Promotion of Group-Wide Federated Management
First written in FY2016. 18 of 27 entries say "Advanced", first in FY2017-Q3. Latest entry: FY2027-H1.
No other company in this theme has enough history to compare yet.
- FY2027-H1AdvancedAnnual report
「This merger is intended to accelerate growth through the optimal allocation of management resources, promote efficiency by consolidating overlapping functions and infrastructure, speed up decision-making, and activate human capital by providing diverse career paths, thereby further deepening the Group's federal management model and achieving sustainable growth.」
The absorption-type merger with SFP Holdings Co.,Ltd. was completed on 1 July 2026, concretely deepening the Group's federal management model through the optimal allocation of management resources, consolidation of overlapping functions and infrastructure, faster decision-making and activation of human capital. - FY2026AdvancedAnnual report
「We will evolve the multi-brand, multi-location strategy and federated group management, the Company's traditional management strategies, into federated group management 2.0, a comprehensive redefinition of those strategies, with the aim of becoming a corporate group chosen by all stakeholders.」
Federated group management 2.0 continues as the framework for the medium-term management plan and is being comprehensively redefined together with the multi-brand, multi-location strategy. - FY2025ReframedAnnual report
「We aim to evolve into a corporate group chosen by all stakeholders by comprehensively redefining the traditional key management strategies of the multi-brand, multi-location strategy and federated group management, including domestic and overseas business development and the organizational structure, and evolving them into federated group management 2.0.」
Traditional federated group management is being comprehensively redefined as federated group management 2.0, including domestic and overseas business development and the organizational structure. - FY2025-H1AdvancedAnnual report
「During the current interim consolidated fiscal period, Create Restaurants NY Inc., a consolidated subsidiary of the Company, newly established Create Restaurants DE LLC, which was included in the scope of consolidation. During the same period, 株式会社ＬＧ＆ＥＷ, formerly a consolidated subsidiary of the Company, ceased to exist following an absorption-type merger in which 株式会社クリエイト・ダイニング, also a consolidated subsidiary, was the surviving company.」
The establishment and consolidation of Create Restaurants DE LLC by the U.S. subsidiary and the organizational reorganization resulting from the absorption-type merger of LG＆EW have been disclosed. - FY2025-Q1AdvancedAnnual report
「As part of promoting federated group management, we are currently undertaking group-wide organizational restructuring. To strengthen expertise through the consolidation of knowledge in each business area and promote personnel exchanges, 株式会社ＬＧ＆ＥＷ in the dining business was absorbed by 株式会社クリエイト・ダイニング on 1 June 2024. In the contract business, we aim to further develop the business by transferring the contract business of 株式会社ＫＲフードサービス to 株式会社クリエイト・レストランツ through a company split and succession, scheduled for 1 September 2024.」
Group-wide organizational restructuring was carried out, and the absorption-type merger of LG＆EW was completed. A plan has also been presented to transfer the contract business of KRフードサービス to クリエイト・レストランツ through a company split and succession. - FY2024AdvancedAnnual report
「We are working to strengthen the centripetal force of the holding company, the Company, through the group-wide allocation of management talent; integration of head-office operations and functions, including the establishment, through a joint venture with SFP Holdings Co.,Ltd., of クリエイティブ・サービス社 to handle accounting and human-resources administration and ＣＭＤ社 to handle purchasing planning, the consolidation of site information to centralize investment and withdrawal decisions, and the integration of store design and repair operations; strengthening the contract business through the reorganization of group operating companies and a business alliance with JA全農; promoting changes in business formats and intra-group franchises; and the mutual use of menus to enhance the added value of store services.」
Existing federated group management is advancing into specific execution items, including strengthening the contract business through a business alliance with JA全農, allocating management talent, integrating head-office functions and promoting intra-group franchising. - FY2023-Q3RestatedAnnual report
「In addition to further promoting federated group management by consolidating store design and repair operations and carrying out group-wide personnel transfers of management talent to facilitate communication between operating companies,」
Federated group management continues to be implemented through the consolidation of store design and repair operations and group-wide transfers of management talent. - FY2023-Q2AdvancedAnnual report
