Maximizing Business Profitability Through Selective Focus and Concentration
First written in FY2016. 7 of 11 entries say "Restated". Latest entry: FY2021.
Sanoyas Holdings moved to the "Worse" side of this theme in 2020, 4 years before the typical company in this theme (2024).
24 other companies' latest entry also says "Reframed".
- FY2021ReframedAnnual report
「Although the Company has traditionally advocated a “two core businesses” structure, it has now substantially revised that structure in light of changes in the operating environment, adopting a business portfolio centred on the former M&T business with the shipbuilding business removed.」
The Company has substantially revised its business portfolio, removing the shipbuilding business from the former two-core-business structure and centring it on the M&T business. - FY2021-Q3ReframedAnnual report
「The M&T business is positioned as the Group's “second core business.” In addition to diversifying its operations, the Company has worked to strengthen the management foundations of each operating company. It is currently developing a new business strategy and organisational structure on the premise that the business will continue as an alliance of mid-sized companies comprising 9 existing operating companies after the transfer of the shipbuilding business.」
After the transfer of the shipbuilding business, the framework for selective focus has become more specific, moving toward continuing operations as an alliance of 9 existing M&T operating companies and building a new business strategy and organisational structure. - FY2021-Q2ReframedAnnual report
「At this stage, continuing to operate a business that still shows no sign of recovery is difficult for the Company given its financial resources. In addition, even if the newbuilding market recovers in the future, the emergence of large shipbuilders in China and South Korea would intensify competition in procurement costs for materials and equipment, as well as competition in newbuilding technology development, including environmental regulations and digitalisation. The Company concluded that it would be difficult to survive with the scale of its shipbuilding business alone, and decided to transfer the shipbuilding business to ㈱新来島どっく in order to secure its future.」
The Company has shifted from its previous approach, based on maximising profitability in each business, to restructuring its business portfolio by transferring the shipbuilding business, which it determined would be difficult to continue. - FY2019RestatedAnnual report
「The Company's greatest challenge is to improve performance by adapting each business to the operating environment it faces and pursuing selective focus in order to maximise profitability in each business, which is a fundamental management policy.」
The Company continues its fundamental policy of making adaptation to the operating environment, selective focus and maximising profitability at each business entity its greatest priorities. - FY2018-Q2RestatedAnnual report
「The Company positions the land-based and leisure businesses as the Group's “second core businesses” and identifies revenue growth as a management priority, but」
The Company continues its policy of positioning the land-based and leisure businesses as its second core businesses and making revenue growth a management priority. - FY2018-Q1RestatedAnnual report
「The Company positions the land-based and leisure businesses as the Group's “second core businesses” and identifies revenue growth as a management priority.」
The Company continues to position the land-based and leisure businesses as its second core businesses and revenue growth as a management priority. - FY2017RestatedAnnual report
「The Company's greatest challenge is to improve performance by adapting each business to the operating environment it faces and pursuing selective focus in order to maximise profitability in each business, which is a fundamental management policy.」
The Company continues to focus on maximising profitability in each business, selective focus and adapting to the operating environment as its fundamental priorities. - FY2017-Q3RestatedAnnual report
「The Company positions the land-based and leisure businesses as the Group's “second core businesses” and identifies revenue growth as a management priority, but」
The Company continues to position the land-based and leisure businesses as its second core businesses and revenue growth as a management priority. - FY2017-Q2RestatedAnnual report
「The Company positions the land-based and leisure businesses as the Group's “second core businesses” and identifies revenue growth as a management priority.」
The Company continues to position the land-based and leisure businesses as its second core businesses and revenue growth as a management priority. - FY2017-Q1RestatedAnnual report
「The Company positions the land-based and leisure businesses as the Group's “second core businesses” and identifies revenue growth as a management priority.」
Revenue growth in the second core businesses remains a management priority. - FY2016First statedAnnual report
「The Company's greatest challenge is to improve performance by adapting each business to the operating environment it faces and pursuing selective focus in order to maximise profitability in each business, which is a fundamental management policy.」
The Company identifies maximising profitability in each business as its greatest challenge and links selective focus, stronger organisational structures and risk management.