Building a Business Structure Resilient to External Conditions and Managing for Profit
First written in FY2018. 11 of 34 entries say "Advanced", first in FY2021. Latest entry: 2026-10-14.
Twinbird moved to the "Worse" side of this theme in 2019, 4 years before the typical company in this theme (2023).
The whole theme swung hardest in 2019: 12 of 76 companies on the "Worse" side.
43 other companies' latest entry also says "Advanced".
- 2026-10-14AdvancedEarnings
「同計画において、「売上偏重ではなく、高収益事業への転換による利益の最大化」を基本方針に掲げ各種施策を推進しております。」
新中期経営計画の基本方針に沿い、B2B事業の伸長、費用削減、家庭用冷蔵庫・洗濯機事業の縮小後の事業ポートフォリオ転換を中間期の実績として示している。 - FY2027-H1ReframedAnnual report
「The Company has positioned fiscal 2026 as the next phase in further advancing the transition to a business structure focused on profitability, based on the reforms undertaken to date. After its previous initiatives produced a return to profitability in the first quarter and gave the Company firm confidence in the direction of its reforms, it announced the new medium-term management plan 2026–2030 on 31 August 2026. Under the plan, it has adopted “maximizing profit by transitioning to highly profitable businesses rather than focusing excessively on sales” as its basic policy and is pursuing various measures.」
Building on its existing policy of structural reform and a return to profitability, the Company announced the new medium-term management plan 2026–2030 and reorganized its basic policy around “maximizing profit by transitioning to highly profitable businesses rather than focusing excessively on sales.” It also cites the return to profitability in the first quarter as a result. - 2026-09-17Advancedwww.nikkei.com
「ツインバード, a mid-sized home appliance maker, is moving toward a business structure that prioritizes profitability.」
A specific operating policy was reported for shifting to a business structure focused on profitability, including scaling back unprofitable businesses using an operating profit margin of 10% or higher as a guideline. - FY2026ReframedAnnual report
「The Company recorded a net loss for the second consecutive fiscal period in the current fiscal year. Taking this result seriously, it has positioned the fiscal year ending February 2027 as an important year for transitioning to a business structure focused on profitability, and will implement fundamental structural reforms and pursue the following measures to achieve a return to profitability.」
The Company has reorganized its management strategy from the previous focus on the medium-term management plan and growth investment to profitability in the fiscal year ending February 2027, fundamental structural reform, and a return to profitability following two consecutive periods of net losses. - FY2026-H1ReframedAnnual report
「In this management environment, the Company has entered the third year of its current medium-term management plan for 2023–2025. It is taking its challenging performance seriously and, as described in its disclosure “Future Business Development” dated 6 June 2025, is pursuing the three pillars of its management strategy: rebuilding its earnings structure, optimizing fixed and variable costs, and promoting growth businesses. Although it has been pursuing a “course correction” in its management strategy since last autumn, specific earnings improvement measures, including price revisions and the aggressive launch of new products, have gradually begun to deliver results from the second quarter onward.」
In response to challenging performance, the Company has reorganized its management strategy from the basic strategies of the previous medium-term management plan into three pillars under a “course correction”: its earnings structure, fixed and variable costs, and growth businesses. It also states that the effects of price revisions and new product launches began to produce results from the second quarter onward. - FY2025WorsenedAnnual report
「However, because the impact of cost inflation caused by the continued historical depreciation of the yen and delays in the recovery of personal consumption caused by rising prices and other factors has significantly exceeded the assumptions made when the medium-term management plan was formulated, the Company expects performance in the fiscal year ending February 2026, the final year of the plan, to fall substantially short of its numerical targets.」
For the final year of the medium-term management plan for 2023–2025, the Company explicitly states that the historical depreciation of the yen and delays in the recovery of personal consumption have exceeded assumptions, and that performance is expected to fall substantially short of the numerical targets. It states that it will analyze the factors and formulate the next medium-term management plan for 2026–2028. - FY2025-H1RestatedAnnual report
「During the interim accounting period, there were no material changes to our management policies, management strategies or other related matters.」
It explicitly states that there have been no material changes to the management policies, management strategies or other matters. - FY2024ReframedAnnual report
「For fiscal 2025, the final year of the new medium-term management plan for 2023–2025, the Company has set the following numerical targets: “Net sales (¥ millions) 15,000,” “Operating profit (¥ millions) 800,” “Operating margin 5.3%,” “ROE (return on equity) of at least 5.0%,” “DOE (dividend on equity) of at least 1.8%,” and “PBR (price-to-book ratio) of at least 1.0x.”」
The Company has transitioned from the previous medium-term management plan to management objectives centered on the new medium-term management plan for 2023–2025 and its 2030 long-term vision, and has specified numerical targets for fiscal 2025 covering net sales, profit, and capital efficiency. - FY2024-Q3RestatedAnnual report
「During the cumulative third quarter, there were no material changes to our management policies, management strategies or other related matters.」
The Company explicitly states that there have been no material changes to its management policies, management strategies, or other related matters, confirming the continuation of its existing strategy. - FY2024-Q2RestatedAnnual report
「During the cumulative second quarter, there were no material changes to our management policies, management strategies or other related matters.」
The Company explicitly states that there have been no material changes to its management policies, management strategies, or other related matters, confirming the continuation of its existing medium-term strategy. - FY2023Failure to achieve the single-year target in the final year and transition to the next planAnnual report
