Challenges for Future Growth and Building Stores and Workplaces
First written in FY2017-Q1. 8 of 20 entries say "Reframed", first in FY2018-Q1. Latest entry: FY2025-Q1.
United Super Markets Holdings moved to the "Worse" side of this theme in 2024.
2 other companies' latest entry also says "Reframed".
- FY2025-Q1ReframedAnnual report
「㈱マルエツ adopted “Truly, For Our Customers” — “Reforming Corporate Culture and the Earnings Structure” — as its basic theme and pursued “Creating Stores Customers Choose,” “Strengthening the Store Operations Structure” and “Corporate Culture Reform.”」
Maruetsu’s basic theme was maintained, but its initiatives were reorganized from reform of corporate culture, products and store sales capabilities into 3 areas: creating stores customers choose, the store operations structure and corporate culture. - FY2024-Q1ReframedAnnual report
「㈱マルエツ adopted “Truly, For Our Customers” — “Reforming Corporate Culture and the Earnings Structure” — as its basic theme and pursued “Corporate Culture Reform,” “Product Reform” and “Store Sales Capability Reform.”」
“Truly, For Our Customers” was added to Maruetsu’s basic theme, and its initiatives were reorganized into 3 areas of reform: corporate culture, products and store sales capabilities. - FY2023AdvancedAnnual report
「㈱マルエツ adopted “Reforming Corporate Culture and the Earnings Structure” as its basic theme and pursued “Business Model Reform,” “Gross Profit Reform” and “Cost Structure Reform.” It also worked to revitalize existing stores, focusing on expanding the frozen-food sales area, including fresh ingredients, and replacing and revising products.」
Under Maruetsu’s basic theme, reform of corporate culture and the earnings structure continued, with initiatives expanded beyond the 3 areas of business model, gross profit and cost structure to include expanding the frozen-food sales area and replacing and revising products. - FY2023-Q2ReframedAnnual report
「㈱マルエツ adopted “Reforming Corporate Culture and the Earnings Structure” as its basic theme and pursued “Business Model Reform,” “Gross Profit Reform,” “Cost Structure Reform” and “Promoting Sustainability.”」
Maruetsu’s basic theme changed from “Creating Customer Touchpoints Through Integration with Digital” to “Reforming Corporate Culture and the Earnings Structure,” and was organized into 4 initiatives. - FY2022AdvancedAnnual report
「The major subsidiary, ㈱マルエツ, adopted “Creating Customer Touchpoints Through Integration with Digital” as its basic theme and pursued “Evolving into Stores That Stay Close to Customers,” “Transforming into a Sustainable Management Structure” and “Promoting Strategic Investment to Address Environmental Changes.” It sought to improve customer convenience by promoting the use of “Scan&Go Ignica” and expanding the rollout of full self-checkout. It also worked to create new customer touchpoints by expanding the number of stores offering online delivery and launching an unmanned store service for corporate customers.」
Under Maruetsu’s basic theme, the expansion of stores offering online delivery and the launch of an unmanned store service for corporate customers were newly documented. - FY2022-Q2AdvancedAnnual report
「㈱マルエツ adopted “Creating Customer Touchpoints Through Integration with Digital” as its basic theme and pursued “Evolving into Stores That Stay Close to Customers,” “Transforming into a Sustainable Management Structure” and “Promoting Strategic Investment to Address Environmental Changes.” During the first 2 quarters of the consolidated fiscal year, it focused on revitalizing existing stores by rolling out distinctive products, including fresh-fish sushi under the “魚悦” brand and “窯焼ピッツァ,” and reviewing service areas.」
Under Maruetsu’s basic theme, it expanded distinctive products, reviewed service areas and pursued the revitalization of existing stores. - FY2022-Q1ReframedAnnual report
「㈱マルエツ adopted “Creating Customer Touchpoints Through Integration with Digital” as its basic theme and pursued “Evolving into Stores That Stay Close to Customers,” “Transforming into a Sustainable Management Structure” and “Promoting Strategic Investment to Address Environmental Changes.”」
Maruetsu’s basic theme changed from “Creating a New Maruetsu” to “Creating Customer Touchpoints Through Integration with Digital,” and was organized around 3 areas: stores, management structure and strategic investment. - FY2021-Q3AdvancedAnnual report
「At the major consolidated subsidiary, ㈱マルエツ adopted “Creating a New Maruetsu” as its basic theme and pursued “Adapting to the New Normal,” “Strengthening Fresh Food and Deli Offerings” and “Creating Stores That Stay Close to Customers.” During the first 3 quarters of the consolidated fiscal year, it introduced cashless payment services at all stores, including electronic money and smartphone payments using QR codes, which help reduce contact between employees and customers, and expanded “full self-checkout” to 4 stores, with the aim of creating an even safer, more secure and comfortable shopping environment. It also began operating “Scan & Go Ignica” in November and plans to expand its rollout successively.」
Under “Creating a New Maruetsu,” adaptation to the new normal was further put into practice through the rollout of cashless payments at all stores, deployment of full self-checkout at 4 stores and the launch of Scan & Go Ignica. - FY2021-Q2AdvancedAnnual report
