Establishing a Five-Region Sales Structure
First written in FY2016. 19 of 32 entries say "Restated". Latest entry: FY2027-H1.
22 other companies' latest entry also says "Advanced".
- FY2027-H1AdvancedAnnual report
「As a result, domestic sales were ¥6,125 million, up 14.9% year on year; sales in China were ¥13,419 million, up 9.7%; sales in Southeast Asia and India were ¥1,303 million, up 29.0%; and sales in Europe, the Americas and Other were ¥2,325 million, up 17.1%. Consolidated sales were ¥23,172 million, up 12.7%.」
Sales increased year on year in all regions—Japan, China, Southeast Asia and India, and Europe and the Americas and other regions. The previous pattern of lower domestic sales and higher sales in major overseas regions changed to higher sales in all regions. - FY2026Lower domestic sales; higher sales in major overseas regionsAnnual report
「As a result, revenue in Japan was ¥11,016 million, down 5.1% year on year; revenue in China was ¥24,903 million, up 6.5%; revenue in Southeast Asia and India was ¥2,041 million, up 4.6%; and revenue in Europe, the United States and other regions was ¥4,139 million, up 6.9%. Consolidated revenue was ¥42,100 million, up 3.1%.」
Domestic sales declined, while sales in China, Southeast Asia and India, and Europe and the Americas and other regions increased, resulting in higher consolidated sales. - FY2026-H1Higher sales in China, Southeast Asia, Europe and the Americas; lower sales in JapanAnnual report
「As a result, domestic sales were ¥5,332 million, down 7.2% year on year; sales in China were ¥12,236 million, up 7.6%; sales in Southeast Asia were ¥1,010 million, up 6.3%; and sales in Europe, the Americas and Other were ¥1,985 million, up 3.2%. Consolidated sales were ¥20,564 million, up 2.9%.」
From the previous pattern of higher sales in China and Europe and the Americas and lower sales in Japan and Southeast Asia, sales in Southeast Asia also turned higher, leaving Japan as the only region with lower sales. - FY2025-H1Sales growth in China and Europe and the Americas, sales decline in Japan and Southeast AsiaAnnual report
「As a result, domestic sales were ¥5,744 million, down 11.6% year on year; sales in China were ¥11,370 million, up 15.8%; sales in Southeast Asia were ¥950 million, down 2.1%; and sales in Europe, the Americas and Other were ¥1,923 million, up 4.7%. Consolidated sales were ¥19,989 million, up 4.5%.」
Regional performance related to the five-region sales structure showed higher sales in China and Europe and the Americas and other regions, while domestic sales and sales in Southeast Asia declined. - FY2024RestatedAnnual report
「As a result, domestic sales were ¥12,438 million (down 11.8% year on year), sales in China were ¥20,443 million (down 12.8%), sales in Southeast Asia were ¥1,901 million (down 3.3%), and sales in Europe, the Americas and other regions were ¥3,561 million (up 8.7%), bringing consolidated sales to ¥38,344 million (down 10.4%).」
By sales region, sales declined in Japan, China, and Southeast Asia, while sales increased in Europe and the Americas and other regions, reconfirming through full-year results the regional trend seen through the previous quarter. - FY2024-Q3RestatedAnnual report
「As a result, domestic sales were ¥9,482 million, down 10.8% year on year; sales in China were ¥15,077 million, down 16.5%; sales in Southeast Asia were ¥1,456 million, down 1.3%; and sales in Europe, the Americas and Other were ¥2,682 million, up 5.4%. Consolidated sales were ¥28,699 million, down 12.2%.」
The company reconfirmed the regional pattern of lower sales year on year in Japan, China, and Southeast Asia, and higher sales in Europe and the Americas and other regions. - FY2024-Q2Lower sales in Japan, China, and Southeast Asia; higher sales in Europe and the AmericasAnnual report
「As a result, domestic sales were ¥6,496 million, down 6.9% year on year, sales in China were ¥9,815 million, down 18.9%, sales in Southeast Asia were ¥971 million, down 1.5%, sales in Europe and the Americas and other regions were ¥1,836 million, up 15.3%, and consolidated sales were ¥19,120 million, down 11.7%.」
Regional performance related to the five-region sales structure was mixed: domestic sales, sales in China, and sales in Southeast Asia fell below the same period of the previous year, while sales in Europe and the Americas and other regions exceeded the previous year’s level. - FY2024-Q1Lower sales in Japan and China; higher sales in Southeast Asia and Europe and the AmericasAnnual report
「As a result, domestic sales were ¥3,285 million, down 6.6% year on year, sales in China were ¥4,768 million, down 13.7%, sales in Southeast Asia were ¥474 million, up 0.6%, sales in Europe and the Americas and other regions were ¥914 million, up 27.4%, and consolidated sales were ¥9,442 million, down 7.7%.」
Regional performance related to the five-region sales structure was mixed: sales in Japan and China fell below the same period of the previous year, while sales in Southeast Asia and Europe and the Americas and other regions exceeded the previous year’s level. - FY2023-Q3RestatedAnnual report
「As a result, domestic sales were ¥10,625 million, up 1.8% year on year; sales in China were ¥18,047 million, up 15.3%; sales in Southeast Asia were ¥1,476 million, up 15.2%; and sales in Europe, the Americas and Other were ¥2,545 million, up 27.4%. Consolidated sales were ¥32,694 million, up 11.3%.」