「Under the plan, the Company achieved its cumulative profit targets but was unable to achieve the single-year target for fiscal 2022, the final year. It will continue to transform its business structure and strengthen its financial position, while pursuing strategic investments for future business growth and strengthening business sustainability. The Company plans to announce its new medium-term management plan for the next three years, 2023–2025, around the first half of 2023.」
For the fiscal 2020–2022 medium-term management plan, the Company explicitly states that it achieved its cumulative profit target but failed to achieve the single-year target in the final year. It plans to continue strengthening its business structure and financial position and to pursue strategic investments, with the new medium-term management plan for 2023–2025 scheduled to be announced around the first half of 2023. - FY2023-Q3RestatedAnnual report
「Under the medium-term management plan announced by the Group in April 2020, the Company adopted “enhancing TWINBIRD brand value,” “improving management quality,” and “advancing growth businesses” as its basic strategies. It worked to transform its business structure and strengthen its financial position while advancing initiatives for its growth business, the FPSC business.」
The Company continues to pursue the three basic strategies of the medium-term management plan, transformation of its business structure, strengthening of its financial position, and advancement of the FPSC business. - FY2023-Q2RestatedAnnual report
「Under the medium-term management plan announced by the Group in April 2020, the Company adopted “enhancing TWINBIRD brand value,” “improving management quality,” and “advancing growth businesses” as its basic strategies. It worked to transform its business structure and strengthen its financial position while advancing initiatives for its growth business, the FPSC business. In the previous fiscal year, the second year of the plan, sales of the Company’s FPSC (Free Piston Stirling Cooler) products related to demand for COVID-19 vaccinations made a significant contribution to performance. As a result, the Company achieved the cumulative performance targets for the three-year medium-term management plan one year ahead of schedule, while strengthening its financial position as planned.」
The Company continues to describe the three basic strategies of the medium-term management plan, the strengthening of its financial position, the advancement of the FPSC business, and the early achievement of the cumulative performance targets. - FY2023-Q1RestatedAnnual report
「In the previous fiscal year, the second year of the medium-term management plan, sales of the Company’s FPSC (Free Piston Stirling Cooler) products related to demand for COVID-19 vaccinations made a significant contribution to performance. As a result, the Company achieved the cumulative performance targets for the three-year medium-term management plan one year ahead of schedule, while strengthening its financial position as planned.」
The Company reconfirms its track record of achieving the cumulative performance targets under the medium-term management plan one year ahead of schedule and strengthening its financial position as planned. - FY2022AchievedAnnual report
「In fiscal 2021, the second year of the medium-term management plan, the Company achieved all numerical targets and also achieved the cumulative performance targets for the three-year plan one year ahead of schedule.」
For the fiscal 2020–2022 medium-term management plan, the Company states that it achieved all targets for fiscal 2021, including net sales, operating profit, ordinary profit, net income, ROE, and the equity ratio, and achieved the cumulative performance targets for the three-year period one year ahead of schedule. - FY2022-Q3AdvancedAnnual report
「In the consolidated third quarter of the current fiscal year, we began implementing as planned strategic investments, including approximately ¥1 billion in cash-based investments for the current fiscal year, in rebranding, DX, and human resources to monetize the home appliance business and develop new FPSC business opportunities.」
The Company began making strategic investments of approximately ¥1 billion during the fiscal year in rebranding, DX, human resources, and other areas to transform its business structure and develop growth businesses under the medium-term management plan. - FY2022-Q1RestatedAnnual report
「Under the medium-term management plan announced by the Group in April last year, the Company adopted “enhancing TWINBIRD brand value,” “improving management quality,” and “advancing growth businesses” as its basic strategies. It has worked to transform its business structure and strengthen its financial position while advancing initiatives to develop its growth businesses.」
The Company continues to pursue the three basic strategies of the medium-term management plan, together with transforming its business structure, strengthening its financial position, and advancing its growth businesses. - FY2021AdvancedAnnual report
「In fiscal 2020, the first year of the medium-term management plan, the Company achieved all numerical targets.」
The Company states that it achieved all numerical targets for fiscal 2020, including net sales, operating profit, ordinary profit, net income attributable to owners of the parent, ROE, and the equity ratio. - FY2020ReframedAnnual report
「Under the plan, the Company will focus on improving profitability and asset efficiency, increasing its ability to generate cash flow, and strengthening its financial position.」
The Company has reorganized its company-wide objectives from the previous focus on building a corporate structure resilient to external conditions and pursuing profit-focused management to improving profitability, asset efficiency, cash flow, and financial strength under the medium-term management plan for fiscal 2020 through fiscal 2022. - FY2019ReframedAnnual report
「The Company will vigorously implement (1) branding and direct marketing, (2) expansion of overseas operations, and (3) the FPSC (Free Piston Stirling Cooler) business as the three arrows of its growth strategy, thereby expanding its business operations.」
The previous broad objective of building a corporate structure resilient to external conditions and pursuing profit-focused management has been reorganized into a framework aimed at expanding the business by making branding, overseas operations, and FPSC the three arrows of the growth strategy. - FY2018First statedAnnual report
「The Group will implement the following basic strategies and aims to build a corporate structure resilient to external conditions and pursue profit-focused management.」
For the first time, branding, work-style reform and productivity improvement, overseas operations, FPSC, and corporate culture reform are explicitly presented together as medium- to long-term management objectives.