Responding to Market Changes and Diversifying Customer Needs
First written in FY2016. 16 of 31 entries say "Restated". Latest entry: 2026-08-06.
Shuei Yobiko moved to the "Worse" side of this theme in 2024.
0 other companies' latest entry also says "Reframed".
- 2026-08-06ReframedEarnings
「② Providing education services tailored to customer needs through 4 formats: group classes, individual instruction by instructors, individual instruction using video lessons and tutors, and live online classes」
The company explicitly identified 4 education service formats for addressing customer needs: group classes, individual instruction by instructors, individual instruction using video lessons and tutors, and live online classes. - FY2026ReframedAnnual report
「ⅰ Group classes: Provide finely tailored educational services through small classes with fixed enrolment limits and a class structure based on academic ability. ⅱ Individual instruction by teachers: Provide educational services in multiple subjects, combining video lessons to prepare students for regular tests and entrance examinations. ⅲ Individual lessons using video: Sustained concentration is essential for taking video lessons. Make the introduction of assistant instructors the standard for class operations.」
Measures to address market changes and customer needs have been translated into specific operating standards by division, including small classes organised by academic ability, individual instruction combining video lessons, and individual video-based lessons with assistant instructors as standard. - FY2026-H1ReframedAnnual report
「① In the group, individual and video-based divisions, develop the business by clearly differentiating the Company from competitors. ② Secure students from the elementary school stage by providing preschool education, after-school care for lower elementary grades, and open academic proficiency tests for elementary and junior high school students. ③ Enhance educational services beyond classes, including comfortable study rooms and meetings to raise students’ motivation to study. ④ Expand online special courses and other offerings. ⑤ Hold online parent meetings and enhance communication tools to strengthen relationships with parents.」
In addition to the existing differentiation by division, services beyond classes, online courses and parent relations, the Company has identified preschool education, after-school care for lower elementary grades and open academic proficiency tests for elementary and junior high school students as management initiatives to secure students at an early stage. - FY2025-H1ReframedAnnual report
「① In the group, individual and video-based divisions, develop the business by clearly differentiating the Company from competitors. ② Enhance educational services beyond classes, including comfortable study rooms and meetings to raise students’ motivation to study. ③ Expand online special courses and other offerings. ④ Hold online parent meetings and enhance communication tools to strengthen relationships with parents. ⑤ Hold open academic proficiency tests from the elementary school stage to strengthen relationships with students and parents.」
Measures to address market changes and customer needs have been organised into five areas: differentiation by division, services beyond classes, study rooms, online courses, parent relations and open academic proficiency tests. - FY2024ReframedAnnual report
「Against this backdrop, the Group has pursued the following as its core management priorities: ① rigorously implementing the new differentiation strategy at the operating level; ② making the “new iD Preparatory School” the standard model for school operations; ③ building a stable management foundation by securing students from the early elementary grades; ④ establishing a new differentiation strategy for the high school division; and ⑤ in the franchise division, recruiting owners in selected regions and conducting efficient SV activities.」
Existing division-level initiatives have been organised into five core management priorities: rigorous implementation of the new differentiation strategy, standardisation of the new iD Preparatory School model, securing students from the early elementary grades, differentiation of the high school division, and regionally focused franchise recruitment with efficient SV activities. - FY2024-Q2RestatedAnnual report
「① Integrate in-person and online classes in the group and individual instruction businesses ② Establish online study rooms to encourage students to study and continue their efforts ③ Develop and enhance special online courses ④ Hold online parent meetings to strengthen relationships with parents and guardians」
We continue to address customer needs through a combination of in-person and online classes, online study rooms, special courses and parent meetings. - FY2024-Q1ReframedAnnual report
「The Group's management priorities are: ① Elementary and junior high division (i) In the group instruction business, improve the quality of classes by setting enrollment criteria and class sizes and grouping students by academic ability; also improve education services outside the classroom and raise academic performance and admissions results (ii) In the individual instruction (instructor and video) business, evolve the new differentiation strategy and improve customer satisfaction (iii) Respond to the introduction of English as a formal subject in elementary schools and seek to secure students from the lower grades ② High school division (i) Provide detailed education services through small classes centered on full-time teachers (ii) Respond to recommendation-based admissions, including by setting classes by high school (iii) Provide class formats that address diverse needs.」
The company has organized its previous division-specific education service and differentiation policies into more specific operating initiatives, including enrollment criteria, class sizes, grouping by academic ability, classes by high school, and support for recommendation-based admissions. - FY2023ReframedAnnual report
「① Establish a differentiation strategy for the individual instruction business ② Establish a new differentiation strategy for the group instruction business ③ Make the “New iD Preparatory School” the standard model for school operations ④ Establish a new business model for the high school division ⑤ In the FC business, recruit owners in selected regions and conduct efficient SV activities ⑥ Thoroughly reduce expenses and lower operating expenses」
