Recovery and Improvement in Same-Store Sales
First written in FY2016. 12 of 35 entries say "Restated". Latest entry: 2026-11-06.
KAPPA・CREATE CO.,LTD. moved to the "Worse" side of this theme in 2020, the same year as the typical company in this theme.
The whole theme swung hardest in 2020: 17 of 47 companies on the "Worse" side.
10 other companies' latest entry also says "Worsened".
- 2026-11-06WorsenedResults
「しかしながら、各種商品フェアや販売促進施策を実施したものの、国内回転寿司事業における既存店客単価は前年同期比2.3％減となりました。」
既存店の客単価が前年同期比で減少した。 - FY2026Initiatives continued, but conveyor-belt sushi sales declinedAnnual report
「As a result, sales in the conveyor-belt sushi business were ¥5,924.5 million, down 0.5% from the prior fiscal year, and segment profit was ¥515 million, down 63.1%.」
Although initiatives to strengthen existing stores, promote value-oriented pricing, renovate stores and attract customers continued, sales in the conveyor-belt sushi business fell 0.5% from the prior fiscal year and segment profit fell 63.1%. - 2026-05-08WorsenedOccurring Fact
「Because consumers’ inclination to save amid rising prices, together with their more exacting choices, meant that the effectiveness of initiatives addressing diverse values did not reach the expected level, sales declined by ¥6.924 billion from the previous forecast.」
売上高は前回予想を8.6％下回り、前期比でも73,208百万円から73,193百万円へ減少した。 - FY2026-H1AdvancedAnnual report
「In addition, to raise awareness of our stores, we installed lead signs at 21 stores during the current interim consolidated accounting period and confirmed their positive effect on sales.」
It states that lead signs were installed at 21 stores to increase customer traffic and sales at existing stores, and that their positive effect on sales was confirmed. - 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 company continues to position the development of strong existing stores as a pillar of its management strategy. Sales in the conveyor-belt sushi business increased 2.1% from the prior fiscal year, while customer numbers and average spend per customer remained firm. - FY2025-H1AdvancedAnnual report
「Against this backdrop, under our corporate credo, “Our customers’ joy is our joy,” we have pursued the development of strong existing stores, growth investment and sustainability as the pillars of our management strategy, and customer numbers and average spend per customer have remained firm. As a result, sales in the conveyor-belt sushi business were ¥3,031.5 million, up 3.7% year on year.」
The company has positioned the development of strong existing stores as a pillar of its management strategy. Customer numbers and average spend per customer remained firm, and sales in the conveyor-belt sushi business increased 3.7% year on year. - FY2024-Q3AdvancedAnnual report
「As a result, sales in the conveyor-belt sushi business were ¥4,357.4 million, up 4.0% year on year.」
It reports that sales in the conveyor-belt sushi business increased 4.0% year on year, indicating growth in business sales related to strengthening existing-store earnings power and recovering sales. - FY2023RestatedAnnual report
「The group recognises that strengthening the earnings power of existing stores is important for sustainable corporate growth and will promote the following initiatives.」
The company continues to treat strengthening the earnings power of existing stores as a key issue and to pursue value-oriented pricing and messaging, customer traffic initiatives and improvements in QSC. - FY2023-Q3WorsenedAnnual report
「Despite undertaking the initiatives described above, same-store sales have not returned to the level before the COVID-19 pandemic that was initially assumed, owing to the emergence of the eighth wave of COVID-19 in November and the substantial decline in foot traffic during nighttime hours.」
It states that, despite continuing various measures, same-store sales have not returned to the assumed pre-pandemic level. - FY2023-Q2AdvancedAnnual report
「As a result, sales for the cumulative second quarter of the current consolidated fiscal year were ¥3,482 million, up 5.2% from the same quarter of the prior year.」
Consolidated sales increased 5.2% year on year, while sales in the conveyor-belt sushi business increased 6.9% year on year, reporting numerical results related to the recovery and improvement of sales. - FY2023-Q1AdvancedAnnual report
「As a result, sales in the conveyor-belt sushi business were ¥1,333.1 million, up 2.5% from the same quarter of the prior year, while the segment loss was ¥380 million, compared with a segment loss of ¥1,217 million in the same quarter of the prior year.」
Sales in the conveyor-belt sushi business increased 2.5% year on year, and the segment loss narrowed from ¥1,217 million to ¥380 million. - FY2022AdvancedAnnual report
「As store visits for dine-in declined because of requests to refrain from going out, including the state of emergency and priority preventive measures issued to contain the spread of the novel coronavirus, shorter operating hours and temporary closures at some stores, we worked to strengthen takeaway and delivery sales to offset the decline in dine-in sales.」
As demand for dine-in declined, takeaway and delivery sales were strengthened, and sales in the conveyor-belt sushi business increased 1.3% from the prior fiscal year to ¥5,297.9 million. - FY2022-Q3AdvancedAnnual report
