Building a service cycle through CRM
First written in FY2021. 8 of 17 entries say "Restated". Latest entry: 2026-10-05.
The whole theme swung hardest in 2020: 1 of 8 companies on the "Worse" side.
5 other companies' latest entry also says "Advanced".
- FY2026-H1AdvancedAnnual report
「By improving our ability to make proposals through the integration of maintenance data and CRM, we aim to enhance the customer experience, strengthen our sales capabilities and establish a stable earnings base.」
The company is making its initiatives more specific, moving from developing a conventional CRM system and using data to improving its proposal capabilities by integrating maintenance data with CRM. - FY2025RestatedAnnual report
「We will work to strengthen the acquisition of new customers and encourage existing customers to continue using our services. In addition to providing convenient services, upgrading our marketing capabilities and enhancing our brand presence, we aim to expand customer touchpoints and improve the repeat-purchase rate through more sophisticated use of CRM and expansion of our membership program.」
The company continues to pursue a policy of making advanced use of CRM to expand its membership program, broaden customer touchpoints and improve the repeat-purchase rate. - FY2025-H1RestatedAnnual report
「② Data-driven marketing activities through the development of a CRM (customer relationship management) system,」
The company is continuing to develop a CRM system and conduct data-driven marketing activities as an initiative under its UX growth model. - 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.」
To establish the UX growth model, the company is continuing three initiatives: store development, a CRM system, and networking its service and maintenance operations. - 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.」
To establish the UX growth model, the company is continuing three initiatives: store development, a CRM system, and expanding and networking its service and maintenance operations. - FY2023AdvancedAnnual report
「The Company established a UX (customer experience) growth model in its medium-term management plan for the fiscal year ending November 2023, and pursued 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. As a result, it ① developed 10 stores, including new, relocated, and expanded stores, ② increased the number of members by acquiring new members and promoting usage through the CRM system, and ③ began operating “BOCS (Box),” a service that matches users with various maintenance needs to motorcycle shops that can meet those needs.」
For the three measures under the UX growth model, the company reports the results of developing 10 stores, increasing the number of members through CRM, and beginning operation of BOCS. - 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 company continues its policy of building a CRM system and advancing data-driven marketing activities. - FY2022ReframedAnnual 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.」
The company has given its CRM strategy concrete form within a new UX growth model through building a CRM system and conducting data-driven marketing activities. - 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.」
The company continues to position CRM promotion as one of the three pillars of its medium-term management plan. - 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.」
The company continues to position CRM promotion as one of the three pillars of its medium-term management plan covering the fiscal years ending November 2022 through November 2024. - 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 company continues to position CRM promotion as one of the three pillars of its medium-term management plan. - FY2021First statedAnnual report
「The Company will promote a CRM (customer relationship management) strategy to enhance customer satisfaction by providing optimal services and products tailored to each customer’s life cycle. In addition to its existing motorcycle purchase and sales services, it will enhance services originating from maintenance and peripheral motorcycle services, create new points of contact with customers, and establish and entrench a system that customers will consistently choose.」
The company sets out for the first time as a standalone initiative the use of CRM to build a service cycle aligned with the customer life cycle and create new points of contact by combining purchase and sales services with maintenance and peripheral services.