and Tokai regions.」
The company continues to pursue management efficiency improvements as a key initiative for achieving 1,000 restaurants and an 8% operating margin under the medium-term management plan. - FY2018-Q1RestatedAnnual report
「In the fiscal year ending July 2021, the final year of the medium-term management plan, we will continue to pursue the key initiatives of strengthening new restaurant openings, strengthening our human resources base and improving management efficiency in order to achieve 1,000 “鳥貴族” restaurants and an operating margin of 8% across the three markets of the Kanto, Kansai and Tokai regions.」
The company continues to pursue productivity and management efficiency improvements as one of the key initiatives in the medium-term management plan. No specific new implementation or numerical progress is stated. - FY2017AdvancedAnnual report
「Amid various changes in economic conditions, we pursued higher productivity and worked to improve profit margins while maintaining our existing quality and service. During the fiscal year, we began the full-scale introduction of a touchscreen self-ordering system, which had been installed at 124 restaurants, mainly large and high-volume locations, as of the fiscal year-end.」
The number of restaurants with touchscreen self-ordering systems increased to 124, marking concrete progress in the productivity improvement initiative. - FY2017-Q3AdvancedAnnual report
「During the current quarterly accounting period, we began the full-scale introduction of a touchscreen self-ordering system. As of the end of the period, it had been introduced at 66 restaurants, mainly large and high-volume locations.」
As a specific development in productivity improvement initiatives, the company began the full-scale introduction of a touchscreen self-ordering system and states that it had been introduced at 66 restaurants. - FY2017-Q2RestatedAnnual report
「In addition, amid various changes in economic conditions, we launched a productivity improvement project to maintain the ¥280 pre-tax uniform price. While maintaining our existing quality and service, we worked to improve profit margins.」
The company reiterates the productivity improvement project as an initiative aimed at improving profit margins while maintaining its existing quality and service. - FY2017-Q1ReframedAnnual report
「In addition, amid various changes in economic conditions, we launched a productivity improvement project to maintain the ¥280 pre-tax uniform price. While maintaining our existing quality and service, we worked to improve profit margins.」
The productivity improvement project is continuing, but the focus has shifted from the previous emphasis on faster service and pursuing the value of uniform pricing to initiatives aimed at improving profit margins while maintaining quality and service. - FY2016RestatedAnnual report
「We strive to differentiate ourselves from competitors by creating added value through the pursuit of high value while maintaining the ¥280 pre-tax price through more efficient business operations.」
The company continues initiatives to achieve both uniform pricing and added value through more efficient business operations. - FY2016-Q3First statedAnnual report
「We launched a project to improve productivity and worked with “faster service” and “pursuing the excitement of a ¥280 pre-tax uniform price” as our most important priorities, while maintaining the ¥280 pre-tax price.」
The company presents the productivity improvement project, faster service and delivery of value at the uniform price as an integrated set of initiatives.