Creating New Value Through Integration Synergies
First written in FY2017-Q1. 5 of 9 entries say "Reframed", first in FY2017-Q2. Latest entry: FY2027-H1.
United Super Markets Holdings moved to the "Worse" side of this theme in 2020, 4 years before the typical company in this theme (2024).
8 other companies' latest entry also says "Reframed".
- FY2027-H1ReframedAnnual report
「Against this backdrop, the Group views these circumstances not merely as risks but as growth opportunities and is promoting standardization in three areas, namely “Area Strategy,” “Store Strategy” and “Structural Reform,” under an integrated Group management model, to shift from optimization at the individual-company level to optimization at the Group level.」
The previous emphasis on integration and synergies has been reorganized into a framework for shifting from individual-company optimization to Group optimization under an integrated Group management model, while standardizing area strategy, store strategy and structural reform. - FY2025ReframedAnnual report
「Triggered by its integration with いなげや, the Company will fundamentally review the relationships among its operating companies, strengthen collaboration across the Group based on shared values and principles, and transition to a structure for building a strong management foundation as one of the largest supermarket groups in the Tokyo metropolitan area.」
The wording was revised from an explanation centered on creating synergies among the operating companies to overall collaboration based on shared values following the integration with いなげや, and building a management foundation of the largest scale in the Tokyo metropolitan area. - FY2020ReframedAnnual report
「Under the First Medium-Term Management Plan covering 3 years from fiscal 2017, the plan was to pursue further growth by adding synergies created by the holding company to the growth of the operating companies, as the operating companies were enjoying steady organic growth in the business environment at the time. However, changes in customers’ lifestyles, intensifying competition across business formats and environmental changes such as digitalization progressed more rapidly than anticipated when the plan was formulated, and the Group was unable to secure the earnings growth it had projected.」
The Group acknowledged that it had been unable to secure the projected earnings growth under the plan to add holding company synergies to the growth of the operating companies, and shifted its focus to the next medium-term management plan. - FY2018-Q2RestatedAnnual report
「The Group formulated and announced a medium-term management plan covering 3 years from the current consolidated fiscal year, with “maximizing synergies through the standardization of business infrastructure” and “taking on the challenge of establishing a new supermarket model that responds to changes in consumer behavior” as its basic policies.」
The medium-term management policy centered on maximizing synergies through the standardization of business infrastructure and establishing a new supermarket model has continued. - FY2018-Q1RestatedAnnual report
「The Group formulated and announced on 11 April a medium-term management plan covering 3 years from the current consolidated fiscal year, with “maximizing synergies through the standardization of business infrastructure” and “taking on the challenge of establishing a new supermarket model that responds to changes in consumer behavior” as its basic policies.」
The medium-term management plan announced in the previous fiscal year, centered on standardizing business infrastructure and establishing a new supermarket model, was reconfirmed as the plan for the current fiscal year. - FY2017ReframedAnnual report
「Against this backdrop, the Group announced a new medium-term management plan covering the 3 years from fiscal 2017, with “maximizing synergies through the standardization of business infrastructure” and “taking on the challenge of establishing a new supermarket model that responds to changes in consumer behavior” as its basic policies.」
The basic policy was reorganized from the previous “creating new value through group synergies” into a new medium-term management plan centered on standardizing business infrastructure and establishing a new supermarket model. - FY2017-Q3RestatedAnnual report
「Under its medium-term management policy centered on “creating new value through group synergies,” the Group continues to pursue four basic strategies.」
The medium-term management policy centered on “creating new value through group synergies” has continued. - FY2017-Q2ReframedAnnual report
「Under its medium-term management policy centered on “creating new value through group synergies,” the Group continues to pursue four basic strategies.」
Although the wording of the basic policy changed from “integration synergies” to “group synergies,” the framework of pursuing new value creation under four basic strategies has continued. - FY2017-Q1First statedAnnual report
「Under its medium-term management policy centered on “creating new value through integration synergies,” the Group is pursuing four basic strategies.」
This is the first confirmation that integration synergies have been placed at the core of the medium-term management policy.