Prioritizing Growth and Productivity Improvements at Existing Stores over New Store Openings
First written in FY2018. 14 of 19 entries say "Advanced", first in FY2019-Q3. Latest entry: 2026-08-12.
The whole theme swung hardest in 2021: 2 of 10 companies on the "Worse" side.
7 other companies' latest entry also says "Advanced".
- FY2026-H1AdvancedAnnual report
「To optimise the scale of its locations, the company decided to relocate and reduce the size of 4 of its 16 directly operated locations and consolidate 2 locations by the end of January 2026. Although this has resulted in accelerated depreciation, rent and land costs are expected to decrease by ¥37 million in the next fiscal year.」
The company decided to relocate and reduce the size of 4 of its 16 directly operated locations and consolidate 2 locations by the end of January 2026. Accelerated depreciation will be incurred, while rent and land costs are expected to decrease by ¥37 million in the next fiscal year. - FY2025-H1ReframedAnnual report
「During the interim period, the company promoted the expansion of its coverage area, strengthened sales capabilities, and developed new advertising media in preparation for the renewed growth of “Partner Agent.” In particular, it began franchising “Partner Agent” to expand its coverage area and had opened 6 locations as of October: Machida, Fujisawa, Mito, Hamamatsu, Tachikawa, and Okayama.」
Against its previous policy of restraining new openings and prioritising efficiency at existing locations, the focus is shifting back toward expanding the coverage area through franchising. - FY2024AdvancedAnnual report
「Selling, general and administrative expenses reflected the benefits of more efficient advertising and the consolidation and closure of locations and other facilities.」
The company stated that its policy of prioritising advertising efficiency and the consolidation and closure of locations over new openings had produced cost savings. - FY2024-Q3AdvancedAnnual report
「Selling, general and administrative expenses reflected the benefits of more efficient advertising and the consolidation and closure of locations and other facilities.」
The company stated that benefits had emerged from its policy of prioritising efficiency measures, including the consolidation and closure of locations, rather than opening new stores. - FY2022-Q2AchievedAnnual report
「In the matchmaking business, all processes relating to the consolidation, closure, and downsizing decided on in the previous fiscal year, involving 7 marriage counseling locations and 6 matchmaking party locations, were completed, and profitability improved significantly.」
As part of its initiative to concentrate existing locations rather than open new ones, the company completed all processes for the consolidation, closure, and downsizing of 7 marriage counseling locations and 6 matchmaking party locations. - FY2022-Q1AdvancedAnnual report
「Consolidation and closure and downsizing of 7 locations implemented; move-out and relocation completed in August 2021.」
The company implemented specific measures to improve the growth and productivity of existing locations through the consolidation, closure, and downsizing of 7 locations. - FY2021AdvancedAnnual report
「The company decided to consolidate, close, and reduce the scale of 9 marriage counseling locations and 8 matchmaking party locations, and completed the consolidation and closure of 4 locations during the current fiscal year.」
The policy of prioritising the concentration of existing locations over new openings was put into practice through the consolidation, closure, and downsizing of 9 marriage counseling locations and 8 matchmaking party locations, with 4 locations completed during the period. - FY2021-Q3AdvancedAnnual report
「• Decision to consolidate and close 7 locations: 3 locations were consolidated with matchmaking locations, 2 locations were consolidated into 1 location, and 2 locations were closed.」
Instead of opening new stores, the company decided to consolidate and close 7 locations in the casual wedding business, proceeding with consolidation with matchmaking locations, concentration of locations, and closures. - FY2021-Q2AdvancedAnnual report
「• Consolidation and closure of locations: 2 locations were consolidated with matchmaking locations, and 2 locations were consolidated into 1 location.」
The company is implementing specific consolidation and closure measures for its locations, including the consolidation of 4 locations, to improve the growth and productivity of existing stores. - FY2020AdvancedAnnual report
「In the matchmaking business, the company consolidated and closed 5 stores during the current fiscal year with a view to the future and recognised the related depreciation expenses earlier than scheduled.」
The company prioritised concentrating its existing stores over opening new ones and consolidated and closed 5 stores during the current fiscal year. - FY2020-Q2AdvancedAnnual report
「In addition, the company consolidated and closed 5 stores in the matchmaking business with a view to the future.」
Instead of opening new stores, the company consolidated and closed 5 stores, making specific progress in concentrating its existing stores and improving productivity. - FY2020-Q1AdvancedAnnual report
「The group recognised depreciation expenses for certain stores earlier than scheduled as it proceeded with the planned consolidation and closure of stores with a view to the future.」
Instead of opening new stores, the company implemented specific operating measures to consolidate and close existing stores. - FY2019RestatedAnnual report
「Regarding its store-opening strategy, the company will prioritize and focus on growth at existing stores rather than regional expansion through new openings.」
The company has reaffirmed its policy of restraining new openings and prioritising growth and productivity improvements at existing stores. - FY2019-Q3AdvancedAnnual report
「The company renovated and expanded its 3 directly operated stores in popular areas, Shinjuku, Shinsaibashi, and Yokohama, while optimising the number of events held at its other stores.」
Instead of opening new stores, the company pursued growth and productivity improvements at existing stores by renovating and expanding 3 stores and optimising the number of events held at other stores. - FY2019-Q1RestatedAnnual report
「Regarding its store-opening strategy, the company will not plan any new openings this time and will focus on growing its existing stores.」
The company has reaffirmed its policy of prioritising growth at existing stores and not planning new openings. - FY2018First statedAnnual report
「Regarding its store-opening strategy, the company will prioritize and focus on growth at existing stores rather than regional expansion through new openings.」
In addition to expanding its coverage area through new openings, the company has, for the first time, explicitly stated an operating policy for the Partner Agent business that prioritises growth at existing stores.