「As a result, sales in the conveyor-belt sushi business were ¥4,004.5 million, up 2.5% from the same quarter of the prior year.」
Sales in the conveyor-belt sushi business increased 2.5% year on year, indicating growth in business sales associated with the recovery and improvement of same-store sales. However, the segment loss was ¥2,534 million. - FY2022-Q1AdvancedAnnual report
「As a result, sales in the conveyor-belt sushi business were ¥1,302 million, up 19.8% from the same quarter of the prior year, and the segment loss was ¥1,217 million, compared with a segment loss of ¥1,611 million in the prior-year period.」
Sales in the conveyor-belt sushi business increased 19.8% year on year, and the segment loss narrowed from ¥1,611 million to ¥1,217 million. The operating loss nevertheless remained. - FY2021WorsenedAnnual report
「As a result, sales in the conveyor-belt sushi business were ¥5,230.7 million, down 16.3% year on year.」
While recovery and improvement in same-store sales remained a challenge, sales in the conveyor-belt sushi business fell 16.3% year on year. - FY2021-Q3WorsenedAnnual report
「Against this backdrop, in our core conveyor-belt sushi business, we worked to improve satisfaction and reassurance among existing customers and acquire new customers through measures to prevent infections, including daily health checks for all store employees, including temperature checks, requiring employees to wear masks, alcohol disinfection and the installation of disinfectant, and maintaining social distancing, as well as developing and selling more appealing, higher-value-added menus and products and further strengthening store operations. However, amid continued reluctance to make non-essential, non-urgent outings due to concerns about the spread of infection, the number of customers visiting stores declined, and sales fell substantially below the same period of the previous year.」
Although measures to recover and improve same-store sales were continued, sales in the conveyor-belt sushi business fell 19.1% from the same quarter of the prior year to ¥3,908.5 million because concerns about the spread of the infection and people refraining from going out reduced store visits. - FY2021-Q2WorsenedAnnual report
「As people continued to refrain from nonessential, nonurgent outings amid concerns about the spread of the infection, the number of customers visiting stores declined and sales fell substantially below the prior-year period.」
Concerns about the spread of the infection and people refraining from going out reduced store visits, causing store sales, the basis for recovery and improvement in same-store sales, to fall substantially below the prior-year period. - 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.」
Temporary closures, shorter operating hours and the sharp decline in store visits created headwinds for the recovery and improvement of same-store sales. Consolidated sales also fell 28.0% year on year. - FY2020WorsenedAnnual report
「In addition, because some stores were temporarily closed or operated for shorter hours to help contain the spread of the novel coronavirus, same-store sales in March fell substantially below the prior-year level.」
Although same-store sales remained firm through part of the fiscal year, they fell substantially below the prior-year level in March owing to the impact of the novel coronavirus. - 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.」
The company continues initiatives to improve satisfaction among existing customers and attract new customers through stronger products, brands and store operations, with same-store sales remaining firm year on year. - 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 company continues initiatives to improve satisfaction among existing customers and attract new customers through product development and sales, higher brand awareness, promotions and stronger store operations, with same-store sales remaining firm year on year. - 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 company continues initiatives aimed at keeping same-store sales firm through stronger products, brands and store operations. - FY2019RestatedAnnual 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.」
The company continues to recognise that same-store sales remained firm year on year as a result of product development and sales, promotions and stronger store operations. - 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.」
It states that initiatives to improve satisfaction among existing customers and attract new customers through product development and sales, promotions and stronger store operations were continued, and that same-store sales remained firm year on year. - FY2019-Q2AdvancedAnnual 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. Same-store sales for the cumulative second quarter of the current consolidated fiscal year were 101.5% of the prior-year level.」
It reports specific results for initiatives involving menu development and sales, promotions and stronger store operations, with same-store sales at 101.5% of the prior-year level. - FY2019-Q1AdvancedAnnual report
