Transforming the Business Model and Increasing the Value Added of Existing Businesses
First written in FY2016. 19 of 28 entries say "Restated". Latest entry: 2026-06-04.
The whole theme swung hardest in 2025: 5 of 30 companies on the "Worse" side.
28 other companies' latest entry also says "Advanced".
- 2026-06-04AdvancedGeneral Meetings of Shareholders
「[2] Transforming the business model a) Strengthen consulting services b) Strengthen the cloud business c) Promote the solutions business」
The company continued to specify consulting, cloud and solutions as the 3 priority areas for transforming its business model. - FY2025ReframedAnnual report
「○ Business-model transformation (a) Strengthening consulting services ① Strengthen businesses involving Oracle ERP Cloud, Salesforce and other products with strong customer demand ② Promote consulting services based on proprietary IP (b) Strengthening the cloud business (c) Promoting the solutions business (d) Use of AI」
Business-model transformation has been reorganized into four areas—consulting, cloud, solutions and the use of AI—with the potential introduction of AI into AI agents and proprietary IP also under consideration. - FY2025-H1ReframedAnnual report
「○ Business-model transformation a) Strengthening consulting services ・Strengthen products with strong customer demand, including Oracle Cloud ERP and Salesforce ・Promote highly profitable proprietary IP products, including UniVision and P-CON b) Strengthening the cloud business c) Promoting the solutions business」
The transformation of the business model has been organized into three areas—consulting services, the cloud business and the solutions business—with the target products and services specified. - FY2024-Q3RestatedAnnual report
「○ Business-model transformation ・Expansion into the cloud infrastructure business, including automation, DevOps(*1) and security ・Promotion of Low-Code/No-Code development(*2), including OutSystems and ServiceNow ・Expand business opportunities by participating further upstream in “development,” “operations and implementation” and “sales” through product-oriented business consulting, including Oracle Cloud ERP, SalesForce, AWS and BlackRock」
We continue to pursue the shift from providing labor to providing value and from contract-based to solution-based services through specific measures involving cloud infrastructure, Low-Code/No-Code and upstream business consulting. - FY2024-Q2RestatedAnnual report
「○ Business-model transformation ・Expansion into the cloud infrastructure business, including automation, DevOps(*1) and security ・Promotion of Low-Code/No-Code development(*2), including OutSystems and ServiceNow ・Expand business opportunities by participating further upstream in “development,” “operations and implementation” and “sales” through product-oriented business consulting, including Oracle Cloud ERP, SalesForce, AWS and BlackRock」
We continue to pursue the shift from providing labor to providing value and from contract-based to solution-based services through specific measures involving cloud infrastructure, Low-Code/No-Code and upstream business consulting. - FY2024-Q1RestatedAnnual report
「○ Business-model transformation ・Expansion into the cloud infrastructure business, including automation, DevOps(*1) and security ・Promotion of Low-Code/No-Code development(*2), including OutSystems and ServiceNow ・Expand business opportunities by participating further upstream in “development,” “operations and implementation” and “sales” through product-oriented business consulting, including Oracle Cloud ERP, SalesForce, AWS and BlackRock」
We continue to pursue the shift from providing labor to providing value and from contract-based to solution-based services through specific measures involving cloud infrastructure, Low-Code/No-Code and upstream business consulting. - FY2023-Q3RestatedAnnual report
「○ Business-model transformation ・Expansion into the cloud infrastructure business, including automation, DevOps and security ・Promotion of Low-Code/No-Code development, including OutSystems and ServiceNow ・Expand business opportunities by participating further upstream in “development,” “operations and implementation” and “sales” through product-oriented business consulting, including Oracle Cloud ERP, SalesForce, AWS and BlackRock」
We continue to pursue the shift from providing labor to providing value and from contract-based to solution-based services through specific measures involving cloud infrastructure, Low-Code/No-Code and upstream business consulting. - FY2023-Q1ReframedAnnual report
「○ Business-model transformation ・Expansion into the cloud infrastructure business, including automation, DevOps and security ・Promotion of Low-Code/No-Code development, including OutSystems and ServiceNow ・Expand business opportunities by participating further upstream in “development,” “operations and implementation” and “sales” through product-oriented business consulting, including Oracle Cloud ERP, SalesForce, AWS and BlackRock」
The policy of shifting from providing man-month-based labor to providing value has been organized into specific plans involving cloud infrastructure, Low-Code/No-Code, product-oriented business consulting and participation in upstream processes. - FY2022-Q3RestatedAnnual report
「(Business-model transformation) ◎ Shift away from the man-month model toward a high-value-added (i.e., highly profitable) model Transition from providing “labor” to providing “value”」
We continue to pursue the policy of shifting from the man-month model to a high-value-added model in the final year of the medium-term management plan. - FY2022-Q2RestatedAnnual report
「(Business-model transformation) ◎ Shift away from the man-month model toward a high-value-added (i.e., highly profitable) model Transition from providing “labor” to providing “value”」
We continue to pursue the policy of shifting from the man-month model to a high-value-added model in the final year of the medium-term management plan. - FY2022-Q1RestatedAnnual report
「(Business-model transformation) ◎ Shift away from the man-month model toward a high-value-added (i.e., highly profitable) model Transition from providing “labor” to providing “value”」
We continue to pursue the growth strategy of shifting from the man-month model to a high-value-added model in the final year of the medium-term management plan. - FY2021AdvancedAnnual report
「We launched a consulting service for implementing cloud-based core business systems during the fiscal year and aim to make it one of the pillars of the Group’s future digital-transformation business.」
As a specific measure for the high-value-added model and response to digital transformation, we launched a consulting service for implementing cloud-based core business systems. - FY2021-Q3RestatedAnnual report
