Three-Year Medium-Term Management Plan
First written in FY2016-Q2. 18 of 34 entries say "Restated". Latest entry: 2026-10-05.
The whole theme swung hardest in 2017: 1 of 10 companies on the "Worse" side.
5 other companies' latest entry also says "Advanced".
- 2026-10-05AdvancedEarnings presentation
「中期戦略「モビリティ領域の強化と利益体質化」を以下の三本柱のもとで継続的に推進」
中期戦略を継続しつつ、FY2026を収益基盤確立フェーズと位置づけ、利益体質の強化が当初想定より前倒しで進んでいると記載している。 - 2026-10-04Advancedfinance.biggo.jp
「中期ビジョンでは2028年11月期に売上高400億円、経常利益16億円、ROE12%を目標に設定。」
中期戦略について、2028年11月期の売上高400億円、経常利益16億円、ROE12％という具体的な目標が示された。 - FY2026-H1AdvancedAnnual report
「Under this philosophy, from the current consolidated fiscal year onward, we have adopted the medium-term strategy of “Strengthening the Mobility Business and Building a More Profitable Business Structure” and will continue to advance it around three pillars: strengthening marketing, strengthening the value chain, and expanding the business scope. The first year of the medium-term strategy has been positioned as the “foundation-building phase,” and we are working on various initiatives to give concrete form to the three pillars above while making this a year for building the foundation for strategy execution.」
While continuing the previous medium-term strategy, the company has positioned the first year as the “foundation-building phase” and is giving concrete form to the implementation of the three pillars. - FY2025ReframedAnnual report
「We will continue to advance the medium-term strategy, “Strengthening the Mobility Business and Building a More Profitable Business Structure,” under the following three pillars: “Strengthening Marketing,” “Strengthening the Value Chain,” and “Expanding the Business Scope.”」
The company has shifted from its previous focus on the medium-term management plan and UX growth model to positioning “Strengthening the Mobility Business and Building a More Profitable Business Structure” as its medium-term strategy, organized around three pillars: marketing, the value chain, and business expansion. - FY2025-H1RestatedAnnual report
「The Company regards the current consolidated fiscal year as an important period for continuing activities to improve its earnings profile and laying the foundation for sustainable growth in the motorcycle business, while monitoring changes in the external environment, including competitor trends, and aims to continuously improve its earnings capacity. Specifically, it continues to focus on expanding retail sales and is working to develop new procurement channels and methods, strengthen branding and marketing, expand high-value-added services, and enhance CRM.」
The Company states that there are no material changes, such as a reset of the numerical targets, and continues to improve its earnings capacity through retail expansion, new procurement channels, branding and marketing, value-added services, and stronger CRM. - FY2024-Q2ReframedAnnual report
「In the current consolidated fiscal year, the Company is focusing on activities to return its core motorcycle business to a growth trajectory and improve its earnings profile. Specifically, in addition to increasing procurement volumes by improving advertising efficiency and appraisal conversion rates, which are current challenges, the Company is working to shift from a purchasing-led business model to a retail-led model and is strengthening in-store procurement, including customer drop-offs and trade-ins, and auction procurement that do not depend on advertising. To improve the Company-wide earnings structure, it is also implementing an organizational reorganization covering indirect departments, reducing advertising expenses, and cutting costs through stricter spending standards.」
The focus has shifted from the previous growth initiatives centered on stores, CRM, and maintenance to a plan incorporating the rebuilding of the motorcycle business, a shift to a retail-led model, procurement independent of advertising, reorganization of indirect departments, and cost reductions. - FY2024-Q1RestatedAnnual report
「There were no material changes to the Company’s management policies, management strategies, or other matters during the cumulative first-quarter period.」
The company explicitly states that there were no material changes to its management policy or strategy. - 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 Company states that it will temporarily withdraw the numerical targets under the medium-term management plan ending in the fiscal year ending November 2025, in light of the substantial shortfall against the first-year targets. - 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 UX growth model under the new medium-term management plan and the 3 initiatives covering stores, CRM, and the service network continue. - FY2022RaisedAnnual report
「Under the new medium-term management plan, whose final fiscal year has been changed from the fiscal year ending November 2024 to the fiscal year ending November 2025, the Company aims to establish a UX (customer experience) growth model and achieve revenue of ¥39.5 billion and ordinary profit of ¥2.8 billion. To achieve these goals, it will 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.」
Following the early achievement of the previous plan’s final-year revenue target of ¥31.5 billion, the Company has shifted to a new plan whose final fiscal year has been changed to the fiscal year ending November 2025, targeting revenue of ¥39.5 billion and ordinary profit of ¥2.8 billion. - FY2022-Q3RestatedAnnual report
