Company-Wide Business Restructuring and a V-Shaped Earnings Recovery Next Fiscal Year
First written in FY2017-Q3. 11 of 27 entries say "Restated". Latest entry: 2026-11-06.
The whole theme swung hardest in 2019: 12 of 84 companies on the "Worse" side.
4 other companies' latest entry also says "Reframed".
- FY2026RestatedAnnual report
「Under our corporate mission, “Our customers' happiness is our happiness,” we have pursued brand building to strengthen customer support by working on the 4 pillars of management strategy: building strong existing stores, growth investment, sustainability and expansion of related businesses.」
We continue all 4 pillars of management strategy throughout the fiscal year, implementing initiatives related to existing stores, growth investment, sustainability and expansion of related businesses. - FY2026-H1RaisedAnnual report
「Amid a challenging operating environment marked by continued inflation and increasingly diverse values, our group has adopted 4 pillars of management strategy to realize its corporate mission, expand earnings, contribute to sustainable social development and enhance corporate value: ① building strong existing stores, ② growth investment, ③ sustainability, and ④ expansion of related businesses.」
Related-business expansion was added to the previous 3 pillars of management strategy, expanding the framework to 4 pillars. - FY2025AdvancedAnnual report
「Amid a challenging business environment marked by continued inflation and increasingly diverse values, we have positioned the following 3 initiatives as the pillars of our management strategy in order to fulfil our corporate credo, expand earnings, contribute to sustainable social development and enhance corporate value: ① developing strong existing stores, ② growth investment and ③ sustainability.」
The previous business restructuring was organized into 3 pillars of management strategy, and initiatives for existing stores, new store openings and renovations, and sustainability were implemented. - FY2025-H1Reorganized around 3 pillars of management strategyAnnual report
「Amid a challenging business environment marked by continued inflation and increasingly diverse values, we have positioned the following 3 initiatives as the pillars of our management strategy in order to fulfil our corporate credo, expand earnings, contribute to sustainable social development and enhance corporate value: ① developing strong existing stores, ② growth investment and ③ sustainability.」
The previous direction of business restructuring was organized and explicitly presented around 3 pillars: building strong existing stores, growth investment and sustainability. - FY2024-Q3AdvancedAnnual report
「Regarding capital expenditures, we refurbished 5 stores during the third quarter, bringing investment in refurbishing existing stores to 50 stores during the third quarter cumulative consolidated period. At the refurbished stores, we introduced full-order operations, an automated guidance system, self-checkout counters, smartphone ordering, which allows customers to use their own smartphones instead of a touch panel, and dedicated lockers for takeout orders, strengthening services that improve customer convenience and reduce the labor required to operate stores.」
The company advanced its company-wide business restructuring into renovating 50 existing stores and introducing fully made-to-order operations, contactless equipment and labor-saving equipment. - FY2024-Q2AdvancedAnnual report
「During the second quarter cumulative consolidated period, we invested in refurbishing 45 existing stores. At the refurbished stores, we introduced full-order operations, an automated guidance system, self-checkout counters, smartphone ordering, which allows customers to use their own smartphones instead of a touch panel, and dedicated lockers for takeout orders, strengthening services that improve customer convenience.」
The company advanced its company-wide business restructuring into renovating 45 existing stores, making operations fully made-to-order, and introducing contactless and labor-saving equipment and lockers dedicated to takeout orders. - FY2024-Q1AdvancedAnnual report
「During the first quarter cumulative consolidated period, we invested in refurbishing 20 existing stores. At the refurbished stores, we introduced full-order operations, an automated guidance system, self-checkout counters and smartphone ordering, which allows customers to use their own smartphones instead of a touch panel, strengthening services that improve customer convenience.」
The company advanced its company-wide business restructuring into specific initiatives, including renovating 20 existing stores, making operations fully made-to-order, and introducing contactless and labor-saving equipment. - FY2023ReframedAnnual report
「① Strengthening existing stores, ② optimizing store locations, ③ optimizing costs, ④ ESG initiatives, ⑤ strengthening compliance」
