Strengthening a Dominant Store Presence and Opening New Stores
First written in FY2016. 25 of 36 entries say "Softened", first in FY2018-Q3. Latest entry: FY2027-H1.
SLD Entertainment moved to the "Worse" side of this theme in 2018.
0 other companies' latest entry also says "Other".
- FY2027-H1Closure following lease expiration and 27 storesAnnual report
「As a result, revenue from this service for the interim accounting period was ¥1,236 million, down 4.7% year on year, and the number of directly operated stores was 27. …… The Company recorded an impairment loss of ¥3 million in connection with the closure of a directly operated store following the expiration of its fixed-term building lease.」
The number of directly operated stores was reported as 27, and stores were closed following the expiration of fixed-term building leases. The disclosure describes store consolidation following lease expirations rather than an expansion through new store openings. - FY2026New Store Openings Coexisting with a Net Reduction in StoresAnnual report
「December 2025 Opened “Cheese Table -carnival- Kopis Kichijoji” in Kichijoji, Musashino, Tokyo」
While opening 1 store under a new brand in December 2025, the number of company-operated stores at the end of February 2026 was 27, a net decrease from 29 at the end of the previous fiscal year. New openings coexisted with the narrowing of the store network. - FY2025-H1SoftenedAnnual report
「We closed 1 company-operated store during the interim accounting period, bringing the total to 29.」
We closed 1 company-operated store during the interim period, reducing the total to 29. The company continued to narrow its store base rather than expand the store network through new openings. - FY2024SoftenedAnnual report
「The changes in the number of our company-operated stores are as follows.」
The number of company-operated stores decreased by 5 from 35 at the end of February 2023 to 30 at the end of February 2024. The company continued to narrow its store base rather than expand the store network through new openings. - FY2024-Q3SoftenedAnnual report
「As a result, revenue from this service during the third quarter cumulative period was ¥1,894 million, up 15.8% year on year, and the number of stores was 26.」
The number of food-service stores decreased from 27 in the previous disclosure to 26, and the process of narrowing the store base continued rather than expanding the store network. - FY2024-Q2SoftenedAnnual report
「As a result, revenue from this service during the second quarter cumulative period was ¥1,317 million, up 21.8% year on year, and the number of stores was 27.」
The number of food-service stores decreased from 33 in FY2024-Q1 to 27, and the process of narrowing the store base continued rather than expanding the store network through new openings. - FY2024-Q1SoftenedAnnual report
「The number of food-service stores was 33, a decrease of 2 stores from the end of the previous fiscal year.」
The number of food-service stores decreased by 2 from 35 at the end of the previous fiscal year to 33, and the process of narrowing the store base continued rather than expanding the store network through new openings. - FY2023SoftenedAnnual report
「The number of company-operated stores at the end of the fiscal year was 35, a decrease of 1 store from the end of the previous fiscal year.」
The number of company-operated stores decreased by 1 from 36 at the end of the previous fiscal year to 35. No shift toward expanding the store network through new openings was indicated. - FY2023-Q3RestatedAnnual report
「As a result, revenue from this service during the third quarter cumulative period was ¥1,636 million. The number of stores remained unchanged at 36 from the end of the previous fiscal year.」
The number of food-service stores remained at 36, unchanged from the end of the previous fiscal year, and no shift toward expanding the store network through new openings was evident. - FY2023-Q1RestatedAnnual report
「The number of stores remained unchanged at 36 from the end of the previous fiscal year.」
Following the closure of unprofitable stores, the number of food-service stores remained at 36, unchanged from the end of the previous fiscal year. - FY2022SoftenedAnnual report
「Meanwhile, we promoted the closure of unprofitable stores as part of operational rationalization measures in response to the spread of the above-mentioned infection. The total number of stores in this service at the end of the fiscal year was 36, a decrease of 9 stores from the end of the previous fiscal year.」
While opening 1 permanent collaboration café, we continued to close unprofitable stores, reducing the number of company-operated stores by 9 from the end of the previous fiscal year to 36. The direction of prioritizing selective concentration over expanding the store network continued. - FY2022-Q3SoftenedAnnual report
「Meanwhile, we promoted the closure of unprofitable stores as part of operational rationalization measures in response to the spread of COVID-19. The total number of stores in this service at the end of the third quarter cumulative period was 39, a decrease of 6 stores from the end of the previous fiscal year.」
While opening 2 permanent collaboration cafés, we promoted the closure of unprofitable stores as part of operational rationalization measures, reducing the total number of stores by 6 from the end of the previous fiscal year to 39. - FY2022-Q2SoftenedAnnual report
「The total number of stores in this service at the end of the second quarter cumulative period was 39, a decrease of 6 stores from the end of the previous fiscal year, as we promoted the closure of unprofitable stores as part of operational rationalization measures in response to the spread of COVID-19.」
