Structural reform built on digital technology under the Second Medium-Term Management Plan
First written in FY2020. 5 of 11 entries say "Advanced", first in FY2021-Q1. Latest entry: FY2023.
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- FY2023ReframedAnnual report
「Our group formulated the Third Medium-Term Management Plan covering 3 years from fiscal 2023, or the fiscal years ending February 2024 to February 2026: (1) redefine and revitalize the existing supermarket business through transformation of products and stores (Engine 1); (2) expand revenue outside stores through the realization of OMO (Engine 2); and (3) develop businesses in new areas by leveraging accumulated digital intellectual property and other assets (Engine 3). We will advance these 3 engines in parallel to achieve “Beyond Supermarket,” the business structure beyond supermarkets targeted under the Third Medium-Term Management Plan.」
Following the final year of the Second Medium-Term Management Plan, the group transitioned to the Third Medium-Term Management Plan, which set out a framework for advancing in parallel 3 engines focused on products and stores, OMO, and new areas leveraging digital intellectual property. - FY2023-Q3RestatedAnnual report
「The current consolidated fiscal year was the final year of the Second Medium-Term Management Plan, and we advanced initiatives to build a foundation for growth in the next generation by promoting cost reform, format reform and work-style reform, centered on digital reform, and to create new value for all stakeholders, including customers and employees.」
In the final year of the Second Medium-Term Management Plan, the framework for promoting 4 reforms centered on digital reform was reaffirmed. - FY2023-Q2RestatedAnnual report
「The current consolidated fiscal year is the final year of the Second Medium-Term Management Plan. We are working to build a foundation for growth in the next generation by promoting cost reform, format reform and work-style reform, centered on digital reform, and to create new value for all stakeholders, including customers and employees.」
In the final year of the Second Medium-Term Management Plan, the framework for promoting 4 reforms centered on digital reform was reaffirmed. - FY2023-Q1RestatedAnnual report
「The current consolidated fiscal year is the final year of the Second Medium-Term Management Plan, covering 3 years from the fiscal year ending February 2021 to the fiscal year ending February 2023, with the basic policy of “promoting structural reform based on digital technology and repeatedly pursuing collaboration and co-creation to deliver food to everyone while laying the foundations for the next generation.” During the current consolidated fiscal year, we will promote digital reform, the central focus of the medium-term management plan, together with cost reform, format reform and work-style reform, and advance initiatives to provide new value to all stakeholders, including customers and employees.」
As the Second Medium-Term Management Plan entered its final year, the policy of continuing to promote 4 reforms centered on digital reform was reaffirmed. - FY2022AdvancedAnnual report
「In the fiscal year following the final year, we will address changing consumer needs through initiatives focused on 4 priority issues—“procurement synergies,” “cost structure,” “e-commerce business development” and “human resources system reform”—and the operation of 10 projects. We will also further accelerate reforms, centered on digital reform, and work to achieve the Second Medium-Term Management Plan.」
To achieve the Second Medium-Term Management Plan, the priority issues for the next fiscal year were organized into 4 areas, and the group entered a phase of advancing reforms in combination with the operation of 10 projects. - FY2022-Q3AdvancedAnnual report
「As part of our digital initiatives, we expanded the number of stores offering Scan & Go Ignica, our in-house smartphone payment service, to more than 500, making it available at all Maruetsu and Kasumi stores, and also began rolling it out to companies outside the Group.」
Specific progress in the digital reform under the Second Medium-Term Management Plan included the expansion of Scan＆Go Ignica to more than 500 stores, its availability at all stores of the 2 major companies, and the start of its rollout to companies outside the group. - FY2022-Q1RaisedAnnual report
「In the current fiscal year, the second year of the Second Medium-Term Management Plan, we aim to accelerate reforms, centered on digital reform, to respond to consumer needs that have changed more rapidly and diversely because of COVID-19, while working on 10 newly formed projects and targeting achievement of the Second Medium-Term Management Plan 1 year ahead of schedule.」
Regarding the Second Medium-Term Management Plan, a more ambitious timeline was presented, with the aim of achieving the plan 1 year ahead of schedule in addition to pursuing the 10 projects. - FY2021AdvancedAnnual report
「In the current consolidated fiscal year, the first year of the plan, we reached the planned levels for initiatives to streamline headquarters, improve the efficiency of store administration and transform investment allocation, despite the impact of COVID-19. From the next fiscal year onward, to respond to changing consumer needs, we will accelerate reforms, centered on digital reform, and work on the 10 projects launched in fiscal 2021 to bring forward achievement of the Second Medium-Term Management Plan.」
In the first year of the Second Medium-Term Management Plan, headquarters streamlining, store-administration efficiency improvements and investment-allocation reform reached the planned levels, and it was indicated that the focus would shift to digital reform and the 10 projects from the next fiscal year onward. - FY2021-Q2AdvancedAnnual report
「Under the Second Medium-Term Management Plan, initiatives other than digitalization, including streamlining headquarters, improving the efficiency of store operations and transforming investment allocation, are progressing without delay, and we expect to reach the level planned for this fiscal year.」
Under the Second Medium-Term Management Plan, headquarters streamlining, store-operations efficiency improvements and investment-allocation reform outside digitalization progressed without delay, and the expected achievement of the annual plan level was indicated. - FY2021-Q1AdvancedAnnual report
「Our group also formulated the Second Medium-Term Management Plan covering 3 years from the current consolidated fiscal year, with the basic policy of “promoting structural reform based on digital technology and repeatedly pursuing collaboration and co-creation to deliver food to everyone while laying the foundations for the next generation,” and began initiatives to achieve it.」
The Second Medium-Term Management Plan progressed from the formulation stage to the execution stage, which began in the current quarter. - FY2020First statedAnnual report
「Against this backdrop, our group formulated the Second Medium-Term Management Plan covering the 3 years from fiscal 2020, with the basic policy of “repeatedly pursuing collaboration and co-creation in order to deliver food to everyone while promoting structural reform based on digital technology and laying the foundations for the next generation.” By implementing cost reform, format reform, work-style reform and digital reform, the plan seeks to improve profitability, transform the existing business model, and transform and create the value we provide.」
The Second Medium-Term Management Plan covering 3 years from fiscal 2020 was formulated, setting out 4 digital-based reforms and 3 intended outcomes as the new management plan.