「Amid these circumstances, our Group continued to maintain and strengthen the lean cost structure developed during the COVID-19 pandemic and made maximum use of its strength in responding to change. We opened new stores with high investment efficiency, centered on the contract business and the service-area and parking-area business, as well as stores that take account of the SDGs and the environment; changed business formats to provide higher value-added services; promoted intra-group franchising and intra-group transfers by leveraging synergies; and took other measures. As a result, the Group opened 16 new stores, changed the business formats of 16 stores and closed 27 stores. The number of consolidated stores, including stores operated under service agreements and others, was 1,026 as of the end of the current second quarter. We also further promoted federated group management by consolidating store design and repair operations and carrying out group-wide personnel transfers of management talent to facilitate communication between operating companies, among other measures.」
Execution items under federated group management, including intra-group franchising, intra-group transfers, consolidation of store design and repair operations, and group-wide transfers of management talent, are continuing and becoming more concrete. - FY2023-Q1AdvancedAnnual report
「In addition to further promoting federated group management by consolidating store design and repair operations and carrying out group-wide personnel transfers of management talent to facilitate communication between operating companies,」
Store design and repair operations were consolidated, and group-wide personnel transfers of management talent were carried out, advancing federated group management into concrete organizational practices. - FY2022AdvancedAnnual report
「We are working to strengthen the centripetal force of the holding company, クリエイト・レストランツ・ホールディングス, through the group-wide allocation of management talent; integration of head-office operations and functions, including the establishment, through a joint venture with SFP Holdings Co.,Ltd., of クリエイティブ・サービス社 to handle accounting and human-resources administration and ＣＭＤ社 to handle purchasing planning, the consolidation of site information to centralize investment and withdrawal decisions, and the integration of store design and repair operations; strengthening the contract business through the reorganization of group operating companies, including the integration of クリエイト・レストランツ社 and クリエイト・スポーツ＆レジャー社; changes in business formats and the promotion of intra-group franchises; and the mutual use of menus to enhance the added value of store services.」
Further evolution of federated group management is described through more specific execution items than before, including strengthening centripetal force, group-wide allocation of management talent, integration of head-office functions, reorganization of operating companies, intra-group franchising and mutual use of menus. - FY2022-Q3AdvancedAnnual report
「During the third-quarter consolidated cumulative period, the Company and its consolidated subsidiary SFP Holdings Co.,Ltd. newly established 株式会社ＣＭＤ. As a result, 株式会社ＣＭＤ became a subsidiary and was included in the scope of consolidation.」
The Company and SFP Holdings Co.,Ltd. newly established 株式会社ＣＭＤ and added it as a consolidated subsidiary. This represents concrete progress in managing the Group's organization. - FY2022-Q2ReframedAnnual report
「There has been no change to the basic stance of federated group management, which seeks growth by respecting and coordinating the individual characteristics of the Group's operating companies, but we will readjust, or rebalance, the definitions of centripetal and centrifugal force and the division of roles.」
While maintaining the basic policy of federated group management, the roles of centripetal and centrifugal force between the holding company and operating companies are being reorganized through rebalancing. - FY2021-Q3AdvancedAnnual report
「During the third-quarter consolidated cumulative period, the Company newly established 株式会社クリエイティブ・サービス and included it in the scope of consolidation. 株式会社ルモンデグルメ, formerly a consolidated subsidiary of the Company, ceased to exist following an absorption-type merger in which 株式会社ＬＧ＆ＥＷ, also a consolidated subsidiary, was the surviving company, and was therefore excluded from the scope of consolidation. 株式会社クリエイト・ベイサイド and 木屋フーズ株式会社, also formerly consolidated subsidiaries, likewise ceased to exist following absorption-type mergers in which 株式会社クリエイト・ダイニング, also a consolidated subsidiary, was the surviving company, and were therefore excluded from the scope of consolidation.」
The establishment of a new company and the reorganization of the scope of consolidation through absorption-type mergers of several consolidated subsidiaries have been disclosed, demonstrating concrete progress in managing the Group's organization. - FY2021-Q2AdvancedAnnual report
「In addition, on 1 September 2020, we carried out an intra-group reorganization, merging 5 consolidated subsidiaries into 2 companies to improve the efficiency of each company's head-office operations. We also established SFP Holdings Co.,Ltd., a consolidated subsidiary, and a shared-services subsidiary for accounting and human-resources administration, with the aim of reducing costs and operating these functions efficiently through their integration and standardization.」