The previous business restructuring was organized and explicitly presented as a medium- to long-term strategy covering 5 areas: existing stores, store locations, costs, ESG and compliance. - FY2023-Q3RestatedAnnual report
「Meanwhile, cost increases have become apparent, including surging raw material prices, utility costs, logistics expenses and labor costs. We have worked to improve productivity and reduce product waste by advancing the conversion to full-order operations.」
Regarding business restructuring, the company continues to pursue a combination of full made-to-order operations, reduced product waste and menu development through group collaboration. - FY2022RestatedAnnual report
「In addition, we will pursue fundamental structural reforms without being constrained by the existing framework and reduce expenses by controlling store labor hours, managing the cost ratio, reviewing consumables and reassessing various fees.」
Rather than the previous wording of a V-shaped recovery, the company continues to pursue a combination of structural reform, expense reductions, and improvements to products and stores. - FY2021ReframedAnnual report
「We worked to strengthen takeout and delivery sales to offset the decline in dine-in sales.」
Rather than the previous wording of a “V-shaped recovery in earnings,” the focus has shifted to a COVID-19 response plan aimed at recovering performance by offsetting lower dine-in sales with takeout and delivery. - FY2021-Q1WorsenedAnnual report
「In response to the state of emergency declared by the government and requests from local authorities to refrain from going out, some stores were temporarily closed or operated for shorter hours. In addition, sales fell substantially below the prior-year period because the number of customers visiting stores declined sharply as people refrained from nonessential, nonurgent outings.」
Although we continued to strengthen products and store operations, the spread of infections and operating restrictions led to steep declines in customer traffic and sales, increasing the impact of external conditions on progress with the business restructuring. - FY2020Plan affected by COVID-19 after reform progressAnnual report
「By developing and selling more appealing, higher-value menus and products, conducting various promotional activities including efforts to raise brand awareness, and further strengthening store operations, we improved satisfaction among existing customers and attracted new customers. Same-store performance remained firm and consolidated results were progressing as planned. However, from late February through March, as COVID-19 infections worsened, requests to refrain from going out on weekends were issued in major metropolitan areas, beginning in Hokkaido, resulting in a sharp decline in customer traffic.」
Products, the brand and store operations were progressing as planned until late February, but customer traffic subsequently fell sharply as infections spread. - FY2020-Q3RestatedAnnual report
「Against this backdrop, in our core conveyor-belt sushi business, we worked to improve satisfaction among existing customers and acquire new customers by developing and selling more appealing, higher-value-added menus and products, conducting various promotional activities including efforts to enhance brand awareness, and further strengthening store operations. As a result, same-store sales remained firm year on year.」
There is no explicit wording regarding a “V-shaped recovery in earnings,” and the company continues to pursue business restructuring focused on stronger products, the brand and store operations, together with firm same-store year-on-year performance. - FY2020-Q2RestatedAnnual report
「Against this backdrop, in our core conveyor-belt sushi business, we worked to improve satisfaction among existing customers and acquire new customers by developing and selling more appealing, higher-value-added menus and products, conducting various promotional activities including efforts to enhance brand awareness, and further strengthening store operations. As a result, same-store sales remained firm year on year.」
The previous explicit wording of a “V-shaped recovery in earnings” is no longer used, and the company continues to pursue business restructuring focused on stronger products, the brand and store operations, together with firm same-store year-on-year performance. - FY2020-Q1RestatedAnnual report
「Against this backdrop, in our core conveyor-belt sushi business, we worked to improve satisfaction among existing customers and acquire new customers by developing and selling more appealing, higher-value-added menus and products, conducting various promotional activities including efforts to enhance brand awareness, and further strengthening store operations. As a result, same-store sales remained firm year on year.」