「To achieve revenue of ¥31.5 billion in the final fiscal year, the Company will promote capital investment, investment in human resources, and IT investment, centered on 3 strategic pillars: advancing CRM, maintenance infrastructure, and a systems platform. It will also work to further enhance corporate value and expand its business scale through sales, operations, information, human resources, and financial strategies.」
The plan covering the fiscal years ending November 2022 through November 2024, final-year revenue of ¥31.5 billion, the 3 pillars, and the various investment policies continue. - FY2022-Q2RestatedAnnual report
「To achieve revenue of ¥31.5 billion in the final fiscal year, the Company will promote capital investment, investment in human resources, and IT investment, centered on 3 strategic pillars: advancing CRM, maintenance infrastructure, and a systems platform. It will also work to further enhance corporate value and expand its business scale through sales, operations, information, human resources, and financial strategies.」
The medium-term management plan covering the fiscal years ending November 2022 through November 2024, final-year revenue of ¥31.5 billion, the 3 pillars, and various investments continue. - FY2022-Q1RestatedAnnual report
「To achieve revenue of ¥31.5 billion in the final fiscal year, the Company will promote capital investment, investment in human resources, and IT investment, centered on 3 strategic pillars: advancing CRM, maintenance infrastructure, and a systems platform.」
The medium-term management plan covering the fiscal years ending November 2022 through November 2024, final-year revenue of ¥31.5 billion, the 3 pillars, and the investment policy continue. - FY2021ReframedAnnual report
「The Company formulated a medium-term management plan covering the fiscal years ending November 2022 through November 2024. To achieve revenue of ¥31.5 billion under this plan, the Company will promote capital investment, investment in human resources, and IT investment, centered on 3 strategic pillars: advancing CRM, maintenance infrastructure, and a systems platform. It will also work to further enhance corporate value and expand its business scale through sales, operations, information, human resources, and financial strategies.」
The Company has shifted from the previous medium-term plan to a new three-year plan covering the fiscal years ending November 2022 through November 2024, explicitly identifying revenue of ¥31.5 billion and CRM, maintenance infrastructure, and a systems platform as its 3 pillars. - FY2021-Q3RestatedAnnual report
「There were no material changes to the Company’s management policies, management strategies, or other matters during the cumulative third-quarter period.」
The company explicitly states that there were no material changes to its management policy or strategy. - FY2021-Q2RestatedAnnual report
「There were no material changes to the Company’s management policies, management strategies, or other matters during the cumulative second-quarter period.」
The company explicitly states that there were no material changes to its management policy or strategy. - FY2021-Q1RestatedAnnual report
「There were no material changes to the Company’s management policies, management strategies, or other matters during the cumulative first-quarter period.」
The company explicitly states that there were no material changes to its management policy or strategy. - FY2020ReframedAnnual report
「In the current fiscal year, the Company aimed to achieve sustainable growth and build a stable earnings structure by adopting “securing the volume and quality of procured vehicles,” “increasing retail unit sales,” and “enhancing its in-house maintenance structure” as its core strategies, while also pursuing “operating a merchandising cycle suited to combined stores,” “strengthening employee development,” “enhancing personnel systems,” “operating a new integrated business system,” and “expanding peripheral businesses.”」
The structure of initiatives has been reorganized from one including the previous optimization of procurement prices to one for the current fiscal year that includes the in-house maintenance structure, integrated business system, and peripheral businesses. - FY2019RestatedAnnual report
「In the current fiscal year, the Company aimed to achieve sustainable growth and build a stable earnings structure by adopting “securing the volume and quality of procured vehicles,” “optimizing procurement prices,” and “increasing retail unit sales” as its core strategies, while also pursuing “establishing a merchandising cycle suited to combined stores,” “improving store operating productivity,” “strengthening employee development,” and “enhancing personnel systems.”」
The core strategies and initiatives for the current fiscal year, developed from the three-year plan, continue, with the aim of achieving sustainable growth and building a stable earnings structure. - FY2019-Q3RestatedAnnual report
「In the current fiscal year, the Company aims to realize its vision, achieve sustainable growth, and build a stable earnings structure by adopting “securing the volume and quality of procured vehicles,” “optimizing procurement prices,” and “increasing retail unit sales” as its core strategies, while also pursuing “establishing a merchandising cycle suited to combined stores,” “improving store operating productivity,” “strengthening employee development,” and “enhancing personnel systems.”」
