Performance recovery under the single-year business plan
First written in FY2020. 3 of 9 entries say "Reframed", first in FY2024-Q1. Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026AdvancedAnnual report
「As its priority strategies for the current fiscal year, the company set out 3 initiatives: promoting format changes, promoting new store openings, and promoting store revitalization, and pursued measures to rebuild its earnings base and achieve future growth.」
Under Vision 2028, the company implemented 3 priority strategies for the current fiscal year: format changes, new store openings, and store revitalization. - FY2025ReframedAnnual report
「The company announced the medium-term management plan Vision 2028, which ends in the fiscal year ending March 2028.」
The company is restructuring its planning framework from one centered on restoring performance through annual business plans to the medium-term management plan Vision 2028, which ends in the fiscal year ending March 2028. - FY2025-H1ReframedAnnual report
「The company announced the medium-term management plan Vision 2028, which ends in the fiscal year ending March 2028, and is implementing its priority initiative, “Taking on 3 New Possibilities,” as follows.」
The company is restructuring its planning framework, previously centered on annual business plans to restore performance, into a medium-term management plan ending in the fiscal year ending March 2028 and 3 priority initiatives. - FY2024-Q3RestatedAnnual report
「The company redefined its medium-term vision as “aiming to become a unique franchise food-service company that local communities are glad to have, with people, deliciousness and enjoyment as its motto,” and is addressing 4 challenges to improve earnings and achieve renewed growth.」
Under a planning framework focused on restoring performance in place of a medium-term management plan, the company continues to pursue earnings improvement and renewed growth based on a redefined medium-term vision and 4 priorities. - FY2024-Q1ReframedAnnual report
「The Company has redefined its medium-term vision as "aiming to become a unique franchise food-service company that people in local communities are glad exists, with people, deliciousness and enjoyment as its guiding principles," and will address 4 challenges to improve profitability and achieve renewed growth.」
Under its redefined medium-term vision, it has organized its policy of pursuing performance recovery through a single-year business plan into 4 challenges: structural reform, strengthening existing stores, creating new franchise packages, and improving productivity. - FY2023SoftenedAnnual report
「The performance outlook under the single-year business plan is currently undetermined because the outlook remains uncertain due to the spread of COVID-19.」
The single-year business plan continues, but the specific performance outlook presented in the previous filing has been changed to undetermined, and numerical targets are no longer disclosed. - FY2022AdvancedAnnual report
「The Company currently believes that, in a challenging business environment with an uncertain outlook, it is necessary to review its management strategy based on timely and rapid decision-making. Accordingly, since April 2019, it has been working to restore performance by preparing a single-year business plan rather than a medium-term management plan. Its performance outlook under the single-year business plan for the fiscal year ending March 2023 is sales of ¥6,100 million, operating income of ¥76 million, ordinary income of ¥65 million, and net income of ¥0 million.」
It continues the single-year business plan in place of a medium-term management plan and, for the fiscal year ending March 2023, provides specific performance expectations for the first time: sales of ¥6.1 billion, operating income of ¥76 million, ordinary income of ¥65 million, and net income of ¥0 million. - FY2021RestatedAnnual report
「The Company currently believes that, in a challenging business environment with an uncertain outlook, it may be necessary to review its management strategy based on timely and rapid decision-making, and that it must first repeatedly reflect on performance each fiscal year and work toward recovery in order to overcome its current substantial divergence from the key performance indicators described above. Accordingly, from 1 April 2019, it has been working to restore performance by preparing a single-year business plan rather than a medium-term management plan.」
It continues its policy of pursuing performance recovery through annual review and plan revisions instead of a medium-term management plan. - FY2020First statedAnnual report
「In light of these lessons, the Company currently believes that, in a challenging business environment with an uncertain outlook, it may be necessary to review its management strategy based on timely and rapid decision-making, and that it must first repeatedly reflect on performance each fiscal year and work toward recovery in order to overcome its current substantial divergence from the key performance indicators described above. Accordingly, from 1 April 2019, it has been working to restore performance by preparing a single-year business plan rather than a medium-term management plan.」
In light of the divergence from its medium-term management plan and KPIs, the Company shifted its planning framework from April 2019 to performance recovery through annual planning and review. The performance outlook under the single-year business plan is undetermined due to uncertainty surrounding the spread of COVID-19.