The previous explicit wording of a “V-shaped recovery in earnings” is no longer used, and the company continues to emphasize stronger products, the brand and store operations, together with firm same-store year-on-year performance. - FY2019SoftenedAnnual report
「In our core conveyor-belt sushi business, we worked to improve satisfaction among existing customers and attract new customers by developing and selling more appealing, higher-value menus and products, conducting various promotional activities including efforts to raise brand awareness, and further strengthening store operations. As a result, same-store performance remained firm year on year.」
The previous explicit target of a “V-shaped recovery in earnings in the next fiscal year” is no longer stated; instead, the wording emphasizes improvements in products, the brand and store operations, together with firm same-store year-on-year performance. - FY2019-Q3RestatedAnnual report
「Against this backdrop, in our core conveyor-belt sushi business, we worked to improve satisfaction among existing customers and attract new customers by developing and selling more appealing, higher-value menus and products, conducting various promotional activities including efforts to raise brand awareness, and further strengthening store operations. As a result, same-store sales remained firm year on year.」
As the direction of business restructuring, we continue to strengthen products and sales, brand awareness and store operations. - FY2019-Q2RestatedAnnual report
「Against this backdrop, in our core conveyor-belt sushi business, we worked to improve satisfaction among existing customers and attract new customers by developing and selling more appealing, higher-value menus and products, conducting various promotional activities including efforts to raise brand awareness, and further strengthening store operations. As a result, same-store sales remained firm year on year.」
As part of company-wide business restructuring, we continue to strengthen products and sales, brand awareness and store operations. - FY2018AdvancedAnnual report
「Through company-wide business restructuring, we will focus on improving menus and quality and intensifying sales promotion in the domestic conveyor-belt sushi business,」
The company states that it achieved steady improvement in its earnings through better menus and quality, more intensive sales promotion and stronger store operations as part of its business restructuring. - FY2018-Q3RestatedAnnual report
「In the conveyor-belt sushi business, through company-wide business structure reforms, we have focused on improving menus and quality in the domestic conveyor-belt sushi market and on proactive sales promotion,」
Through company-wide business restructuring, we continue to improve menus and quality, strengthen sales promotion and enhance store operations. - FY2018-Q2RestatedAnnual report
「In addition, from a store-operations perspective, we have continued reviewing cooking manuals and taking steps to improve speed in order to provide customers with better products and service, thereby strengthening operations.」
As part of the business restructuring, we continue to strengthen operations by reviewing cooking manuals and improving serving speed. - FY2018-Q1AdvancedAnnual report
「In addition, whereas all Kappa Sushi restaurants were previously managed under 8 operating divisions, they were subdivided into 12 operating divisions to enable more detailed management and training. Together with stronger store operations, the business structure reforms have progressed steadily.」
Regarding the company-wide business restructuring, the sales department was subdivided from 8 divisions to 12, and the company states that progress has been smooth alongside stronger store operations. - FY2017AdvancedAnnual report
「Since February this year, we have fundamentally revised our management structure and operating policies and, with the full support of the COLOWIDE Group, pursued company-wide business structure reforms without being constrained by the previous framework. As a result, sales recovery and improvements in the cost structure have both progressed steadily.」
Regarding the company-wide business restructuring announced as of the third quarter, the company states that, after fundamentally revising its management structure and operating policies from February 2017 onward, sales recovery and improvement in the cost structure have progressed smoothly as a result of the reforms. - FY2017-Q3First statedAnnual report
「With the full support of the コロワイドグループ, we are currently identifying and overcoming the issues behind the decline in competitiveness and rebuilding our business strategy, while working toward a V-shaped recovery in earnings next fiscal year.」
Looking ahead to the next fiscal year, the company has for the first time explicitly stated a plan to identify and overcome the causes of declining competitiveness, rebuild its sales strategy under the full support of the Colowide Group, and pursue a V-shaped recovery in earnings.