Reforming the Earnings Structure Through a Three-Year Medium-Term Management Plan
First written in FY2016. 14 of 26 entries say "Restated". Latest entry: 2026-08-14.
The whole theme swung hardest in 2021: 17 of 77 companies on the "Worse" side.
- 2026-08-14ReframedEarnings
「During the first quarter of the current fiscal year, our initiatives were based on "Super Reform 5," our roadmap for renewed growth toward the fiscal year ending March 2027, and we advanced business reform centered on "everyday, mass-market and locally rooted."」
Execution of the previous medium-term plan has been reorganized as a renewed-growth roadmap toward the fiscal year ending March 2027, centered on "Super Reform 5" and "everyday, mass-market and locally rooted." - FY2026RestatedAnnual report
「Fiscal year ending March 2028 (plan): Sales ¥6.5 billion; operating margin 4% or higher; net profit margin 3% or higher; equity ratio 25% or higher」
The company continues to state the planned sales, profit margins and equity ratio for “Vision 2028” through the fiscal year ending March 2028. - FY2026-H1RestatedAnnual report
「There were no material changes during the interim accounting period to our management policies, management strategies or other matters established by the Company.」
The company reconfirms that there have been no material changes to its management policies or management strategies. At the same time, it states that, with management involvement from Tempus Holdings, it aims to achieve the medium-term management plan ahead of schedule. - FY2025AdvancedAnnual report
「Fiscal year ending March 2028 (plan): Sales ¥6.5 billion; operating margin 4% or higher; net profit margin 3% or higher; equity ratio 25% or higher」
For “Vision 2028,” the company has specified key targets for sales, profit margins and the equity ratio for the fiscal year ending March 2028. - FY2025-H1ReframedAnnual report
「The company announced the medium-term management plan “Vision 2028,” ending in the fiscal year ending March 2028, and established the medium- to long-term vision: “Marche will aim to become the world’s clinic for the mind and a leading company in diversity management.” It is implementing the key initiative of “taking on 3 new possibilities” under “Vision 2028” as follows.」
The company has shifted from its previous planning framework, which did not include a medium- to long-term management plan, to a medium-term plan comprising “Vision 2028,” ending in the fiscal year ending March 2028, and 3 key initiatives. - FY2024-Q3RestatedAnnual report
「There were no material changes during the cumulative third quarter under review to the management policies, management strategies or other matters established by the company.」
The company reconfirmed that there were no material changes to its management policies or strategies. - FY2023RestatedAnnual report
「As stated under “(2) Management Indicators to Be Targeted” above, we have not formulated a medium- to long-term management plan. We are currently formulating an “Annual Business Plan” and working to overcome our management challenges.」
The company continues to use a planning framework that addresses management challenges through an annual business plan without formulating a medium- to long-term management plan. - FY2022DroppedAnnual report
「As stated under “(2) Management Indicators to Be Targeted” above, we have not formulated a medium- to long-term management plan. We are currently formulating an “Annual Business Plan” and working to overcome our management challenges.」
The company explicitly states that it has not adopted a three-year medium-term management plan as its current planning framework and has not formulated a medium- to long-term management plan. - FY2021Cited as achievedAnnual report
「Amid a challenging management environment, we formulated a “Medium-Term Management Plan” for the 3 years from 1 April 2016 to 31 March 2019 and worked as one company to maximize the strengths of our unique core competencies. We identified “reforming the existing-store earnings model,” “improving franchisee satisfaction,” and “creating packages for new formats” as management challenges. As a result, we developed 3 new formats, “ハッケン酒場,” “焼そばセンター” and “餃子食堂マルケン.” However, the results fell substantially short of the key performance indicators set in the “Medium-Term Management Plan” as the company’s targets, namely ROE (return on equity) of at least 6%, EPS (earnings per share) of at least ¥27, and an operating margin on sales of at least 3%.」
The company reviews the medium-term management plan covering April 2016 to March 2019, stating that it developed 3 new formats while its key KPIs fell substantially short of target. - FY2021-Q3RestatedAnnual report
「There were no material changes during the cumulative third quarter under review to the management policies, management strategies or other matters established by the company.」
The company reconfirmed that there were no material changes to its management policies or strategies. - FY2020ReframedAnnual report
「From 1 April 2019 onward, we have been working to restore performance by formulating an “Annual Business Plan” rather than a “Medium-Term Management Plan.”」
After reviewing the medium-term management plan covering April 2016 to March 2019, the company shifted its management policy from a medium-term management plan to an annual business plan. - FY2020-Q3RestatedAnnual report
「There were no material changes during the cumulative third quarter under review to the management policies, management strategies or other matters established by the company.」
The company reconfirmed that there were no material changes to its management policies or strategies. - FY2019RestatedAnnual report
