Optimal Allocation of Management Resources and Efficient Organizational Operations
First written in FY2019. 11 of 13 entries say "Advanced", first in FY2023-Q3. Latest entry: FY2026.
The whole theme swung hardest in 2025: 8 of 37 companies on the "Worse" side.
22 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「As of the end of the consolidated fiscal year, the Group had been consolidated into 2 companies: our company, which is responsible for the Solutions business and the management of the Group companies and the Group as a whole, and 株式会社ライブドア, which is responsible for the Media business.」
The company proceeded with the integration, sale and liquidation of Group companies and fixed-cost reductions, consolidating the business operating structure into 2 companies. - FY2026-H1AdvancedAnnual report
「On the expense side, we proceeded with reductions in fixed costs included in cost of sales, selling expenses and general and administrative expenses.」
The company implemented fixed-cost reductions in both the Media and Solutions businesses, improving the efficiency of its management resources. - FY2025AdvancedAnnual report
「In addition to reducing expenses in the Media business by approximately ¥800 million and in the Solutions business by approximately ¥200 million, we expect to reduce expenses by approximately ¥300 million through reductions in executive compensation and personnel expenses for certain managers, as well as lower rent resulting from downsizing our offices.」
In addition to integration into the operating companies, the company gave concrete form to measures for more efficient use of management resources, including expense reductions in both businesses, reductions in executive and management personnel expenses, and office downsizing. - FY2025-H1AdvancedAnnual report
「To increase revenue by enhancing the value provided to the approximately 100 million monthly users of these companies, maximize the benefits of integration, including cost reductions, make effective use of management resources and pursue new fields, we carried out an absorption-type merger of SSG, with ライブドア as the surviving company, effective 1 October 2024.」
The company integrated SSG into ライブドア, giving concrete form to revenue growth by leveraging a user base of approximately 100 million, cost reductions and more effective use of management resources. - FY2024-Q2AdvancedAnnual report
「During the second quarter consolidated accounting period, we completed the transition of the Media and Solutions businesses to their respective operating companies and moved to a business promotion structure in which our company primarily oversees these businesses. As a result, we began collecting management fees from Group companies and recording them as corporate revenue not allocated to the reportable segments, with corresponding adjustments made to segment profit.」
In addition to transitioning the businesses to their respective operating companies, the company began collecting management fees and recording them as corporate revenue, giving concrete form to its management and operational role as the Group’s overseeing company. - FY2024-Q1AdvancedAnnual report
「As a result, the media and solutions businesses are operated mainly by their respective operating companies, enhancing the Group’s agility in executing its business strategy, while we have transitioned to a business promotion structure in which we primarily oversee these businesses.」
Following completion of the business succession through a company split, the company transitioned to an operating structure centered on consolidation into the respective operating companies and oversight by our company. - FY2023AdvancedAnnual report
「To achieve the targets of the medium-term plan, the Group will proceed with organizational consolidation and the delegation of authority. To increase the agility of Group-wide business strategy execution, the Media and Solutions businesses will be operated primarily by their respective operating companies, while our company will transition to a structure in which it mainly oversees these businesses.」
The company gave concrete form to its policy of transitioning to a holding-company-style oversight structure, accompanied by consolidation into the operating companies and the delegation of authority. - FY2023-Q3AdvancedAnnual report
「Specifically, we will immediately implement thorough profitability improvement measures, including restraining future personnel growth through the reallocation of human resources within the Group’s financial media business, significantly reducing advertising and promotional costs through Group-wide marketing and promotions that leverage a media reach of approximately 90 million, reducing data and licensing costs by integrating and reorganizing the functions of Group assets, and reducing future depreciation and amortization expenses by restraining development investment in the financial media business.」
The company presented specific efficiency measures involving the reallocation of human resources, Group-wide marketing, asset integration, and controls on data and licensing costs and development investment. - FY2022RestatedAnnual report
「The Group is developing an organizational structure aligned with business expansion and securing personnel, while establishing a system of cross-organizational collaboration and centralized management for business execution in order to make effective use of limited management resources.」
The policy of cross-organizational collaboration and centralized management, together with efficient use of management resources under Group-wide rules, remains in place. - FY2019First statedAnnual report
「We will continue to develop internal rules and ensure that they are thoroughly communicated and implemented, with the aim of optimally allocating management resources and managing the organization efficiently.」
To make effective use of limited personnel, funds and other resources, the company is promoting cross-organizational collaboration, centralized management and the development of internal rules.