"The Challenge of Domestic Production for Domestic Consumption" and Strengthening Product and Brand Strength

「In “鳥貴族,” our core brand, we have been running the “40th Anniversary Since Founding: Thank You Fair” since August 2025 to strengthen brand competitiveness. As part of the fair, throughout the year we are offering, as limited-time menu items that change every 2 months, signature dishes devised by the founder at the time of the company’s founding and popular dishes from the past. In addition, from November 2025, we began selling “Toriki Lucky Bags,” the first such initiative for 鳥貴族, to enhance customer experience value.」

「Through research into the taste and functionality of chicken, testing cooking equipment and developing cooking operations, we will explore the potential of chicken in greater depth and enhance the value of the “YAKITORI” offered by our group.」

「Our group will work to secure safer, higher-quality ingredients than ever by building and maintaining good relationships with producers. We will also work on product development that can respond quickly to changing customer needs and further enhance the value of popular menu items.」

「Our group will continue to focus on Japanese ingredients and work to secure safer, higher-quality ingredients than ever by building and maintaining good relationships with producers. We will also work on product development that can respond quickly to changing customer needs and further enhance the value of popular menu items.」

「In the October menu revision, the new yakitori item “Chikara-kobu (sauce/salted)” was commercialized and received strong support. We also successively commercialized the limited-time menu items “Chicken Menchi Katsu,” “Seared Smoked Chicken Tenderloin,” “Dashimaki” and “Fried Dashi-Glazed New Onion from Awaji Island,” offering new menu proposals centered on yakitori.」

「In the October menu revision, the new yakitori item “Chikara-kobu (sauce/salted)” was commercialized and received strong support. We also successively commercialized the limited-time menu items “Chicken Menchi Katsu,” “Seared Smoked Chicken Tenderloin” and “Dashimaki,” offering new menu proposals centered on yakitori. In addition, we held the “Premol Mega Highball Dai-Kangen Festival” and the “New Toriki Wine Tasting Campaign,” working to enhance customer value by conveying the appeal of “鳥貴族” to customers.」

「In the October menu revision, the new yakitori item “Chikara-kobu (sauce/salted)” was commercialized and received strong support. We also successively commercialized the limited-time menu items “Chicken Menchi Katsu,” “Seared Smoked Chicken Tenderloin” and “Dashimaki,” offering new menu proposals centered on yakitori. In addition, we held the “Premol Mega Highball Dai-Kangen Festival” and the “New Toriki Wine Tasting Campaign,” working to enhance customer value by conveying the appeal of “鳥貴族” to customers.」

「In the October menu revision, the new yakitori item “Chikara-kobu (sauce/salted)” was commercialized and has received strong support. We also held the “Premol Mega Highball Dai-Kangen Festival.” In addition, we undertook initiatives to enhance customer value, including the limited-time sale of a menu developed through a collaboration between “鳥貴族” and “Baby Star” from 16 August to 30 September, and worked to raise awareness by having confectionery manufacturers sell collaborative products developed under our supervision.」

「While continuing to develop products using Japanese ingredients, we changed the frequency of menu revisions from twice to 3 times a year, commercialized skewered dishes using Japanese shrimp and Mega Highball, and ran limited-time campaigns such as the “Special Banquet.”」

「Against this backdrop, we achieved “The Challenge of Japanese Production for Japanese Consumption,” which had been identified as a key initiative for achieving our medium-term management targets, through the menu changes made in October 2016. We will continue working to refine our product offering and open new restaurants, while striving to further strengthen our brand.」

「Against this backdrop, we achieved “The Challenge of Japanese Production for Japanese Consumption,” which had been identified as a key initiative for achieving our medium-term management targets, through the menu changes made in October. We will continue working to refine our product offering and open new restaurants, while striving to further strengthen our brand.」

「Against this backdrop, we achieved “The Challenge of Japanese Production for Japanese Consumption,” which had been identified as a key initiative for achieving our medium-term management targets, through the menu changes made in October. We will continue working to refine our product offering and open new restaurants, while striving to further strengthen our brand.」

「Against this backdrop, we achieved “The Challenge of Japanese Production for Japanese Consumption,” which had been identified as a key initiative for achieving our medium-term management targets, through the menu changes made in October. We will continue working to refine our product offering and open new restaurants, while striving to further strengthen our brand.」

「In addition to active new restaurant openings and human resources initiatives, including improving the working environment, employee training and recruitment, we continued to work to enhance our brand value through “The Challenge of Japanese Production for Japanese Consumption” and create restaurants chosen by customers.」