Establishing a UX (customer experience) growth model
First written in FY2022. 6 of 11 entries say "Restated". Latest entry: 2026-10-05.
No other company in this theme has enough history to compare yet.
- 2026-10-05Cited as achievedFinancial results briefing materials
「バイクライフの循環プラットフォーム企業 UX（顧客体験）グロースモデル」
UXグロースモデルの名称を、従来のサービスモデルとの対比を説明する図中で引用している。中期戦略の名称自体は「モビリティ領域の強化と利益体質化」としている。 - FY2026-H1DroppedAnnual report
「Based on this philosophy, from the current consolidated fiscal year onward, we will continuously pursue our medium-term strategy, “Strengthening the Mobility Business and Building a More Profitable Business Structure,” centered on three pillars: strengthening marketing, strengthening the value chain, and expanding the scope of business.」
The former name, UX growth model, does not appear in the description of the medium-term strategy for the current interim consolidated accounting period, which has been reorganized around the three pillars of “Strengthening the Mobility Business and Building a More Profitable Business Structure.” - 2026-07-03ReframedFinancial results briefing materials
「Circular platform company for motorcycle life」
The UX growth model is presented as a circular business model linking sales, purchases, replacement, maintenance and servicing, rather than a one-time transaction with customers. - FY2025RestatedAnnual report
「Against this backdrop, we have worked to establish a UX (Customer Experience) growth model by ① increasing customer touchpoints through store development, ② conducting data-driven marketing by building a CRM (Customer Relationship Management) system, and ③ creating a network for our service expansion and maintenance business.」
Even after withdrawing the numerical targets, the Company continues with the UX growth model and three initiatives: store development, CRM, and the creation of a service and maintenance network. - FY2025-H1RestatedAnnual report
「Against this backdrop, we are working to establish a UX (Customer Experience) growth model by ① increasing customer touchpoints through store development, ② conducting data-driven marketing by building a CRM (Customer Relationship Management) system, and ③ creating a network for our service expansion and maintenance business.」
Although there is no statement that the numerical targets have been reset, the Company continues with the UX growth model and three initiatives involving stores, CRM, and the creation of a service and maintenance network. - FY2024RestatedAnnual report
「Against this backdrop, we have worked to establish a UX (Customer Experience) growth model by ① increasing customer touchpoints through store development, ② conducting data-driven marketing by building a CRM (Customer Relationship Management) system, and ③ creating a network for our service expansion and maintenance business.」
Even after withdrawing the numerical targets, the Company continues with the UX growth model and three initiatives: store development, CRM, and the creation of a service and maintenance network. - FY2024-Q2RestatedAnnual report
「The company established a UX (customer experience) growth model and is pursuing ① increasing customer contact points through store development, ② data-driven marketing activities through building a CRM system, and ③ expanding services and building a network for its maintenance business.」
Although no resetting of the numerical targets has been stated, the Company continues with the UX growth model and three execution initiatives. - FY2024-Q1RestatedAnnual report
「The company established a UX (customer experience) growth model and is pursuing ① increasing customer contact points through store development, ② data-driven marketing activities through building a CRM system, and ③ expanding services and building a network for its maintenance business.」
Even after temporarily withdrawing the numerical targets, the Company continues to establish the UX growth model and pursue three specific initiatives. - FY2023SoftenedAnnual report
「In light of the substantial shortfall against the first-year targets of the medium-term management plan ending in the fiscal year ending November 2025, announced on 10 January 2023, the Company has temporarily withdrawn the numerical targets under the plan and will focus on rebuilding the motorcycle business while growing retail sales.」
The numerical targets for the fiscal year ending November 2025 tied to the UX growth model have been temporarily withdrawn in light of the substantial shortfall against the first-year target. - FY2023-Q1RestatedAnnual report
「In addition, under the medium-term management plan for the fiscal year ending November 2023, the Company is working to establish a UX (customer experience) growth model and pursue ① increasing customer touchpoints through store development, ② data-driven marketing activities through the construction of a CRM system, and ③ expanding services and establishing a network for the maintenance business.」
The establishment of a UX growth model remains a stated goal in the medium-term management plan for the fiscal year ending November 2023. - FY2022First statedAnnual report
「Under the new medium-term management plan, whose final year was changed from the fiscal year ending November 2024 to the fiscal year ending November 2025, we aim to establish a UX (Customer Experience) growth model and achieve revenue of ¥39.5 billion and ordinary income of ¥2.8 billion.」
The new medium-term management plan sets the establishment of a UX growth model as a goal and aims to achieve revenue of ¥39.5 billion and ordinary income of ¥2.8 billion in the fiscal year ending November 2025.