Expansion of Overseas Business

「The company is working to raise awareness by strengthening promotions, including exhibiting at trade shows in Europe and China, with the aim of expanding overseas sales of fashion textiles.」

「For general apparel materials, domestic sales of suit fabrics and other products were weak. Overseas sales were strong, as sales to Europe, the United States and other markets increased.」

「For general apparel materials, domestic sales were weak due to the impact of customer inventory adjustments. Overseas sales were weak because sales of fabrics to Europe declined.」

「For general apparel materials, domestic sales were weak due to the impact of customer inventory adjustments. Overseas sales were weak because sales of fabrics to Europe declined.」

「Strengthen domestic manufacturing and restructure production in light of geopolitical risks; expand overseas sales. Proceed while monitoring geopolitical risks, particularly economic conditions in China.」

「For general apparel materials, domestic sales were strong, as sales of suit fabrics increased. Overseas sales were strong, as sales of suit fabrics to the United Kingdom increased.」

「Overseas sales increased significantly and were strong, driven by the recovery in sales of suit fabrics to the United Kingdom and synthetic-fibre textiles to Europe.」

「For general apparel materials, domestic sales were strong due to increased sales of suit and formalwear fabrics. Overseas sales were strong, as sales of suit fabrics to the United Kingdom increased.」

「Overseas sales were strong, as inquiries from Europe and the United States, which were moving toward living with COVID-19, increased.」

「Overseas sales were strong, as inquiries from Europe and the United States, which were moving toward living with COVID-19, increased.」

「For general apparel materials, domestic sales were at about the same level as in the previous year, as signs of a market recovery began to emerge. Overseas sales remained firm, despite continued uncertainty in market conditions due to the impact of COVID-19, as orders from Europe, the United States and Asia increased.」

「The development of growth drivers in the Apparel Textiles business has been delayed, particularly in the overseas business, due to restrictions on movement resulting from the spread of COVID-19. The company will address the Chinese school uniform business while assessing market trends and aims for stable growth.」

「As the first year of the RN130 Second Medium-Term Management Plan (fiscal 2021–2023), formulated to give concrete form to the RN130 Vision, the Group is advancing medium- to long-term strategies such as expanding its overseas business and improving capital efficiency, while managing operations with close attention to the impact of the spread of COVID-19.」

「As the first year of the RN130 Second Medium-Term Management Plan (fiscal 2021–2023), formulated to give concrete form to the RN130 Vision, the Group is advancing medium- to long-term strategies such as expanding its overseas business and improving capital efficiency, while managing operations with close attention to the impact of the spread of COVID-19.」

「(ii) Expansion of overseas business • Developing the Chinese market for the school uniform business • Expanding the overseas Industrial Materials business and expanding overseas through collaboration with 株式会社フジコー」

「In its overseas business, the company will clarify target markets and customers, accelerate the development of its overseas business foundation, and put its Chinese school uniform business, where progress has been slow, back on track.」

「While investing management resources in these growth fields, the company will strengthen overseas sales, centred on the group company 株式会社エミー, and seek further business expansion.」

「At the same time, in reviewing the NN120 Vision, the company identified the following challenges: ① developing growth businesses for the future, ② strengthening and expanding overseas businesses, ③ improving capital efficiency by reviewing low-profitability businesses, ④ continuously improving ROE, ⑤ strengthening group synergies and collaboration through the expansion of business areas, and ⑥ securing human resources in line with the expansion of business areas. Based on these challenges, the company formulated the RN (Renewal Nikke) 130 Vision, rebuilt the direction, corporate vision and management strategies that the ニッケグループ should pursue over the next 10 years, and sought to enhance corporate value over the medium to long term.」

「At the same time, in reviewing the NN120 Vision, the company identified the following challenges: ① developing growth businesses for the future, ② strengthening and expanding overseas businesses, ③ improving capital efficiency by reviewing low-profitability businesses, ④ continuously improving ROE, ⑤ strengthening group synergies and collaboration through the expansion of business areas, and ⑥ securing human resources in line with the expansion of business areas. Based on these challenges, the company formulated the RN (Renewal Nikke) 130 Vision, rebuilt the direction, corporate vision and management strategies that the ニッケグループ should pursue over the next 10 years, and sought to enhance corporate value over the medium to long term.」

「At the same time, in reviewing the NN120 Vision, the company identified the following challenges: ① developing growth businesses for the future, ② strengthening and expanding overseas businesses, ③ improving capital efficiency by reviewing low-profitability businesses, ④ continuously improving ROE, ⑤ strengthening group synergies and collaboration through the expansion of business areas, and ⑥ securing human resources in line with the expansion of business areas. Based on these challenges, the company formulated the RN (Renewal Nikke) 130 Vision, rebuilt the direction, corporate vision and management strategies that the ニッケグループ should pursue over the next 10 years, and sought to enhance corporate value over the medium to long term.」

「Against this backdrop, during the first year of the Nikke Group RN130 First Medium-Term Management Plan, we pursued four basic strategies: (1) allocating resources preferentially to growth and new businesses, (2) expanding overseas business, (3) improving asset efficiency, and (4) creating synergies through restructuring within business divisions.」

「Against this backdrop, in the first year of the Nikke Group RN130 First Medium-Term Management Plan, our Group is pursuing four basic strategies: (1) prioritizing the allocation of resources to growth and new businesses, (2) expanding overseas business, (3) improving asset efficiency, and (4) creating synergies through reorganization within business divisions.」

「The group regards the first year of the Nikke Group RN130 First Medium-Term Management Plan, Phase 1 of the Nikke Group Medium- to Long-Term Vision (the RN130 Vision), as an important year in which to begin working toward the desired state of the group 10 years from now. We are pursuing four basic strategies: (1) allocating resources preferentially to growth and new businesses, (2) expanding overseas business, (3) improving asset efficiency, and (4) creating synergies through restructuring within business divisions.」