Rather than expanding the store network through new openings, we promoted the closure of unprofitable stores, reducing the number of food-service stores by 6 from the end of the previous fiscal year to 39. - FY2022-Q1SoftenedAnnual report
「The total number of stores in this service at the end of the first quarter cumulative period was 42, a decrease of 3 stores from the end of the previous fiscal year, as we promoted the closure of unprofitable stores as part of operational rationalization measures in response to the spread of COVID-19.」
Rather than expanding the store network through new openings, we promoted the closure of unprofitable stores, reducing the number of stores by 3 from the end of the previous fiscal year to 42. The direction of prioritizing selective concentration of existing stores continued. - FY2021SoftenedAnnual report
「The total number of stores in this service at the end of the fiscal year was 45, a decrease of 4 stores from the end of the previous fiscal year, as we promoted the closure of unprofitable stores as part of operational rationalization measures in response to the spread of COVID-19.」
While we opened new collaboration cafés, we promoted the closure of unprofitable stores as part of operational rationalization measures, reducing the number of company-operated stores by 4 from the end of the previous fiscal year to 45. - FY2021-Q3SoftenedAnnual report
「In addition, 3 stores were closed during the third quarter accounting period, bringing the total number of stores in this service at the end of the third quarter accounting period to 44.」
Rather than opening new stores, we closed 3, reducing the number of food-service stores from 45 at the end of the previous quarter to 44. The trend of prioritizing selective concentration over expanding the store network continued. - FY2021-Q1SoftenedAnnual report
「In addition, 4 stores were closed during the first quarter accounting period, bringing the total number of stores in this service at the end of the first quarter accounting period to 45.」
Rather than expanding the store network through new openings, we closed 4 stores, reducing the number of food-service stores to 45. The shift toward prioritizing selective concentration of existing stores advanced further. - FY2020SoftenedAnnual report
「In addition, during the fourth quarter accounting period, we integrated and converted the format of 2 existing stores located at the same site. As a result, the total number of food-service stores at the end of the fiscal year was 49, a decrease of 4 stores from the end of the previous year.」
Rather than expanding the store network through new openings, we integrated and converted the format of 2 existing stores, reducing the number of food-service stores to 49. - FY2020-Q3SoftenedAnnual report
「In addition, 1 store was closed during the third quarter accounting period, bringing the number of food-service stores to 50.」
Rather than opening new stores, we closed 1 store, bringing the number of food-service stores to 50. The trend of prioritizing selective concentration of existing stores continued. - FY2020-Q2SoftenedAnnual report
「Although there were no store openings or closures during the second-quarter accounting period, the company transferred 2 of its directly operated food-service stores to its content-planning services in April 2019 as pilot stores for the new Collabo_Index collaboration-event format. As a result, the number of stores associated with the food-service operations was 51.」
Rather than expanding the store network through new openings, we converted the format of 2 stores and transferred them to the content-planning services segment, bringing the number of food-service stores to 51. - FY2019SoftenedAnnual report
「In food services, we implemented various measures to improve the operating performance of existing stores. No new stores were opened during the fiscal year, and the total number of stores at the end of the fiscal year was 53, a decrease of 11 stores from the end of the same quarter of the previous year.」
We continued to prioritize improving existing stores without opening new ones, and the number of stores decreased from 64 to 53. The shift from expanding openings to rebuilding existing stores and pursuing selective concentration progressed. - FY2019-Q3SoftenedAnnual report
「In food services, we continued to prioritize improving the operating performance of existing stores, as in the first quarter cumulative period, and implemented various measures. During the second quarter accounting period, we closed 2 stores due to the renovation of a commercial facility. The total number of stores at the end of the second quarter cumulative period was 53, a net decrease of 12 stores from the end of the same quarter of the previous year.」
We continued to prioritize improving existing stores rather than expanding new openings and closed 2 stores, bringing the total to 53, a net decrease of 12 stores from the end of the same quarter of the previous year. - FY2019-Q2SoftenedAnnual report
「We closed 8 stores in order to establish an operating structure aimed at fundamentally improving on-site capabilities by maintaining an appropriate number and scale of stores based on available human resources, hereinafter referred to as “strategic closures.” As a result, the total number of stores at the end of the first quarter cumulative period was 55, a net decrease of 10 stores from the end of the same quarter of the previous year.」
Rather than expanding new openings, we prioritized adjusting the number and scale of stores to match available human resources and closed 8 stores. The total number of stores was 55, a net decrease of 10 stores from the end of the same quarter of the previous year. - FY2018SoftenedAnnual report