While continuing its previous division-specific initiatives, the company has reorganized them into 6 management priorities, including making the “New iD Preparatory School” the standard model, recruiting FC owners in selected regions, and reducing expenses. It also stated that it had organized its structure by academic ability level to improve education services. - FY2023-Q2ReframedAnnual report
「① Integrate in-person and online classes in the group and individual instruction businesses ② Establish online study rooms to encourage students to study and continue their efforts ③ Develop and enhance special online courses ④ Hold online parent meetings to strengthen relationships with parents and guardians」
In addition to integrating in-person and online classes and offering special online courses, the company has specifically identified online study rooms and online parent meetings as initiatives to respond to customer needs. - FY2023-Q1RestatedAnnual report
「The Group's management priorities are: ① Elementary and junior high division (i) In the group instruction business, improve the quality of classroom teaching and education services outside the classroom to reliably improve academic performance and admissions results (ii) In the individual instruction (instructor and video) business, further evolve the differentiation strategy and improve customer satisfaction (iii) Respond educationally to the introduction of English as a formal subject in elementary schools ② High school division Provide education methods that address diverse needs ③ Develop new methods adapted to the new normal after COVID-19.」
The management priorities comprising the elementary and junior high division, the high school division, and education methods adapted to the new normal after COVID-19 continue unchanged. - FY2022-Q3RestatedAnnual report
「Despite these business conditions, the Group has worked to enhance education services outside the classroom while implementing thorough infection-control measures, including online classes at home in addition to live classes, examination guidance, and monitoring students' progress with home study.」
While maintaining infection-control measures as a prerequisite, the company continues to enhance services outside the classroom, including online classes at home, examination guidance and monitoring of progress with home study in addition to live classes. - FY2022-Q2ReframedAnnual report
「① Integrate in-person and online classes in the group and individual instruction businesses ② Enhance and use tools that encourage students' motivation to study, and use online services to strengthen relationships with parents and guardians ③ Develop and enhance special online courses The company worked to improve performance through these initiatives.」
The company has organized its response to market changes and customer needs into 3 initiatives: integrating in-person and online classes, enhancing and using learning support tools, and offering special online courses. - FY2021-Q3RestatedAnnual report
「Under these business conditions, the Group worked to enhance not only the quality of classroom teaching, but also education services outside the classroom as a whole and the tools used to provide them.」
The company continues to pursue a policy of enhancing not only classroom quality but also education services outside the classroom as a whole and the tools used to provide them. - FY2021-Q1ReframedAnnual report
「Under these circumstances, the Group worked on the following management priorities: ① Elementary and junior high division (i) In the group instruction business, improve classroom teaching and education services outside the classroom to reliably improve academic performance and admissions results (ii) In the individual instruction (instructor and video) business, further evolve the differentiation strategy and improve customer satisfaction (iii) Respond educationally to the introduction of English as a formal subject in elementary schools ② High school division Provide education methods that address diverse needs ③ Develop new methods adapted to the new normal after COVID-19.」
The company has reorganized its previous division-specific initiatives into management priorities comprising education service challenges in the elementary and junior high division and high school division, and the development of new methods adapted to the new normal after COVID-19. - FY2020ReframedAnnual report
「① Establish a differentiation strategy for the individual instruction business ② Establish a new differentiation strategy for the group instruction business ③ Standardize school operations in the iD business ④ Establish a new business model for the high school division ⑤ In the FC business, recruit owners in selected regions and conduct efficient SV activities ⑥ Thoroughly reduce expenses and lower operating expenses」
The company has organized its previous policy of responding to market and customer needs into 6 items: differentiation by business, standardization of iD school operations, recruitment of FC owners in selected regions, and expense reduction. - FY2020-Q3RestatedAnnual report
「① Evolve the differentiation strategy for the group instruction business and establish a system that reliably improves academic performance ② Evolve the differentiation strategy for the individual instruction and video instruction businesses and further improve the quality of education services Increase student numbers as a result and improve average revenue per customer ③ Respond appropriately to the introduction of English as a formal subject in elementary schools and four-skill English education ④ Establish a new business model for the high school division」
Differentiation across the group instruction, individual instruction and video instruction businesses, support for four-skill English education, and a new model for the high school division continue to be management priorities. - FY2020-Q2ReframedAnnual report
「① Evolve the differentiation strategy for the group instruction business and establish a system that reliably improves academic performance ② Evolve the differentiation strategy for the individual instruction and video instruction businesses and further improve the quality of education services Increase student numbers as a result and improve average revenue per customer ③ Respond appropriately to the introduction of English as a formal subject in elementary schools and four-skill English education ④ Establish a new business model for the high school division」