The company reconfirmed that sales exceeded the same period of the previous year in all regions—Japan, China, Southeast Asia, and Europe and the Americas and other regions. No milestones such as the establishment of a new sales office were presented. - FY2023-Q2RestatedAnnual report
「As a result, domestic sales were ¥6,977 million (up 1.2% year on year), sales in China were ¥12,109 million (up 16.0%), sales in Southeast Asia were ¥986 million (up 17.2%), and sales in Europe, the Americas and other regions were ¥1,592 million (up 18.7%), bringing consolidated sales to ¥21,665 million (up 11.0%).」
The company reconfirmed, using regional sales and revenue growth rates, that sales exceeded the same period of the previous year in all regions: Japan, China, Southeast Asia, and Europe and the Americas and other regions. - FY2023-Q1RestatedAnnual report
「As a result, domestic sales were ¥3,516 million, up 1.2% year on year; sales in China were ¥5,528 million, up 13.9%; sales in Southeast Asia were ¥471 million, up 19.6%; and sales in Europe, the Americas and Other were ¥717 million, up 28.9%. Consolidated sales were ¥10,234 million, up 10.3%.」
The company reported, by region and revenue growth rate, that sales exceeded the same period of the previous year in all regions covered by the five-region sales structure: Japan, China, Southeast Asia, and Europe and the Americas and other regions. - FY2022AdvancedAnnual report
「The company aims to further develop the “strengthening of the five-region sales structure” pursued under the previous Medium-Term Management Plan, “VC2020Plus,” by expanding its sales network outside Japan and China.」
The company specified a policy of further developing the five-region sales structure beyond its previous strengthening efforts, moving toward expansion of the sales network outside Japan and China. - FY2022-Q3RestatedAnnual report
「As a result, domestic sales were ¥10,440 million, up 16.6% year on year, sales in China were ¥15,653 million, up 26.4%, sales in Southeast Asia were ¥1,281 million, up 28.5%, sales in Europe and the Americas and other regions were ¥1,998 million, up 50.8%, and consolidated sales were ¥29,372 million, up 24.2%.」
The company reconfirmed, using regional sales and revenue growth rates, that sales exceeded the same period of the previous year in all regions—Japan, China, Southeast Asia, and Europe and the Americas and other regions. No milestones such as a new sales office were presented. - FY2022-Q2RestatedAnnual report
「Turning to business performance, sales exceeded the results for the same period of the previous year in all regions, reflecting a recovery trend following the spread of COVID-19. As a result, domestic sales were ¥6,897 million, up 17.9% year on year, sales in China were ¥10,441 million, up 30.1%, sales in Southeast Asia were ¥841 million, up 26.5%, sales in Europe and the Americas and other regions were ¥1,342 million, up 54.1%, and consolidated sales were ¥19,523 million, up 26.7%.」
Sales exceeded the same period of the previous year in all regions—Japan, China, Southeast Asia, and Europe and the Americas and other regions—which was reported by region along with the revenue growth rates. There was no substantive change from the previous quarter’s increase in sales across all regions. - FY2022-Q1AdvancedAnnual report
「As a result, domestic sales were ¥3,475 million, up 13.5% year on year; sales in China were ¥4,851 million, up 45.9%; sales in Southeast Asia were ¥394 million, up 14.6%; and sales in other regions in Europe and the United States were ¥556 million, up 27.5%. Consolidated sales were ¥9,278 million, up 29.4%.」
Sales exceeded the same period of the previous year in all regions associated with the five-region sales structure, and the company reported specific revenue growth rates for each region. - FY2021-Q3RestatedAnnual report
「Against this backdrop, the Group is addressing four key management priorities under the mid-term management plan “Value Creation 2020Plus,” which began in April 2020: “Establishing a five-region sales structure,” “Strengthening sales capabilities with a focus on customer needs,” “Optimizing the global production system and strengthening R&D,” and “Work-style reform and human resource development,” and has achieved results including the launch of new products aligned with customer needs.」
The company continued to identify “establishing a five-region sales structure” as a key management priority of the new plan. - FY2021-Q1RestatedAnnual report
「Against this backdrop, the Group is addressing four key management priorities under the mid-term management plan “Value Creation 2020Plus,” which began in April 2020: “Establishing a five-region sales structure,” “Strengthening sales capabilities with a focus on customer needs,” “Optimizing the global production system and strengthening R&D,” and “Work-style reform and human resource development.” The Group is promoting a shift toward high-value-added businesses and cost reductions in an effort to put the Group back on a growth trajectory.」
The new plan also continued to identify “establishing a five-region sales structure” as one of the 4 key management priorities. - FY2020-Q3RestatedAnnual report