「In food services, we primarily prioritized improving the operating performance of existing stores. Against a plan to open 5 stores during the fiscal year, we opened only 1 store in Kanagawa Prefecture, while closing 3 stores and converting the format of 8 stores. As a result, the total number of stores at the end of the fiscal year was 64, a net decrease of 2 stores from the end of the previous year.」
Against the plan to open 5 stores, we opened only 1, closed 3 and converted the format of 8 stores. We continued to prioritize improving existing stores and selective concentration over expanding new openings. - FY2018-Q4SoftenedAnnual report
「In food services, we continued to prioritize improving the operating performance of existing stores, as in the second quarter, and closed 1 store. As a result, the total number of stores at the end of the third quarter accounting period was 64, a net decrease of 3 stores from the end of the same quarter of the previous year.」
We continued to prioritize improvements at existing stores, did not open new stores and closed 1 store, bringing the total to 64 stores. - FY2018-Q3SoftenedAnnual report
「In food services, we prioritized improving the operating performance of existing stores during the second quarter and did not open any new stores. Specifically, we revised the standard menus for each format, reviewed promotional plans for limited-time menus at individual stores and implemented measures to increase awareness of new-format stores. However, as existing stores continued to trend toward lower revenue, the decline in revenue from stores closed through the first quarter and from the decision not to proceed with new openings added to the pressure, and conditions remained difficult. The number of stores during the second quarter was 65, a net decrease of 3 stores from the end of the same quarter of the previous year.」
We shifted to a policy of prioritizing improvements at existing stores without opening new stores. The number of stores was 65, a net decrease of 3 stores from the end of the same quarter of the previous year. - FY2018-Q2AdvancedAnnual report
「Of the 5 stores planned for opening during the fiscal year, we opened 1 store in Kamakura, Kanagawa Prefecture, under the new format “Seaside Kikori Shokudo” in the first quarter. However, we also closed 2 stores, bringing the total to 65 stores, a net decrease of 6 stores from the end of the same quarter of the previous year.」
Against the plan to open 5 stores during the fiscal year, we opened 1 new-format store in Kamakura, Kanagawa Prefecture. Meanwhile, 2 stores were closed, bringing the total to 65 stores. - FY2017AdvancedAnnual report
「Regarding store openings and closures, we opened a total of 4 stores, 2 in Tokyo and 2 in Fukuoka Prefecture, against the plan to open 6 stores during the fiscal year, and closed 7 stores. As a result, the total number of stores was 66, a net decrease of 3 stores from the end of the previous fiscal year.」
Against the plan to open 6 stores during the fiscal year, we opened 4 stores and closed 7. The results for openings and closures were finalized, with the total number of stores at 66. - FY2017-Q4AdvancedAnnual report
「Our first suburban roadside-format store in Kamakura, Kanagawa Prefecture, is scheduled for its grand opening in April 2017. To build awareness in advance, it began operating in December 2016 under our “LOOP” format, but it was not included in the number of stores opened during the third quarter accounting period.」
We announced the planned April 2017 grand opening of our first suburban roadside-format store and began operating it in advance from December 2016 to build awareness. Meanwhile, no regular new stores were opened during the quarter and 1 store was closed, bringing the total to 67 stores. - FY2017-Q3AdvancedAnnual report
「With this opening, we had opened a total of 4 stores by the end of the cumulative second quarter against the plan to open 6 stores during the fiscal year. In addition, as a format conversion, we opened 1 store, “Pak-chee Village Shinjuku,” our first Thai street-food-style restaurant concept centered on coriander, an herb, and closed 4 stores, 3 of which were closed due to the redevelopment of the commercial facilities where they were located. As a result, the total number of stores was 68, a net increase of 5 stores year on year.」
Progress against the plan to open 6 stores during the fiscal year reached 4 stores cumulatively, and a new format was also opened. Meanwhile, 4 stores were closed, bringing the total to 68 stores. - FY2017-Q2AdvancedAnnual report
「In food services, to strengthen our dominant-position strategy in existing areas, we opened 3 stores in the first quarter against a plan to open 6 stores during the fiscal year: 2 in Tokyo (HangOut HangOver Seibu Shinjuku Brick St. and kawara CAFE＆DINING Shinjuku Yasukuni-dori) and 1 in Fukuoka Prefecture (kawara CAFE＆DINING KITTE Hakata). We also integrated the format of 1 store (APRON'S DELI Toranomon), bringing the total to 71 stores, a net increase of 12 stores year on year.」
Against a plan to open 6 stores during the fiscal year, we opened 3 stores and integrated the format of 1 store in the first quarter. The total number of stores reached 71. - FY2016First statedAnnual report
「We opened 14 new stores in total: 9 in the Kanto region, 1 in the Tokai region, 1 in the Kinki region, and 3 in Kyushu under the new food-court format “FOOD COURT +plus,” with the aim of strengthening our presence in existing markets and increasing awareness of our existing brands.」
During the fiscal year, 14 stores were opened, deepening our presence in existing markets and expanding into a new format.