「At the major consolidated subsidiary, ㈱マルエツ adopted “Creating a New Maruetsu” as its basic theme and pursued “Strengthening Fresh Food and Deli Offerings” and “Creating Stores That Stay Close to Customers.”」
Under “Creating a New Maruetsu,” it advanced specific initiatives to strengthen fresh food and deli offerings and create stores that stay close to customers. - FY2021-Q1ReframedAnnual report
「At the major consolidated subsidiary, ㈱マルエツ adopted “Creating a New Maruetsu” as its basic theme and advanced 3 initiatives.」
Maruetsu’s basic theme changed from “Innovation and Challenge” to “Creating a New Maruetsu,” and the initiatives were organized into 3 areas. - FY2020-Q3RestatedAnnual report
「At the major consolidated subsidiary, ㈱マルエツ adopted “Innovation and Challenge” as its basic theme for FY2019 and advanced 3 initiatives.」
Maruetsu’s FY2019 basic theme, “Innovation and Challenge,” and 3 initiatives continued. - FY2020-Q2ReframedAnnual report
「At the major consolidated subsidiary, ㈱マルエツ adopted “Innovation and Challenge” as its basic theme for FY2019 and advanced 3 initiatives. To achieve “higher share in small trading areas,” it worked to improve customer service and cleanliness so that customers could shop with confidence, while revising prices of standard products to make them more affordable. To enhance “store-floor execution,” it completed the rollout of electronic shelf labels at all Maruetsu Petit stores and expanded the introduction of fixtures and other tools to reduce labor requirements. In response to the need to “strengthen deli offerings,” it promoted the development of new prepared-food products, renovated and repriced standard products, and expanded “fresh deli” products using fresh meat and seafood ingredients to a cumulative total of 50 stores.」
Maruetsu’s annual policy was updated to “Innovation and Challenge” and organized around 3 areas: higher share in small trading areas, stronger store-floor execution and stronger deli offerings. - FY2019-Q1ReframedAnnual report
「At the major consolidated subsidiary, ㈱マルエツ positioned the year as one of “Transformation” toward a new business structure and pursued initiatives focused on “Transformation to Higher-Quality Retailing,” “Transformation to a More Productive Workplace” and “Creating an Environment for Winning Through.”」
Maruetsu’s annual policy changed from operational reform with everyone participating to transformation toward a new business structure and 3 transformation areas. - FY2018-Q3RestatedAnnual report
「At the major consolidated subsidiary, ㈱マルエツ positioned the year as one to achieve operational reform with everyone participating, and pursued initiatives focused on “Operational Reform,” “Store-Creation Reform” and “Addressing Future Growth.”」
Maruetsu’s operational reform with everyone participating and 3 priority areas continued. - FY2018-Q2RestatedAnnual report
「At the major consolidated subsidiary, ㈱マルエツ positioned FY2017 as a year to achieve operational reform with everyone participating, and pursued initiatives focused on “Operational Reform,” “Store-Creation Reform” and “Addressing Future Growth.”」
Maruetsu’s FY2017 policy and 3 reform areas continued. - FY2018-Q1ReframedAnnual report
「At the major consolidated subsidiary, ㈱マルエツ positioned FY2017 as a year to achieve operational reform with everyone participating, and pursued initiatives focused on “Operational Reform,” “Store-Creation Reform” and “Addressing Future Growth.”」
Maruetsu’s annual policy changed from “Challenges for Future Growth” in FY2016 to 3 areas centered on operational reform with everyone participating. - FY2017Cited as achievedAnnual report
「At the major consolidated subsidiary, ㈱マルエツ, FY2016 was positioned as “A Year of Challenges for Future Growth,” with initiatives focused on “Creating Stores That Make Customers Smile,” “Creating a Workplace Environment That Makes Employees Smile” and “Addressing Future Requirements.”」
Maruetsu’s FY2016 growth policy and 3 priority areas were described as the initiatives undertaken during the year. - FY2017-Q3RestatedAnnual report
「At the major consolidated subsidiary, ㈱マルエツ, FY2016 was positioned as “A Year of Challenges for Future Growth,” with initiatives focused on “Creating Stores That Make Customers Smile,” “Creating a Workplace Environment That Makes Employees Smile” and “Addressing Future Requirements.”」
Maruetsu’s FY2016 growth policy and 3 priority areas were reiterated. - FY2017-Q2RestatedAnnual report
「At the major consolidated subsidiary, ㈱マルエツ, FY2016 was positioned as “A Year of Challenges for Future Growth,” with initiatives focused on “Creating Stores That Make Customers Smile,” “Creating a Workplace Environment That Makes Employees Smile” and “Addressing Future Requirements.”」
Maruetsu’s FY2016 growth policy and 3 priority areas were reiterated. - FY2017-Q1First statedAnnual report
「㈱マルエツ positioned FY2016 as “A Year of Challenges for Future Growth” and pursued initiatives focused on “Creating Stores That Make Customers Smile,” “Creating a Workplace Environment That Makes Employees Smile” and “Addressing Future Requirements.”」
Maruetsu’s annual growth policy and 3 priority areas were presented.