The Company continues the current fiscal year’s core strategies and specific initiatives, aiming to achieve sustainable growth and build a stable earnings structure. - FY2019-Q2RestatedAnnual report
「In the current fiscal year, the Company aims to realize its vision, achieve sustainable growth, and build a stable earnings structure by adopting “securing the volume and quality of procured vehicles,” “optimizing procurement prices,” and “increasing retail unit sales” as its core strategies, while also pursuing “establishing a merchandising cycle suited to combined stores,” “improving store operating productivity,” “strengthening employee development,” and “enhancing personnel systems.”」
The core strategies and initiatives presented in the previous quarter continue as the plan for the current fiscal year. - FY2019-Q1ReframedAnnual report
「In the current fiscal year, the Company aims to realize its vision, achieve sustainable growth, and build a stable earnings structure by adopting “securing the volume and quality of procured vehicles,” “optimizing procurement prices,” and “increasing retail unit sales” as its core strategies, while also pursuing “establishing a merchandising cycle suited to combined stores,” “improving store operating productivity,” “strengthening employee development,” and “enhancing personnel systems.”」
The focus has shifted from describing a three-year medium-term management plan to describing a plan combining the current fiscal year’s core strategies with multiple specific initiatives. - FY2018-Q2RestatedAnnual report
「The Company is promoting the three-year medium-term management plan beginning in the fiscal year ending November 2016. To achieve this, it decided to develop its business in the current fiscal year based on two core strategies: “strengthening retail sales” and “enhancing procurement to strengthen retail sales.”」
The three-year plan and the core strategies of strengthening retail sales and enhancing procurement to support them continue. - FY2018-Q1RestatedAnnual report
「The Company has formulated and is promoting a three-year medium-term management plan beginning in the fiscal year ending November 2016.」
The Company continues to promote the three-year medium-term management plan, with strengthening retail sales and enhancing procurement to support them established as the core strategies for the current fiscal year. - FY2017RestatedAnnual report
「To realize this vision, the Company has formulated a three-year medium-term management plan beginning in the fiscal year ending November 2016.」
The three-year plan beginning in the fiscal year ending November 2016 continues, with the utilization of vehicle procurement, expansion of retail sales channels, and integration of purchasing and retail operations reiterated as core policies. - FY2017-Q3ReframedAnnual report
「To place greater focus on improving the performance of the motorcycle business, the Company decided to transfer this business as part of its efforts to select and concentrate on its businesses.」
In addition to the previous growth initiatives centered on expanding retail sales and procurement, the Company announced a review of its business portfolio, transferring the parking business to place greater focus on the motorcycle business. - FY2017-Q2RestatedAnnual report
「Against this market backdrop, to realize its vision of being “A Lifelong Partner for Your Motorcycle Life,” the Company decided to pursue “expanding retail sales channels,” “reviewing procurement operations,” and “strengthening recruitment and employee development,” under 2 policies: increasing retail unit sales to expand customer touchpoints and increasing procurement volumes, which are important for expanding retail sales, in order to return the Company to a growth trajectory.」
The 2 policies and 3 specific initiatives presented in the previous quarter continue. - FY2017-Q1ReframedAnnual report
「Against this market backdrop, to realize its vision of being “A Lifelong Partner for Your Motorcycle Life,” the Company decided to pursue “expanding retail sales channels,” “reviewing procurement operations,” and “strengthening recruitment and employee development,” under 2 policies: increasing retail unit sales to expand customer touchpoints and increasing procurement volumes, which are important for expanding retail sales, in order to return the Company to a growth trajectory.」
The focus has shifted from the previous description as a three-year medium-term management plan to a description centered on 2 sales and procurement policies and specific initiatives. - FY2016-Q3RestatedAnnual report
「The Company formulated and pursued a three-year medium-term management plan, beginning in the current fiscal year, based on two core strategies: “maximizing the use of vehicle procurement, the foundation of our business,” and “expanding retail sales channels.”」
The three-year medium-term management plan and the 2 core strategies continue. - FY2016-Q2First statedAnnual report
「The Company formulated a three-year medium-term management plan, beginning in the current fiscal year, based on two core strategies: “maximizing the use of vehicle procurement, the foundation of our business,” and “expanding retail sales channels.”」
A three-year plan has been formulated, specifying 2 core strategies.