The company has organized its previous policy of responding to market changes and customer needs into four management priorities: a system for improving academic performance in the group instruction business, differentiation in the individual instruction and video instruction businesses, support for four-skill English education, and a new model for the high school division. - FY2019RestatedAnnual report
「① Further improve the quality of education services for individual instruction, seek to increase student numbers as a result, and increase average revenue per customer ② Establish a business model that responds to structural changes in the market accompanying the introduction of English as a formal subject in elementary schools ③ Roll out combined iD (video instruction) and PAS (individual instruction) school locations in a convenience-store-style format ④ Establish a new business model for the high school division」
The quality of individual instruction, student numbers and average revenue per customer, responding to changes in market structure, combined iD and PAS school locations, and a new business model for the high school division continue to be management priorities. - FY2019-Q3RestatedAnnual report
「① Further improve the quality of education services for individual instruction, seek to increase student numbers as a result, and increase average revenue per customer ② Establish a business model that responds to structural changes in the market accompanying the introduction of English as a formal subject in elementary schools ③ Roll out combined iD (video instruction) and PAS (individual instruction) school locations in a convenience-store-style format ④ Establish a new business model for the high school division」
Improving the quality of individual instruction, student numbers and average revenue per customer, responding to the introduction of English as a formal subject in elementary schools, combined iD and PAS school locations, and a new business model for the high school division continue to be management priorities. - FY2019-Q2RestatedAnnual report
「① Further improve the quality of education services for individual instruction and seek to increase student numbers as a result Also increase average revenue per customer ② Establish a business model that responds to structural changes in the market accompanying the introduction of English as a formal subject in elementary schools ③ Roll out combined iD (video instruction) and PAS (individual instruction) school locations in a convenience-store-style format ④ Establish a new business model for the high school division」
The company has reiterated that improving the quality of individual instruction, student numbers and average revenue per customer, responding to changes in market structure, combined iD and PAS school locations, and a new business model for the high school division are management priorities. - FY2019-Q1ReframedAnnual report
「② Establish a business model that responds to structural changes in the market accompanying the introduction of English as a formal subject in elementary schools」
The company has presented its previous policy of responding to market changes and customer needs as a more specific plan to establish a business model addressing structural changes in the market accompanying the introduction of English as a formal subject in elementary schools. - FY2018RestatedAnnual report
「① Plan and develop further-enhanced education services」
The company continues to regard the policy of planning and developing enhanced education services in response to changes in the market and customer needs as a management priority. - FY2018-Q3RestatedAnnual report
「① Rapidly establish a framework capable of providing education services adapted to structural changes in the market ④ Develop and provide education services tailored to each of the diverse customer needs, thereby seeking to improve customer satisfaction and increase profit」
Establishing a framework to respond to structural changes in the market and developing and providing education services tailored to diversifying customer needs continue to be management priorities. - FY2018-Q2RestatedAnnual report
「① Rapidly establish a framework capable of providing education services adapted to structural changes in the market ④ Develop and provide education services tailored to each of the diverse customer needs, thereby seeking to improve customer satisfaction and increase profit」
Establishing a framework to respond to market structure and developing and providing education services tailored to diversifying customer needs continue to be management priorities. - FY2018-Q1RestatedAnnual report
「① Rapidly establish a framework capable of providing education services adapted to structural changes in the market ④ Develop and provide education services tailored to each of the diverse customer needs, thereby seeking to improve customer satisfaction and increase profit」
The company has reiterated that a framework for responding to structural changes in the market and the development and provision of education services tailored to diverse customer needs are management priorities. - FY2017-Q3RestatedAnnual report
「① Rapidly establish a framework capable of providing education services adapted to structural changes in the market」
Establishing a framework for providing education services that respond to structural changes in the market continues to be a management priority. - FY2017-Q2RestatedAnnual report
「Rapidly establish a framework capable of providing education services adapted to structural changes in the market」
Responding to changes in market structure and establishing a framework for providing education services continue to be management priorities. - FY2017-Q1RestatedAnnual report
「Rapidly establish a framework capable of providing education services adapted to structural changes in the market」
Responding to changes in market structure continues to be a management priority. - FY2016First statedAnnual report
「Rapidly establish a framework capable of providing education services adapted to structural changes in the market」
The company's management priorities are to establish a framework that responds to changes in market structure, develop and provide education services tailored to diverse customer needs, and improve customer satisfaction and, as a result, increase profit.