Overseas Expansion through a Multi-Portfolio Approach
First written in FY2016. 20 of 27 entries say "Advanced", first in FY2017. Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026AdvancedAnnual report
「On 27 January, we also opened our first restaurant in the Philippines, continuing to expand into new countries outside Hong Kong following Australia and Malaysia.」
The overseas multi-portfolio was expanded into countries outside Hong Kong, including the Philippines, Australia and Malaysia. - FY2026-H1AdvancedAnnual report
「On 29 July, we also opened our first restaurant in Malaysia, continuing to expand into new countries outside Hong Kong. Although MARUGAME UDON’s revenue declined as a result of franchising the UK business in the previous fiscal year, strong performance at locations in Taiwan, North America and elsewhere resulted in higher revenue overall. Profit increased substantially, helped also by the UK business becoming profitable. On 3 July, we opened our first restaurant in Dubai, UAE, and on 15 September opened the first restaurant in our renewed expansion into Seoul, South Korea. Both have performed well.」
Overseas expansion was extended to Malaysia, Dubai in the UAE, and Seoul in South Korea, while profitability improved at existing locations in Taiwan, North America and elsewhere and through the franchising of the UK business. - FY2025AdvancedAnnual report
「On 31 March 2025, we sold the underperforming Marugame UK business to a local restaurant company and converted it to a franchise operation.」
In overseas expansion, the operating model for the UK Marugame business changed from direct operation to franchising by a local restaurant company, changing the operating structure of the business portfolio. - FY2024AdvancedAnnual report
「This is the outline of the “KANDO Trade-On Strategy.” While achieving “the simultaneous realization of seemingly conflicting objectives,” we aim to expand “food experiences that move customers” worldwide and grow at unpredictable levels far beyond expectations.」
The company is giving concrete form to overseas expansion as a network-based strategy that combines food experiences that move customers, diverse brands and partners around the world, while simultaneously evolving and opening multiple concepts. - FY2024-Q3AdvancedAnnual report
「Tam Jai, the spicy noodle concept, added 7 restaurants in China, 5 in Hong Kong and 1 in Singapore, bringing the total to 228 restaurants and increasing revenue. Marugame Udon opened 8 restaurants in Taiwan, and effective staff training improved product and service quality, resulting in substantial increases in revenue and profit.」
For overseas expansion across multiple brands and regions, the company expanded Tam Jai to a total of 228 restaurants and opened 8 Marugame Udon restaurants in Taiwan, while improving quality through staff training. - FY2024-Q2AdvancedAnnual report
「Tam Jai, the spicy noodle concept, added 4 restaurants in China, 2 in Hong Kong and 1 in Singapore, bringing the total to 222 restaurants. Marugame Udon opened 3 restaurants in Taiwan, and training initiatives proved effective, improving product and service quality. In the United States, progress was also made in staff development and management efficiency. The 2 new restaurants performed well, while profitability at existing restaurants also improved, resulting in higher revenue and profit. In the United Kingdom, the company also worked to improve productivity through higher revenue, but investment for growth continued to precede the benefits.」
For overseas expansion across multiple brands and regions, the company describes the increase in Tam Jai restaurants, the opening of Marugame Udon restaurants and quality improvements in Taiwan and the United States, and productivity improvements in the United Kingdom. - FY2024-Q1AdvancedAnnual report
「Outside Japan, in addition to opening restaurants, mainly Marugame Udon locations, we also worked to improve profitability.」
The company states that, for overseas expansion, it continued opening restaurants, mainly Marugame Udon locations, while also working to improve profitability. - FY2023-Q3AdvancedAnnual report
「Outside Japan, in addition to actively opening restaurants, mainly in Asia, Europe and North America, we pursued rebranding with a view to global expansion and identified new business partners (Local Buddies (Note 1)).」
For overseas expansion through a multi-portfolio approach, the company opened restaurants in Asia, Europe and North America and implemented rebranding and the identification of Local Buddies. - FY2023-Q2AdvancedAnnual report
「Outside Japan, in addition to actively opening restaurants, mainly in Asia, we began rebranding with a view to global expansion and identifying new business partners (Local Buddies (Note 1)).」
For overseas expansion, the company began rebranding with a view to global expansion and identifying Local Buddies, in addition to opening restaurants mainly in Asia. - FY2023-Q1AdvancedAnnual report
「Outside Japan, we actively opened restaurants, mainly in Asia, and also began rebranding with a view to global expansion.」
Under its previous global expansion policy, the company began rebranding with a view to global expansion, in addition to opening restaurants mainly in Asia. - FY2022ReframedAnnual report
「The “food experiences that move customers,” which we view as the foundation of our Group’s business and the very reason customers visit our restaurants, serve as the starting point for our strategy. We refer to the diverse group of brands embodying these experiences as “Diverse Brands,” and to partners with specialized knowledge, expertise and networks in regions around the world as “Local Buddies.”」
The conventional multi-portfolio strategy is being reorganized around a global expansion model that combines Diverse Brands with a network of Local Buddies. - FY2021RestatedAnnual report
「By focusing on proactive product initiatives and securing and developing outstanding personnel, the Group aims to secure stable domestic revenue and achieve consolidated revenue of ¥350 billion, or ¥500 billion including sales at franchised stores, by accelerating growth overseas through the use of its business platform and partners' expertise in joint ventures, franchises, and other models, in addition to wholly owned and company-operated models.」
