Core Strategies: New Market Development, Fixed-Cost Reduction, and a Profitability-First Approach
First written in FY2017. 4 of 9 entries say "Restated". Latest entry: FY2024.
No other company in this theme has enough history to compare yet.
- FY2024AdvancedAnnual report
「The company's consolidated subsidiary 株式会社螢雪ゼミナール entered into an agreement on 1 December 2023 to acquire the cram-school business operated by 株式会社クローバー and acquired the business on 1 December 2023.」
While positioning M&A as a means of growing the corporate group, it completed the acquisition of the cram-school business of ㈱クローバー. The purchase consideration was ¥120,000 thousand in cash. - FY2024-Q3AdvancedAnnual report
「The company's consolidated subsidiary ㈱螢雪ゼミナール entered into an agreement on 1 December 2023 to acquire the cram-school business operated by ㈱クローバー and acquired the business on 1 December 2023. Consideration: Cash ¥120.000 million」
With regard to its M&A policy for growing the corporate group, it completed the acquisition of the cram-school business of ㈱クローバー. The purchase consideration was ¥120,000 thousand in cash. - FY2023-Q3AdvancedAnnual report
「On 1 February 2023, the company entered into a share transfer agreement to acquire all shares of 株式会社セア教育研究所 and make it a subsidiary. The acquisition of the shares was completed on the same date.」
While positioning M&A as a means of growing the corporate group, it completed the acquisition of all shares of 株式会社セア教育研究所 and made it a subsidiary. The purchase consideration was ¥34,400 thousand in cash, and the voting rights ratio was 100%. - FY2022RaisedAnnual report
「We recognize M&A as one approach to growing the corporate group and will continue to broadly identify potential transactions and respond proactively.」
In addition to its existing policy of considering M&A, it explicitly states an intention to broadly identify potential transactions and respond proactively as a means of growing the corporate group. - FY2021RestatedAnnual report
「With the aim of achieving future growth and securing earnings, our basic strategies are as follows. 1. Developing new markets (current initiatives: opening new locations for cram schools and sports clubs, considering M&A, and pursuing new businesses) 2. Reducing fixed costs (current initiatives: clarifying criteria for closing classrooms, reviewing classroom operating costs, and establishing compensation structures aligned with results) 3. Prioritizing profitability (current initiatives: enforcing a focus on the balance between revenue and expenses and cash flow, and improving productivity levels by classroom)」
It continues to set out 3 initiatives: developing new markets, reducing fixed costs and prioritizing profitability, together with measures including opening new locations, considering M&A, setting criteria for closing classrooms and reviewing operating costs. - FY2020RestatedAnnual report
「With the aim of achieving future growth and securing earnings, our basic strategies are as follows. 1. Developing new markets (current initiatives: opening new locations for cram schools and sports clubs, considering M&A, and pursuing new businesses) 2. Reducing fixed costs (current initiatives: clarifying criteria for closing classrooms, reviewing classroom operating costs, and establishing compensation structures aligned with results) 3. Prioritizing profitability (current initiatives: enforcing a focus on the balance between revenue and expenses and cash flow, and improving productivity levels by classroom)」
It continues to set out 3 initiatives: developing new markets, reducing fixed costs and prioritizing profitability, together with measures including opening new locations, considering M&A, setting criteria for closing classrooms and reviewing operating costs. - FY2019RestatedAnnual report
「With the aim of achieving future growth and securing earnings, our basic strategies are as follows. 1. Developing new markets (current initiatives: opening new locations for cram schools and soccer schools, considering M&A, and pursuing new businesses) 2. Reducing fixed costs (current initiatives: clarifying criteria for closing classrooms, reviewing classroom operating costs, and establishing compensation structures aligned with results) 3. Prioritizing profitability (current initiatives: enforcing a focus on the balance between revenue and expenses and cash flow, and improving productivity levels by classroom)」
It continues to set out 3 initiatives and specific measures: developing new markets, reducing fixed costs and prioritizing profitability. - FY2018RestatedAnnual report
「1. Developing new markets (current initiatives: selling used golf clubs and pursuing other new businesses) 2. Reducing fixed costs (current initiatives: clarifying criteria for closing classrooms, reviewing classroom operating costs, and establishing compensation structures aligned with results) 3. Prioritizing profitability (current initiatives: enforcing a focus on the balance between revenue and expenses and cash flow, and improving productivity levels by classroom)」
It continues to set out 3 initiatives and specific measures: developing new markets, reducing fixed costs and prioritizing profitability. - FY2017First statedAnnual report
「1. Developing new markets (current initiatives: selling used golf clubs and pursuing other new businesses) 2. Reducing fixed costs (current initiatives: clarifying criteria for closing classrooms, reviewing classroom operating costs, and establishing compensation structures aligned with results) 3. Prioritizing profitability (current initiatives: enforcing a focus on the balance between revenue and expenses and cash flow, and improving productivity levels by classroom)」
As the basic company-wide strategy for future growth and securing earnings, it sets out 3 initiatives for the first time: developing new markets, reducing fixed costs and prioritizing profitability, together with specific measures for each.