「Against this backdrop, in our core conveyor-belt sushi business, we worked to improve satisfaction among existing customers and acquire new customers through continuous improvements to menus and products, sustained development of the brand image, shorter customer waiting times, and more consistent product quality. As a result, same-store sales remained firm year on year.」
It states that same-store sales remained firm year on year as a result of initiatives including menu improvements, brand development, shorter service times and greater product consistency. - FY2018RestatedAnnual report
「Amid intensifying competition with other companies in the industry, same-store sales have continued to fall below the previous year. By bringing together the collective capabilities of the COLOWIDE Group, we will pursue company-wide business structure reforms without being constrained by the previous framework, create stores that are attractive to customers, respond quickly to orders placed through touch panels, and seek to eliminate lost sales opportunities.」
The Company explicitly identified same-store sales falling below the previous year as an issue and continues to pursue business structure reforms, store development, and rapid responses to touch-panel orders as countermeasures. - FY2018-Q3RestatedAnnual report
「Against this backdrop, we sought to acquire new customers and increase repeat customers by renovating 24 stores and changing signage to the new logo, except at certain stores.」
To attract customers and recover sales at existing stores, the Company renovated 24 stores and changed signage to the new logo, aiming to increase new and repeat customers. - FY2018-Q2RestatedAnnual report
「Against this backdrop, we sought to acquire new customers and increase repeat customers by renovating 17 stores and changing signage to the new logo, except at certain stores.」
The Company continues measures aimed at acquiring new customers and increasing repeat customers through the renovation of 17 stores and changes to signage featuring the new logo. - FY2018-Q1RestatedAnnual report
「Against this backdrop, we sought to acquire new customers and increase repeat customers by renovating 14 stores and changing signage to the new logo, except at certain stores.」
Although there is no direct disclosure of same-store sales, the Company continues measures aimed at increasing new and repeat customers through store renovations and logo changes. - FY2017Progress toward recovery, but continued decline year on yearAnnual report
「Amid intensifying competition with other companies in the industry, same-store sales have continued to fall below the previous year.」
While same-store sales continuing to fall below the previous year remains an issue, the Company states that sales recovery under the business structure reforms launched in February has progressed steadily. - FY2017-Q3WorsenedAnnual report
「As a result, sales in the conveyor-belt sushi business were ¥50,964 million, down 4.4% year on year, and the operating loss was ¥720 million, compared with operating income of ¥1,850 million in the same quarter of the previous year.」
Sales in the conveyor-belt sushi business fell 4.4% year on year, and the business swung from operating income to an operating loss. No recovery in customer traffic or sales at existing stores was evident, and the Company also described intensifying competition and declining store operating capabilities. - FY2017-Q2RestatedAnnual report
「Toward the second half of the fiscal year, we will rebrand Kappa Sushi to restore the strength of the brand, introduce appealing, high-quality products under the keywords “delicious toppings” and “interesting toppings,” and refresh store logos and designs, with the aim of acquiring new customers and increasing repeat customers. We will also continue to increase and train store personnel, ensure an adequate supply of products on the conveyor belt, create appealing belts and stores for customers, respond quickly to orders placed through touch panels, and seek to eliminate lost sales opportunities.」
The Company continues measures to improve customer traffic and sales opportunities at existing stores, including price campaigns, product supply, increasing and training store personnel, and responding to touch-panel orders. - FY2017-Q1RestatedAnnual report
「We strengthened customer traffic by selecting certain areas and running a campaign offering weekday plates at ¥90 excluding tax, compared with the regular price of ¥100 excluding tax. Toward the second quarter, we will ensure an adequate supply of products on the conveyor belt, create an appealing belt for customers, respond quickly to orders placed through touch panels, and seek to eliminate lost sales opportunities.」
The Company continues to pursue price campaigns, product supply, and touch-panel responsiveness to improve customer traffic and sales opportunities. - FY2016First statedAnnual report
「Amid intensifying competition with other companies in the industry, same-store sales have continued to fall below the previous year.」
The Company identified improving same-store sales as an issue and cited product supply, touch-panel responsiveness, product development, campaigns, and sales promotion as countermeasures.