「◎ Shift away from the man-month model toward a high-value-added (i.e., highly profitable) model Transition from providing “labor” to providing “value”」
We continue to pursue the growth strategy of shifting from the man-month model to a high-value-added model. - FY2021-Q2RestatedAnnual report
「◎ Shift away from the man-month model toward a high-value-added (i.e., highly profitable) model Transition from providing “labor” to providing “value”」
We continue to pursue, as a measure under the medium-term management plan, the growth strategy of shifting from the man-month model to a high-value-added model. - FY2021-Q1RestatedAnnual report
「◎ Shift away from the man-month model toward a high-value-added (i.e., highly profitable) model Transition from providing “labor” to providing “value”」
We continue to pursue the growth strategy of shifting from the man-month model to a high-value-added model. - FY2020AdvancedAnnual report
「Shift away from the man-month model toward a high-value-added (i.e., highly profitable) model Transition from providing “labor” to providing “value”」
The shift from the traditional man-month model to a high-value-added model and from contract-based to solution-based services was identified as a growth strategy, with the establishment of the DX Technology Headquarters and the enhancement of proprietary IP products as specific measures. - FY2020-Q2RestatedAnnual report
「In fiscal 2019 (the fiscal year ending March 2020), we positioned the year as a year for building the foundations needed to advance our growth strategies: transforming the business model, expanding the global business and responding to digital transformation.」
We continue to position fiscal 2019 as a year for building the foundations for our growth strategies of transforming the business model, expanding the global business and responding to digital transformation. - FY2020-Q1AdvancedAnnual report
「As the first year of the medium-term management plan, we have positioned the fiscal year as a year for building the foundations needed to advance our growth strategies: transforming the business model, expanding the global business and responding to digital transformation.」
The first year of the new medium-term management plan was positioned as a year for building the foundations of growth strategies, including business-model transformation. - FY2019-Q3RestatedAnnual report
「In addition to promoting the proprietary IP product business and enhancing the value of existing businesses, we are promoting the provision of proprietary IP products and new services in growth areas including IoT, mobile, security, cloud computing, big data and social networking technologies.」
We continue to promote the proprietary IP product business, enhance the value of existing businesses and provide proprietary IP products and new services in growth technology areas. - FY2019-Q2RestatedAnnual report
「In addition to promoting the proprietary IP product business and enhancing the value of existing businesses, we are promoting the provision of proprietary IP products and new services in growth areas including IoT, mobile, security, cloud computing, big data and social technologies.」
We continue to promote the proprietary IP product business, enhance the value of existing businesses and provide proprietary IP products and new services in growth areas. - FY2018RestatedAnnual report
「We aim to build new business models in growth areas such as cloud security by realizing high gross profit margins through the value generated by our proprietary IP and creating synergies with new services and existing businesses.」
We continue to pursue a policy of combining proprietary IP products with higher value-added existing businesses to build new business models in areas such as cloud security. - FY2018-Q3RestatedAnnual report
「In addition to promoting the proprietary IP product business and enhancing the value of existing businesses, we are promoting the provision of proprietary IP products and new services in growth areas including IoT, mobile, security, cloud computing, big data and social networking technologies.」
We continue to enhance the value of existing businesses using proprietary IP products and provide proprietary IP products and new services in growth technology areas. - FY2018-Q1RestatedAnnual report
「In addition to promoting the proprietary IP product business and enhancing the value of existing businesses, we are promoting the provision of proprietary IP products and new services in growth areas including IoT, mobile, security, cloud computing, big data and social technologies.」
We continue to enhance the value of existing businesses using proprietary IP products and provide new services in growth technology areas. - FY2017RestatedAnnual report
「Regarding the transformation of our business model, we have recently begun initiatives such as inspection-work verification systems using wearable devices including smart glasses, leveraging our strong embedded-development capabilities and extensive track record in the increasingly prominent wearable-solutions market.」
We continue to pursue wearable solutions leveraging embedded development. - FY2017-Q3AdvancedAnnual report
「株式会社ＳＲＡ, SRA AMERICA, INC. and SRA (Europe) B.V. jointly developed solutions in wearables, a field of IoT, and began making proposals to customers in Japan and overseas.」
Group companies in Japan and overseas jointly developed solutions in the wearable technology field and began proposing them to customers. - FY2017-Q2RestatedAnnual report
「Across the Group, we are working to enhance the value of existing businesses, including by expanding our stock-based business, through the use of proprietary IP products that generate high gross profit margins.」
We continue to enhance the value of existing businesses using proprietary IP products and expand our stock-based business. - FY2017-Q1RestatedAnnual report
「Across the Group, we are working to enhance the value of existing businesses, including by expanding our stock-based business, through the use of proprietary IP products that generate high gross profit margins.」
We continue to enhance the value of existing businesses using proprietary IP products and expand our stock-based business. - FY2016First statedAnnual report
「Regarding the transformation of our business model, we have recently begun initiatives such as inspection-work verification systems using wearable devices including smart glasses, leveraging our strong embedded-development capabilities and extensive track record in the increasingly prominent wearable-solutions market.」
We have launched new solutions using wearable devices by leveraging our embedded-development capabilities.