「We formulated the “Medium-Term Management Plan (Three-Year Plan),” with fiscal year 45 (1 April 2016 to 31 March 2017) as its first year. Through the medium-term management plan, we aim to curb impairment losses arising from store closures and other factors, increase the operating margin on sales, and improve management efficiency.」
The company continues to position the three-year plan beginning in April 2016 as the central pillar of its management strategy, stating its policy of curbing impairment losses, improving profit margins and improving management efficiency. - FY2019-Q3RestatedAnnual report
「Against this management backdrop, in the third year of the “Medium-Term Management Plan (Three-Year Plan),” we addressed such initiatives as “improvements and reforms to restore existing stores,” “strengthening employee development,” and “expanding the business scale by establishing new formats” as the challenges for this fiscal year.」
In the third year of the medium-term management plan, the company continues to address existing-store reforms, employee development and the establishment of new formats as challenges for this fiscal year. - FY2019-Q2RestatedAnnual report
「Against this management backdrop, in the third year of the “Medium-Term Management Plan (Three-Year Plan),” we addressed such initiatives as “improvements and reforms to restore existing stores,” “strengthening employee development,” and “expanding the business scale by establishing new formats” as the challenges for this fiscal year.」
In the third year of the medium-term management plan, the company continues to address existing-store reforms, employee development and the establishment of new formats as challenges for this fiscal year. - FY2019-Q1AdvancedAnnual report
「Against this management backdrop, in the third year of the “Medium-Term Management Plan (Three-Year Plan),” we addressed such initiatives as “improvements and reforms to restore existing stores,” “strengthening employee development,” and “expanding the business scale by establishing new formats” as the challenges for this fiscal year.」
The three-year plan has entered its third year, with existing-store reforms, employee development and the establishment of new formats being implemented as specific initiatives for this fiscal year. - FY2018AdvancedAnnual report
「Based on this understanding, we continue to execute the “Medium-Term Management Plan (Three-Year Plan),” whose first year was fiscal year 45 (1 April 2016 to 31 March 2017). In fiscal year 47, the final year of the “Medium-Term Management Plan (Three-Year Plan)” (1 April 2018 to 31 March 2019),」
The three-year plan has entered fiscal year 47, its final year, and continues to be executed through measures for existing stores, new formats, store openings and refurbishments. - FY2018-Q3RestatedAnnual report
「There were no material changes during the cumulative third quarter under review to the management policies, management strategies or other matters established by the company.」
The company reconfirmed that there were no material changes to its management policies or strategies. - FY2018-Q2RestatedAnnual report
「There were no material changes during the cumulative second quarter to our management policies, management strategies or other matters established by the Company.」
The Company states that there have been no material changes to its management policies or management strategies. - FY2018-Q1RestatedAnnual report
「Against this management backdrop, in the second year of the “Medium-Term Management Plan (Three-Year Plan),” we worked to improve the group’s overall sales and earnings capabilities by developing menus that capitalize on the inherent strengths of our existing formats, focusing on creating stores that satisfy each customer, opening new stores and refurbishing existing stores.」
In the second year of the three-year plan, the company is advancing menu and store development, new store openings and store refurbishments to improve its sales and earnings capabilities. - FY2017AdvancedAnnual report
「Based on this understanding, we continue to execute the “Medium-Term Management Plan (Three-Year Plan),” whose first year was fiscal year 45 (1 April 2016 to 31 March 2017). In the second year of the “Medium-Term Management Plan (Three-Year Plan),” we will build on the results and lessons learned from the first year.」
The three-year plan has entered its second year, with sales initiatives, new store openings and store refurbishments being developed based on the results and lessons learned from the first year. - FY2017-Q2RestatedAnnual report
「Although we have undertaken these initiatives, the decline in the number of stores and customers from the previous fiscal year led to lower sales, while store refurbishment expenses and other costs required to execute the “Medium-Term Management Plan (Three-Year Plan)” increased in its first year.」
The company is executing the plan in the first year of the medium-term management plan, and store refurbishment expenses and other costs are being incurred in connection with its execution. - FY2017-Q1RestatedAnnual report
「As the first year of the “Medium- to Long-Term Management Plan (Three-Year Plan)”」
The company reconfirms that it is executing the plan in its first year of the three-year plan. - FY2016First statedAnnual report
「We formulated the “Medium-Term Management Plan (Three-Year Plan),” with fiscal year 45 (1 April 2016 to 31 March 2017) as its first year.」
The company formulated and announced a medium-term management plan covering the 3 years from April 2016 to March 2019.