Establishing an Optimal Cost Structure Aligned with Medium-Term Sales Growth
First written in FY2017. 15 of 27 entries say "Restated". Latest entry: 2026-10-30.
27 other companies' latest entry also says "Restated".
- FY2026RestatedAnnual report
「During the consolidated fiscal year, sales in this business exceeded the same period of the previous year for the first time in 5 periods, partly because we worked to revamp our product portfolio. Segment profit also turned positive for the first time in 4 periods, as the business structural reforms implemented in the previous fiscal year proved effective.」
The full-year results confirmed the profit-focused initiative involving structural reform of the branded products business, a revamped product portfolio and fixed-cost reductions, with sales growth for the first time in 5 periods and a return to profitability for the first time in 4 periods. - FY2026-H1AdvancedAnnual report
「In the branded products business, we pursued technological innovation and worked to improve customer service in order to deliver customers the ultimate experience for unleashing their creativity. During the interim consolidated accounting period, sales in this business were below the same period of the previous year due to changes in demand following the discontinuation of sales of certain models and other factors. However, segment profit turned positive for the first time in 4 periods, as the business structural reforms implemented in the previous fiscal year proved effective.」
Structural reforms in the branded products business, including the benefits of fixed-cost reductions, brought segment profit into the black for the first time in 4 periods. - FY2025AdvancedAnnual report
「We will work to improve earnings by reducing fixed costs through structural reform of the branded products business, strengthening our product portfolio and improving channel management.」
Profit-focused operations and cost-structure improvements were organised into specific challenges: structural reform of the branded products business, fixed-cost reductions, portfolio strengthening and channel improvements. - FY2025-H1RestatedAnnual report
「During the interim consolidated accounting period, in growth fields such as XR (cross reality), AI (artificial intelligence), security and education, we advanced strategies with our business partners to further evolve our business models, while working to improve productivity and our cost structure and addressing management challenges by improving the quality of management decisions.」
We are continuing our profit-focused initiative, combining collaboration in growth fields with improvements in productivity and our cost structure. - FY2024-Q2RestatedAnnual report
「During the first six months of the fiscal year, in growth fields such as XR (cross reality), AI (artificial intelligence), security and education, we advanced strategies with our business partners to further evolve our business models, while working to improve productivity and our cost structure and addressing management challenges by improving the quality of management decisions.」
We are continuing management focused on profits by combining the evolution of business models in growth fields through collaboration with improvements in productivity and our cost structure. - FY2024-Q1RestatedAnnual report
「During the first quarter of the fiscal year, in growth fields such as XR (cross reality), AI (artificial intelligence), security and education, we advanced strategies with our business partners to further evolve our business models, while working to improve productivity and our cost structure and addressing management challenges by improving the quality of management decisions.」
We are continuing to improve productivity and our cost structure as part of profit-focused operations, together with collaboration in growth fields. - FY2022Cited as achievedAnnual report
「Cross-functional initiatives intensified across business-unit boundaries in research and development, technology rollout, product planning, procurement, quality control and inventory management. As a result, a focus on addressing issues while prioritizing profit took root throughout the organization, creating a foundation to support proactive, sustained investment in technology for the future through improved profitability across the company.」
Efficiency- and profit-focused management across business divisions was cited as a past achievement that led to company-wide improvements in profitability and the establishment of a foundation for technology investment. - FY2022-Q3RestatedAnnual report
「During the first nine months of the fiscal year, in growth fields such as VR (virtual reality)/MR (mixed reality), AI (artificial intelligence), security and education, we advanced strategies with our business partners to further evolve our business models, while working company-wide to improve productivity and our cost structure and addressing management challenges by improving the quality of management decisions.」
We are reaffirming our profit-focused initiative, combining the evolution of business models in growth fields through collaboration with improvements in productivity and our cost structure. - FY2022-Q1RestatedAnnual report
「During the first quarter of the fiscal year, in growth fields such as IoT, VR (virtual reality)/MR (mixed reality), AI (artificial intelligence), security and education, we advanced strategies with our business partners to further evolve our business models, while working company-wide to improve productivity and our cost structure and addressing management challenges by improving the quality of management decisions.」
We are reaffirming our profit-focused initiative, combining the evolution of business models in growth fields with collaboration and improvements in productivity and our cost structure. - FY2021-Q3RestatedAnnual report
「As a company-wide initiative addressing the management challenges identified in the medium-term management plan, we pursued management focused on profits, worked to reform our organisation and operations, including materials procurement and production management, and improve our cost structure, while promoting collaboration across business boundaries in development engineering and operations.」
We are continuing organisational and operational reforms, cost-structure improvements and cross-business collaboration in development, materials procurement and production management, with a focus on profits. - FY2020-Q3RestatedAnnual report
「As a company-wide initiative addressing the management challenges identified in the medium-term management plan, we pursued management focused on profits and worked to reform our organisation and operations and improve our cost structure. During the first nine months of the fiscal year, we promoted collaboration across business boundaries in development engineering and operations, including materials procurement and production management.」