As means of implementing a global multi-brand strategy, the company is reaffirming its business platform, wholly owned and directly operated businesses, JVs, franchising, and the use of partners’ expertise. - FY2020ReframedAnnual report
「By focusing on proactive product initiatives and securing and developing outstanding personnel, the Group aims to secure stable domestic revenue and achieve consolidated revenue of ¥350 billion for the fiscal year ending March 2026, or ¥500 billion including sales at franchised stores, by accelerating growth overseas through the use of its business platform and partners' expertise in joint ventures, franchises, and other models, in addition to wholly owned and company-operated models.」
The Group describes its previous multi-portfolio strategy as a "global multi-brand strategy" and sets out an approach to expansion using its business platform, joint ventures, franchises, and partners' expertise, together with the revenue target for the fiscal year ending March 2026. - FY2020-Q3AdvancedAnnual report
「Overseas, the Group continued to expand actively while emphasizing profitability, opening 24 company-operated stores in Hong Kong and elsewhere and increasing franchise and other stores by 72 through openings in Hong Kong, the Netherlands, and elsewhere.」
The Group opened 24 company-operated stores overseas and increased franchise and other stores by 72 in Hong Kong, the Netherlands, and elsewhere, expanding the scale of its overseas operations through the multi-portfolio strategy. - FY2020-Q2AdvancedAnnual report
「Overseas, the Group continued to expand actively while emphasizing profitability, opening 9 company-operated stores in Hong Kong and elsewhere and increasing franchise and other stores by 51 through openings in Hong Kong, the Netherlands, and elsewhere.」
The Group opened 9 company-operated stores overseas and increased franchise and other stores by 51 in Hong Kong, the Netherlands, and elsewhere, expanding the scale of its overseas operations through the multi-portfolio strategy. - FY2020-Q1AdvancedAnnual report
「Overseas, the Group continued to expand actively while emphasizing profitability, opening 4 company-operated stores in Hong Kong and elsewhere and increasing franchise and other stores by 25 through openings in Hong Kong, the Netherlands, and elsewhere.」
The Group opened 4 company-operated stores overseas and increased franchise and other stores by 25 in Hong Kong, the Netherlands, and elsewhere, advancing overseas expansion with greater geographic and format diversity. - FY2019-Q3AdvancedAnnual report
「Monster Curry, a Japanese-style curry chain operated by MC GROUP PTE. LTD., has secured an overwhelming No. 1 market share in Singapore.」
The Group added Monster Curry, a Japanese-style curry chain in Singapore, to its portfolio and expanded its overseas business portfolio. - FY2019-Q2AdvancedAnnual report
「Overseas, the Group continued to expand actively while emphasizing profitability, opening 6 company-operated stores and increasing the number of franchise and other stores by 52 through new openings and other measures.」
The Group opened 6 company-operated stores overseas and increased franchise and other stores by 52, expanding the scale of its overseas operations through the multi-portfolio strategy. - FY2019-Q1AdvancedAnnual report
「Overseas, the Group continued to expand actively while emphasizing profitability, opening 4 company-operated stores and increasing the number of franchise and other stores by 15 through new openings and other measures.」
The Group opened 4 company-operated stores overseas and increased franchise and other stores by 15, bringing the number of overseas operating stores to 532. - FY2018AdvancedAnnual report
「The Group intends to actively open stores overseas and expand through a multi-portfolio strategy tailored to local food cultures, but expects that the overseas business may experience extended construction periods and delays in opening dates due to the permitting systems and real estate business practices of the countries entered.」
The Group continued its multi-portfolio strategy, expanding its overseas store count to 528 in 28 countries and regions at fiscal year-end, including 365 franchise and other stores. - FY2018-Q3RestatedAnnual report
「"譚仔三哥米線," operated by TSML, is a rapidly growing and popular spicy-noodle chain in Hong Kong, primarily targeting young people, and has a track record and expertise in operating stores in Hong Kong.」
The Group has specified its direction of developing the Hong Kong spicy-noodle format as the next pillar after Marugame Seimen in Asia under its multi-portfolio strategy. - FY2018-Q3RestatedAnnual report
「Under its multi-portfolio strategy, the Group operates stores around the world, but intends to develop a format in Asia that will become the next pillar after Marugame Seimen in order to further accelerate the pace of business growth.」
The Group has reaffirmed its multi-portfolio strategy and its policy of developing a format in Asia to follow Marugame Seimen as the next business pillar. - FY2018-Q1RestatedAnnual report
「Under its multi-portfolio strategy, the Group operates stores around the world, but intends to develop a format in Asia that will become the next pillar after Marugame Seimen in order to further accelerate the pace of business growth.」
The Group has reaffirmed its multi-portfolio strategy and its policy of developing a format in Asia to follow Marugame Seimen as the next business pillar. - FY2017AdvancedAnnual report
「By focusing on proactive product initiatives and securing and developing outstanding personnel, the Group aims to secure stable domestic revenue and achieve consolidated revenue of ¥500 billion overseas through a multi-portfolio strategy offering diverse formats suited to local markets in every region.」
The Group positioned its multi-portfolio strategy as a specific growth method involving diverse formats suited to local markets in every region. By the end of the fiscal year, it had expanded to 334 stores in 28 countries and regions overseas. - FY2016First statedAnnual report
「The Group intends to actively open stores overseas and expand through a multi-portfolio strategy tailored to local food cultures.」
The Group has indicated a policy of pursuing overseas expansion through multiple formats tailored to local food cultures.