The organization of federated group management has advanced through the specific reorganization of merging 5 consolidated subsidiaries into 2 companies and establishing a shared-services subsidiary for accounting and human-resources administration. - FY2020ReframedAnnual report
「Through the autonomous management of each site, diversification of the portfolio through M&A and new store openings, and acquisition of a global human-resource network to support management, among other measures, we will establish a foundation in global markets and pursue global federated group management.」
The traditional federated group management model is being extended to overseas sites and reorganized as global federated group management. - FY2020-Q2RestatedAnnual report
「We have also used the ability to respond to change, a strength of federated group management, to actively change business formats and remodel stores, including changes in business formats across the boundaries between operating companies.」
As in the previous quarter, changes in business formats between operating companies using the ability to respond to change under federated group management are disclosed. - FY2020-Q1AdvancedAnnual report
「We have also used the ability to respond to change, a strength of federated group management, to actively change business formats and remodel stores, including changes in business formats across the boundaries between operating companies.」
The ability to respond to change under federated group management was used to implement changes in business formats across the boundaries between operating companies. - FY2019ReframedAnnual report
「We will evolve from the previous solar-system model, in which the Company created synergies across the Group, to a cluster model, in which diverse group operating companies pursue synergies with one another.」
The federated group management model has been clearly redefined from the traditional head-office-led solar-system model to a cluster model in which operating companies pursue synergies with one another. - FY2018RestatedAnnual report
「Amid this environment, our Group will promote its federated group management model, which has been in place since 2013. Rather than imposing the Company's logic, or centripetal force, on group operating companies, we will allow them to exercise discretion as before, or centrifugal force, while pursuing growth through multiple corporate cultures and strategies, responding to diversification in site-development methods, developing group operating companies to strengthen competitiveness, developing management talent and further strengthening head-office functions, with the aim of further enhancing corporate value.」
Respect for the discretion of group operating companies, supported by head-office functions, remains a core strategy under federated group management. - FY2017RestatedAnnual report
「Amid this environment, our Group will continue to promote and evolve its federated group management model, which brings together operating companies with a range of specialist capabilities under efficient systems and infrastructure provided through the holding-company structure, with the aim of growing as a group.」
The policy of continuing to promote and evolve federated group management has been reaffirmed. - FY2017-Q3AdvancedAnnual report
「From the current third-quarter consolidated fiscal period, SFPオペレーションズ株式会社, whose materiality increased as a result of an intra-group reorganization, has been included in the scope of consolidation. Its corporate name was changed from SFP音響株式会社 on 1 September 2016. 株式会社クリエイト吉祥 and 株式会社上海美食中心, formerly consolidated subsidiaries of the Company, were eliminated from the scope of consolidation from the current third-quarter consolidated fiscal period because they ceased to exist following an absorption-type merger in which 株式会社クリエイト・ダイニング, also a consolidated subsidiary, was the surviving company. 株式会社クリエイト・ダイニング's corporate name was changed from 株式会社アールシー・ジャパン on 1 September 2016.」
SFPオペレーションズ株式会社 was brought into consolidation as part of an intra-group reorganization, while the scope of consolidation was reorganized through the absorption-type merger of 2 companies. This demonstrates concrete progress in managing the Group's organization. - FY2016First statedAnnual report
「Amid this environment, our Group will continue to promote its ongoing federated group management model, seeking to enhance corporate value by pursuing growth through multiple corporate cultures and strategies, responding to diversification in site-development methods, developing group operating companies to strengthen competitiveness, developing management talent and further strengthening head-office functions, while combining the centripetal force of the Company with the centrifugal force of each group operating company.」
A management model is explicitly presented in which multiple operating companies are run autonomously while the head office provides support in strategy, resource allocation and administration.