We are continuing organisational and operational reforms and cost-structure improvements aimed at prioritising profits, while promoting cross-business collaboration in development, materials procurement and production management. - FY2020-Q2RestatedAnnual report
「As a company-wide initiative addressing the management challenges identified in the medium-term management plan, we pursued management focused on profits and worked to reform our organisation and operations and improve our cost structure. During the first six months of the fiscal year, we promoted cross-business collaboration in development engineering and operations, including materials procurement and production management.」
We are continuing organisational and operational reforms and cost-structure improvements aimed at prioritising profits, while promoting cross-business collaboration in development, materials procurement and production management. - FY2020-Q1RestatedAnnual report
「As a company-wide initiative addressing the management challenges identified in the medium-term management plan, we pursued management focused on profits and worked to reform our organisation and operations and improve our cost structure. During the first quarter of the fiscal year, we promoted cross-business collaboration in development engineering and operations, including materials procurement and production management.」
We are continuing organisational and operational reforms and cost-structure improvements aimed at prioritising profits, while promoting cross-business collaboration in development, materials procurement and production management. - FY2019AdvancedAnnual report
「During the consolidated fiscal year, we actively invested in research and development to advance Technology Leadership, one of the company-wide strategies in the medium-term management plan. At the same time, we assessed the necessity of expenses such as advertising and promotion costs and continued optimizing SG&A expenses, including by reducing costs related to the global core business systems. As a result, the SG&A expense ratio fell to 29.4%, down 4.9 percentage points from the year-earlier period.」
While continuing to invest in R&D, we reviewed advertising and promotion expenses, core systems-related costs and other expenses, improving the ratio of SG&A expenses to net sales to 29.4%, a 4.9-point decrease from the same period of the previous year. - FY2019-Q3AdvancedAnnual report
「In the nine-month period ended this third quarter, the company continued to optimise selling, general and administrative expenses by assessing the timing of research and development spending and the necessity of expenses such as advertising and promotion, and reducing expenses related to the global core business system. As a result, selling, general and administrative expenses as a percentage of revenue fell to 26.7%, down 6.4 percentage points from the same period of the previous year.」
The company made progress in determining the timing and necessity of expenses and reducing system-related expenses, resulting in an SG&A expense ratio of 26.7%, down 6.4 percentage points year on year. - FY2019-Q2AdvancedAnnual report
「In the nine-month period ended this second quarter, the company continued to optimise selling, general and administrative expenses by assessing the timing and necessity of spending ahead of the peak sales season and reducing expenses related to the global core business system. As a result, selling, general and administrative expenses as a percentage of revenue fell to 28.1%, down 6.8 percentage points from the same period of the previous year.」
The company made progress in determining the timing and necessity of expenses and reducing system-related expenses, resulting in an SG&A expense ratio of 28.1%, down 6.8 percentage points year on year. - FY2019-Q1AdvancedAnnual report
「As company-wide initiatives addressing the management issues in the medium-term management plan, we worked to achieve profit-focused management through organizational and operational reforms and improvements in the cost structure. During the three-month period ended 30 June of the current fiscal year, continued efforts to optimize selling, general and administrative expenses reduced the SG&A expense ratio to 36.4%, down 6.4 percentage points from the year-earlier period.」
The cost structure improvement initiative showed concrete progress, with the SG&A expense ratio at 36.4%, down 6.4 percentage points year on year. - FY2018RestatedAnnual report
「Starting with dialogue with customers, we will make whether an initiative is necessary to deliver the best possible experience the criterion for decision-making, and pursue bold selection and concentration of management resources. At the same time as actively increasing the number of engineers and investing in research and development, we will optimize expenses to improve the overall cost structure and aim for profit-focused management that generates stable profits through a combination with appropriate revenue growth.」
The company continues to pursue profit-focused management through the selection and concentration of management resources, expense optimization and a combination with revenue growth. - FY2018-Q3RestatedAnnual report
「We also addressed management issues such as strengthening product development capabilities, improving productivity and improving the cost structure in order to make medium-term growth in corporate value more certain.」
Strengthening product development capabilities and improving productivity and the cost structure remain management priorities for medium-term growth in corporate value. - FY2018-Q2RestatedAnnual report
「We also addressed management issues such as improving productivity and the cost structure in order to make medium-term growth in corporate value more certain.」
The company continues to work to improve productivity and the cost structure to support medium-term growth in corporate value. - FY2018-Q1AdvancedAnnual report
「Regarding initiatives addressing management issues, we advanced the development of plans to improve the cost structure.」
The cost structure improvement initiative progressed from presenting a policy to the planning stage. - FY2017First statedAnnual report
「We plan to recast our growth strategy as a medium-term management plan, establishing an optimal cost structure aligned with medium-term revenue growth and enabling a shift to profit-focused management.」
The company newly stated its policy of restructuring the cost structure in line with revenue growth through optimal allocation of personnel, improved operating efficiency and a review of the scale of the global core business systems rollout.