「Against this backdrop, under the Medium-Term Management Plan “Value Creation 2020,” launched in April 2016, the Group has brought together its founding “Punch Spirit” and has been pursuing 4 key management priorities: “Establishing a five-region sales structure,” “Improving customer service,” “Promoting high-profitability businesses and strengthening R&D,” and “Work-style reform.” Various initiatives, including the commencement of operations at the US sales office, the start of semi-finished and finished product production at the Vietnam plant, and the Dalian plant expansion, are progressing steadily, but the challenging business environment has made achievement of the initial targets difficult.」
The company continued to identify the establishment of a five-region sales structure as a key priority and reiterated existing initiatives, including the commencement of operations at the US sales office. No milestones such as a new sales office were presented. - FY2020-Q2RestatedAnnual report
「Against this backdrop, the Group has been addressing four key management priorities to achieve the objectives of the mid-term management plan “Value Creation 2020,” which began in April 2016, by bringing together the founder’s spirit, “Punch Spirit”: “Establishing a five-region sales structure,” “Enhancing customer service,” “Promoting high-margin businesses and strengthening R&D,” and “Work-style reform.” Various initiatives, including the start of operations at the U.S. sales base, the start of semi-finished and finished product production at the Vietnam factory, and the expansion of the Dalian factory, are making steady progress.」
The company continued to identify the establishment of a five-region sales structure as a key priority and reiterated existing initiatives, including the commencement of operations at the US sales office. - FY2020-Q1RestatedAnnual report
「Against this backdrop, the Group has been addressing four key management priorities to achieve the objectives of the mid-term management plan “Value Creation 2020,” which began in April 2016, by bringing together the founder’s spirit, “Punch Spirit”: “Establishing a five-region sales structure,” “Enhancing customer service,” “Promoting high-margin businesses and strengthening R&D,” and “Work-style reform.” Various initiatives, including the start of semi-finished and finished product production at the Vietnam factory, the start of operations at the U.S. sales base, and the expansion of the Dalian factory, are making steady progress.」
The company continued to identify the establishment of a five-region sales structure as a key priority. Sales by region were below the same period of the previous year in Japan, China, Southeast Asia, and Europe and the Americas and other regions. - FY2019AdvancedAnnual report
「Regarding the establishment of a sales system in Europe and the United States, future priorities include further strengthening the sales capabilities of the sales company established in the United States in 2017 and building a stronger relationship than ever with distributors in Europe to expand sales channels. To this end, the company established a new department in April 2019 to plan and promote stronger initiatives in the European and US markets.」
Toward establishing a five-region sales structure, the company strengthened the sales capabilities of its US sales company, strengthened relationships with European sales agents, and established a new department responsible for the European and US markets in April 2019. - FY2019-Q3RestatedAnnual report
「Against this backdrop, the Group is working toward achieving the objectives of the medium-term management plan "Value Creation 2020," which began in April 2016, by bringing together its founding spirit, the "Punch Spirit." The Group is addressing four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform. Various initiatives, including the start of semi-finished product production at the Vietnam plant, the launch of operations at the U.S. sales base and the expansion of the Dalian plant, are making steady progress.」
The company continued to identify the establishment of a five-region sales structure as a key priority and reiterated previously reported initiatives, including the commencement of operations at the US sales office. No milestones such as the establishment of a new sales office were presented. - FY2019-Q2RestatedAnnual report
「Against this backdrop, the Group is working toward achieving the objectives of the medium-term management plan "Value Creation 2020," which began in April 2016, by bringing together its founding spirit, the "Punch Spirit." The Group is addressing four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform. Various initiatives, including the start of semi-finished product production at the Vietnam plant, the launch of operations at the U.S. sales base and the expansion of the Dalian plant, are making steady progress.」
The company continued to identify the establishment of a five-region sales structure as a key priority. Sales in China and other regions, mainly Europe, exceeded the same period of the previous year, while sales in Japan were at approximately the same level as the previous year. - FY2019-Q1RestatedAnnual report
