Diversification away from reliance on the cruise business
First written in FY2020. 8 of 11 entries say "Advanced", first in FY2021-Q3. Latest entry: FY2026.
10 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「In July 2026, our group formulated and announced the 2030 Medium-Term Management Plan. Under the plan, the cruise business is positioned as the growth engine, the hotel and ryokan business as the foundation for generating stable cash flow, and the inbound business as a new growth driver. We will advance the transition to this three-pillar diversified growth model of cruises, hotels and inbound travel, seeking sustainable growth accompanied by diversified revenue sources and an improved earnings profile.」
It has given concrete form in its medium-term management plan to its previous policy of reducing dependence on the cruise business, defining it as a transition to a three-pillar diversified growth model of cruises, hotels and inbound travel. - FY2025RestatedAnnual report
「As travel demand continues to recover, we will accurately capture demand for cruise travel while promoting diversification of our business portfolio by growing the domestic travel business and expanding into new areas, thereby reducing our dependence on the cruise business.」
It has reaffirmed its policy of growing domestic travel and new business areas while capturing cruise demand and diversifying its business portfolio. - FY2023-Q3AdvancedAnnual report
「For system development, we focused on developing a domestic air ticket booking website and proceeded through to its launch.」
As part of the expansion of its domestic travel business to move away from reliance on the cruise business, it progressed as far as launching a domestic air-ticket reservation site. - FY2023-Q2AdvancedAnnual report
「For domestic travel websites, we had launched and operated Best One Bus Tours, Best One Accommodation, Best One Domestic Tours and Best One Domestic Dynamic Packages as separate specialist booking websites. By launching a comprehensive top page serving as the gateway to these websites, customers can now move freely among them and search for and book all types of travel products.」
To move away from reliance on the cruise business, it launched an integrated home page allowing users to browse and make reservations across multiple domestic travel websites. - FY2022AdvancedAnnual report
「As travel demand is expected to recover sharply, we will seek to capture demand for cruise travel while growing the domestic travel business, thereby diversifying the group's businesses and moving away from dependence on the cruise business.」
It has reaffirmed its policy of growing the domestic travel business by capturing the recovery in cruise demand, while diversifying its businesses and moving away from reliance on the cruise business. Multiple domestic travel websites have already been released. - FY2022-Q3RestatedAnnual report
「Against this backdrop, our group strengthened sales promotion for 3 Japan-flagged vessels, domestic ferries, domestic bus tours and domestic package tours, among others, established API links with foreign-flagged vessel operators, and developed new domestic travel websites.」
As non-cruise fields supporting its move away from reliance on the cruise business, it continues to promote domestic ferries, domestic bus tours and domestic package tours, and develop domestic travel websites. - FY2022-Q2AdvancedAnnual report
「Under these circumstances, the Group has established API connections with foreign cruise operators, developed new domestic travel websites, implemented additional functionality on existing sites such as Best One Bus Tour, and acquired the business of a hotel reservation website.」
To move away from reliance on the cruise business, it is developing new domestic travel websites, adding functions to existing sites and acquiring the hotel reservation site business, while continuing to expand its non-cruise businesses. - FY2022-Q1AdvancedAnnual report
「The company has continued developing domestic travel sites and financial and fintech media sites. On 19 October, it released Best One Accommodation Booking, an online booking site specializing in hotels and ryokan, and plans to release online booking sites for domestic original tours and dynamic packages by year-end.」
To move away from reliance on the cruise business, it released a reservation site specialising in hotels and ryokan and continues to expand into original domestic tours and dynamic packages. - FY2021AdvancedAnnual report
「In April 2021, we opened Best One Bus Tours, a bus-tour reservation site, and will successively open online end-to-end reservation sites for hotels, original domestic tours, dynamic packages (DP) and air tickets. In the same month, we also started a fintech-related business, and will seek to move away from reliance on the cruise business by advancing business diversification within the group.」
Regarding diversification of non-cruise businesses, it cites the launch of the bus-tour site and the start of the fintech-related business as achievements, and is expanding into the successive launch of multiple domestic travel websites. - FY2021-Q3AdvancedAnnual report
「We believe that achieving profitability in non-cruise businesses at an early stage will help stabilize the company. Accordingly, we plan to continue developing and releasing, as appropriate, domestic travel websites, including specialized booking websites for original domestic tours, domestic dynamic packages, standalone hotels and standalone air tickets, as well as finance- and fintech-related media. We believe that we were able to take the first step during the period under review.」
It has positioned the expansion of domestic travel websites and financial-related media, including the launch of a bus-tour site and a resolution to start a new fintech business, as the first step toward the early monetisation of non-cruise businesses. - FY2020First statedAnnual report
「We will seek to move away from reliance on the cruise business by advancing business diversification within the group.」
It has newly stated a policy of reducing dependence on the cruise business through diversification, including the multi-location expansion of ryokan operations, the domestic travel business and the electricity retail business.