Achieving Asahi VISION 2020 – NEXT STAGE –
First written in FY2017-Q1. 9 of 21 entries say "Restated". Latest entry: FY2027-H1.
No other company in this theme has enough history to compare yet.
- FY2027-H1ReframedAnnual report
「The Company’s basic policy is to achieve both a sustainable society and sustainable growth for the Company. Under the medium-term management plan “VISION2028” covering the fiscal years ending February 2027 through February 2029, the Company has identified deepening its OMO platform (Note 1), strengthening CRM (Note 2), expanding into adjacent business areas, and expanding its market area by strengthening collaboration with strategic partners as its key strategies.」
The planning framework was revised from the previous “Asahi VISION2025” to the medium-term management plan “VISION2028” covering the fiscal years ending February 2027 through February 2029, with 4 key strategies established. - FY2025AdvancedAnnual report
「Under the medium-term management plan “Asahi VISION 2025,” which reaches its final fiscal year in the fiscal year ending February 2026, we strengthened the following three growth platforms supporting the four priority strategies aimed at improving profitability and revitalizing the bicycle industry as a whole: ① strengthening the digital and IT platform, ② strengthening and optimizing logistics functions, and ③ strengthening branding.」
Ahead of the final fiscal year of VISION 2025, the report describes specific progress in strengthening the three growth platforms supporting the four priority strategies, including the full-scale launch of a new core system, relocation of a logistics center and brand development. - FY2025-H1AdvancedAnnual report
「As progress under the medium-term management plan “Asahi VISION 2025,” which reaches its final fiscal year in the fiscal year ending February 2026, we worked on the priority strategies of strengthening customer relationships (CRM), revitalizing existing stores (stores and EC), expanding our business domains and developing new store formats, with the aim of improving profitability and revitalizing the bicycle industry as a whole.」
The report states that VISION 2025 reaches its final fiscal year in the fiscal year ending February 2026 and discloses specific progress on its four priority strategies. - FY2024RestatedAnnual report
「Under this basic policy, we will continue to advance initiatives in line with the medium-term management plan “Asahi VISION 2025.” We will steadily implement the following four priority strategies under the plan.」
Asahi VISION 2025 and its four priority strategies continued to serve as the management framework in the annual report. - FY2024-Q3RestatedAnnual report
「There were no material changes during the cumulative third quarter period to the management policies, management strategies or other matters established by the Company.」
The report states that there were no material changes to the management policies or strategies, including Asahi VISION 2025. - FY2023AdvancedAnnual report
「As part of the progress made under the medium-term management plan “Asahi VISION 2025,” launched in the fiscal year ending February 2022, we focused on strengthening the three areas of our culture model—people, products and stores—and on building three growth platforms, digital and IT, logistics and branding, to achieve and expand four priority strategies: strengthening customer relationships (CRM), revitalizing existing stores, developing new store formats and expanding our business domains.」
The report discloses specific implementation details concerning the four priority strategies and three growth platforms as progress under VISION 2025. - FY2023-Q3RestatedAnnual report
「There were no material changes during the cumulative third quarter period to the management policies, management strategies or other matters established by the Company.」
The report states that there were no material changes to the management policies or strategies, and indicates no changes to the existing medium-term plan framework. - FY2022AdvancedAnnual report
「Under the medium-term management plan “Asahi VISION 2025,” launched in the fiscal year ending February 2022, we focused on strengthening the three areas of our culture model—people, products and stores—and on building three growth platforms, digital and IT, logistics and branding, to achieve and expand four priority strategies: strengthening customer relationships (CRM), revitalizing existing stores, developing new store formats and expanding our business domains.」
“Asahi VISION 2025” was operated as the plan launched in the fiscal year ending February 2022, with four priority strategies and three growth platforms developed as specific initiatives. - FY2021ReframedAnnual report
「The Company has established the following policies based on its management philosophy and action plan aimed at achieving “Asahi VISION 2025.”」
The name and framework of the medium-term plan were revised from “Asahi VISION 2020” to “Asahi VISION 2025.” - FY2020RestatedAnnual report
「Against this backdrop, we worked to improve people, products and stores toward achieving the medium-term management plan “Asahi VISION 2020 – NEXT STAGE –,” which reaches its final fiscal year in the fiscal year ending February 2021.」
The medium-term management plan reaches its final fiscal year in the fiscal year ending February 2021, with continued efforts to strengthen its three pillars. - FY2019RestatedAnnual report
「Based on our management philosophy, “We aim to be a company that contributes to people around the world through bicycles. We aim for everyone who agrees with and participates in this corporate purpose to lead a fulfilling life,” and our action plan aimed at achieving “Asahi VISION 2020 – NEXT STAGE –,” we have established the following policies.」
The annual report again presents “Asahi VISION 2020 – NEXT STAGE –” as the framework for its action plan. - FY2019-Q3DroppedAnnual report
「There were no material changes to, or newly identified issues among, the business and financial challenges facing the Company during the cumulative nine-month period.」
The main text for this quarter does not mention “Asahi VISION2020 – NEXT STAGE –” or its initiatives, stating only that there were no material changes to the issues to be addressed. - FY2018RestatedAnnual report
「Against this backdrop, we worked to improve people, products and stores toward achieving the medium-term management plan “Asahi VISION 2020 – NEXT STAGE –” while responding to market trends.」
The annual report continued to identify “Asahi VISION 2020 – NEXT STAGE –” and its three pillars as the management framework. - FY2018-Q1DroppedAnnual report
「There were no material changes to, or newly identified issues among, the business and financial challenges facing the Company during the cumulative first-quarter period.」
The quarterly report did not mention “Asahi VISION 2020 – NEXT STAGE –” or its three pillars. - FY2017RestatedAnnual report
「Over the medium term, we will make improvements in people, products and stores a key priority as we work toward achieving “Asahi VISION 2020 – NEXT STAGE –.”」
The annual report expressly identifies VISION 2020 and its three pillars as key medium-term challenges to be addressed. - FY2017-Q3DroppedAnnual report
「There were no material changes to, or newly identified issues among, the business and financial challenges facing the Company during the cumulative nine-month period.」
The quarterly report did not mention “Asahi VISION 2020 – NEXT STAGE –” and instead moved to descriptions of individual initiatives. - FY2017-Q2RestatedAnnual report
「Against this backdrop, we pursued the following initiatives toward achieving “Asahi VISION 2020 – NEXT STAGE –.”」
“Asahi VISION 2020 – NEXT STAGE –” continued to serve as the framework for management initiatives in the second quarter. - FY2017-Q1First statedAnnual report
「Against this backdrop, we pursued the following initiatives during the cumulative first-quarter period toward achieving “Asahi VISION 2020 – NEXT STAGE –.”」
The Company has established VISION 2020 as a time-bound vision and is advancing initiatives related to people, products and stores.