Enhancing the DOSHISHA brand through 4 investments
First written in FY2016. 5 of 9 entries say "Restated". Latest entry: FY2018.
No other company in this theme has enough history to compare yet.
- FY2018DroppedAnnual report
「Under its management strategy for the fiscal year ending March 2019, themed “Strengthen and evolve our strengths,” the company sought to expand the businesses based on its development and wholesale business models.」
There is no description that directly positions the previous “four investments” as the management framework. For the fiscal year ending March 2019, the framework has shifted to one centered on “strengthening and evolving our strengths” and expanding two business models. - FY2018-Q3RestatedAnnual report
「Against this backdrop, the group adopted "Establish Doshisha from the consumer's perspective!" as its management policy for the fiscal year ending March 2018. To further enhance corporate value, it is leveraging group synergies to strengthen promotional activities, e-commerce and overseas sales, create new businesses and advance its logistics strategy. The group is seeking to secure competitive advantages in each business and achieve sustainable growth while strengthening its business model and improving profitability by strengthening its business platform.」
The management policy and three strategies for the fiscal year ending March 2018, restructured from the “four investments,” have continued. - FY2018-Q2RestatedAnnual report
「Against this backdrop, the group adopted "Establish Doshisha from the consumer's perspective!" as its management policy for the fiscal year ending March 2018. To further enhance corporate value, it is leveraging group synergies to strengthen promotional activities, e-commerce and overseas sales, create new businesses and advance its logistics strategy. The group is seeking to secure competitive advantages in each business and achieve sustainable growth while strengthening its business model and improving profitability by strengthening its business platform.」
The management policy and three strategies for the fiscal year ending March 2018, restructured from the “four investments,” have continued. - FY2018-Q1RestatedAnnual report
「Against this backdrop, the group adopted "Establish Doshisha from the consumer's perspective!" as its management policy for the fiscal year ending March 2018. To further enhance corporate value, it is leveraging group synergies to strengthen promotional activities, e-commerce and overseas sales, create new businesses and advance its logistics strategy. The group is seeking to secure competitive advantages in each business and achieve sustainable growth while strengthening its business model and improving profitability by strengthening its business platform.」
The strategic framework for the fiscal year ending March 2018, restructured from the “four investments” presented the previous year, has continued unchanged. - FY2017ReframedAnnual report
「As its management strategy for the fiscal year ending March 2018, the Company will pursue three initiatives: “strengthening sales promotions, e-commerce and overseas sales,” “creating new businesses,” and “advancing its logistics strategy.” Through these initiatives, it aims to secure competitive advantages in each business and achieve sustainable growth, while working to “strengthen its business model” and “enhance earnings through a stronger business foundation.”」
The wording has been restructured from the previous “four investments” and the three themes for the third quarter to the three management strategies for the fiscal year ending March 2018, along with improving earnings through stronger business models and a stronger business foundation. - FY2017-Q3ReframedAnnual report
「Against this backdrop, the Group has implemented various measures as a company that provides “better products at lower prices, with greater expertise,” focusing on “product development from the consumer’s perspective,” “quality that promises peace of mind and safety,” and “raising awareness of the Doshisha brand.” These measures have included developing new categories, expanding store displays in line with changes in consumer purchasing behavior, and conducting sales promotions through various media.」
Instead of the previous “four investments,” the initiatives are now described under three themes: product development from the consumer’s perspective, quality, and raising brand awareness, indicating a change in the strategic wording around brand enhancement. - FY2017-Q2RestatedAnnual report
「Under the “4 investments that lead to the future” management policy for the fiscal year ending March 2017, the Group strengthened promotions for internally developed products, including the kamomefan design fan series, to raise awareness of the DOSHISHA brand.」
The 4-investment policy for the fiscal year ending March 2017 was maintained, with promotional activities for internally developed products strengthened under that policy. - FY2017-Q1RestatedAnnual report
「Under these circumstances, the Group adopted “Enhance the DOSHISHA brand through 4 investments that lead to the future!” as its management policy for the fiscal year ending March 2017, and is pursuing measures to further enhance corporate value by leveraging group synergies, including “Taking on new products and initiatives!”, “Further strengthening the sales organization!”, “Reforming logistics across the entire company!” and “Promoting and strengthening human resource development!”」
It reiterates the policy of 4 investments for the fiscal year ending March 2017 and its constituent elements without changing the content. - FY2016First statedAnnual report
「DOSHISHA Group management policy for the fiscal year ending March 2017: “Enhance the DOSHISHA brand through 4 investments that lead to the future!” ① Take on new products and initiatives! ② Further strengthen the sales organization! ③ Reform logistics across the entire company! ④ Promote and strengthen human resource development!」
The management policy for the fiscal year ending March 2017 links brand enhancement to 4 investments.