「Against this backdrop, the Group is working toward achieving the objectives of the medium-term management plan "Value Creation 2020," which began in April 2016, by bringing together its founding spirit, the "Punch Spirit." The Group is addressing four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform. Various initiatives, including the start of semi-finished product production at the Vietnam plant, the launch of operations at the U.S. sales base and the expansion of the Dalian plant, are making steady progress.」
The company continued to identify the establishment of a five-region sales structure as a key priority and reported the commencement of operations at the US sales office and steady overseas sales performance, including Europe. - FY2018-Q3RestatedAnnual report
「Against this backdrop, the Group is working toward achieving the objectives of the medium-term management plan "Value Creation 2020," which began in April 2016, by bringing together its founding spirit, the "Punch Spirit." The Group is addressing four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform. Various initiatives, including the full-scale operation of the Vietnam plant, the launch of operations at the U.S. sales base and the expansion of the Dalian plant, are making steady progress.」
The company continued to identify the establishment of a five-region sales structure as a key priority and reiterated previously reported progress, including the commencement of operations at the US sales office. - FY2018-Q2RestatedAnnual report
「Against this backdrop, the Group is working toward achieving the objectives of the medium-term management plan "Value Creation 2020," which began in April 2016, by bringing together its founding spirit, the "Punch Spirit," which is part of the Group's DNA. The Group is addressing four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform. Various initiatives, including the full-scale operation of the Vietnam plant, the establishment and launch of the U.S. sales base, and the expansion of the Dalian plant, are making steady progress.」
The company continued to identify the establishment of a five-region sales structure as a key priority and reiterated progress on initiatives including the establishment and commencement of operations of the US sales office. - FY2018-Q1RestatedAnnual report
「Against this backdrop, the Group is working toward achieving the objectives of the medium-term management plan "Value Creation 2020," which began in April 2016, by bringing together its founding spirit, the "Punch Spirit," which is part of the Group's DNA. The Group is addressing four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform. Various initiatives, including the full-scale operation of the Vietnam plant, the establishment and launch of the U.S. sales base, and the expansion of the Dalian plant, are making steady progress.」
The company continued to identify the establishment of a five-region sales structure as a key priority of the Medium-Term Management Plan and reiterated progress on initiatives including the establishment and commencement of operations of the US sales office. - FY2017AdvancedAnnual report
「In Japan and China, we aim to expand sales of high-value-added products in new fields. In Other, we aim to expand the business through the US sales base, which began operations in April 2017, business expansion in Southeast Asia and India, and the expansion of sales channels in Europe.」
Regarding the five-region sales structure, the company presented region-specific measures to expand sales and businesses, based on the US sales office having commenced operations in April 2017. - FY2017-Q3AdvancedAnnual report
「Against this backdrop, under the medium-term management plan "Value Creation 2020," which began in April 2016, the Group identified four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform. The plan has progressed as scheduled, including the start of full-scale operations at the Vietnam plant in October 2016 and the establishment of a U.S. sales base in December of the same year.」
The company stated that the establishment of the US sales office in December 2016 represented specific progress toward a five-region sales structure. - FY2017-Q2AdvancedAnnual report
「As a first step toward “establishing a five-region sales structure,” one of the key management priorities under “VC2020,” the company decided to establish a sales office in the United States with the aim of expanding the Group’s global sales structure.」
The company described the decision to establish a US sales office as specific progress toward a five-region sales structure. - FY2017-Q1RestatedAnnual report
「Against this backdrop, in the first year of the medium-term management plan "Value Creation 2020," which began in April 2016, the Group is bringing together its founding spirit, the "Punch Spirit," which is part of the Group's DNA, and addressing four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform.」
The company continued to state the establishment of a five-region sales structure as a key management priority in the first year of the plan. - FY2016First statedAnnual report
「(1) Establishing a five-region sales structure Promoting globalization by remaining competitive in the mature market centered on “Japan,” securing a position in growth markets such as “China” and “Southeast Asia and India,” and expanding sales channels in “Europe” and “the Americas.”」
The company has established a sales structure covering Japan, China, Southeast Asia and India, Europe, and the Americas as a key target.