Shifting from “Quantity” to “Quality” under Passion 2030
First written in FY2020-Q3. 5 of 12 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2018: 3 of 30 companies on the "Worse" side.
13 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「Progress on the long-term management plan Double Impact 2035 during the consolidated fiscal year was as follows. Fiscal year ending June 2035: Net sales: ¥2.44526 trillion (progress rate: 58.2%); operating profit: ¥174.842 billion (same: 53.0%)」
The company disclosed progress toward improving earnings power under Double Impact 2035 through the progress rates for its net sales and operating profit targets. - FY2026-H1RestatedAnnual report
「To continue growing despite the challenging business environment, our group formulated a new long-term management plan, Double Impact 2035, in August 2025. We will promote various initiatives to achieve this target and take steps to implement the plan.」
The Group has reconfirmed its policy of pursuing various initiatives toward achieving Double Impact 2035. It has stated that there are no material changes to its management strategy or other related matters. - FY2025ReframedAnnual report
「Double Impact 2035 focuses on the domestic business, where there are many growth opportunities. For the overseas business, we have determined that we need to build a foundation consisting of stable operations and a clear business model. We will take approximately one year and disclose our overseas strategy again.」
The Group restructured its plan from the former Visionary 2025/2030 to Double Impact 2035, placing the domestic business at the center of growth. In the overseas business, it will first establish stable operations and the foundations of its business model, and will disclose its overseas strategy again in approximately one year. - FY2024AdvancedAnnual report
「Fiscal year ending June 2030: Operating profit: ¥140.193 billion (70.1% of target)」
Progress toward Visionary 2030's ¥200 billion operating profit target reached 70.1%. Following the achievement of the Visionary 2025 targets, the Group has shifted to initiatives aimed at the 2030 targets. - FY2023AdvancedAnnual report
「Progress on the medium- to long-term management plan Visionary2025/2030 for the fiscal year under review was as follows. Fiscal year ending June 2025: revenue: ¥1,936.783 billion (96.8% progress); operating profit: ¥105.259 billion (87.7%). Fiscal year ending June 2030: operating profit: ¥105.259 billion (52.6%).」
The Group disclosed progress toward the net sales and operating profit targets of Visionary 2025/2030, which was restructured from Passion 2030. - FY2023-Q3RestatedAnnual report
「As part of our future growth strategy, we formulated a new medium- to long-term management plan, Visionary2025/2030. In Japan, we aim to improve profitability by (1) expanding our business value chain, (2) providing new CV (Convenience) + D (Discount) + A (Amusement) through DX, (3) promoting organizational integration and productivity improvements, and (4) creating new business formats on an organizational basis. Overseas, we aim to expand our scale by continuing to open stores in Asia and North America, while improving margins by building a global value chain,」
The Group has reconfirmed the domestic initiatives of Visionary 2025/2030, which was restructured from Passion 2030, continued overseas store openings, and improved profit margins through the creation of a global value chain. - FY2023-Q2RestatedAnnual report
「We formulated Visionary 2025/2030, a new medium- to long-term management plan that targets scale expansion through continued store openings in both Asia and North America and improved profit margins through the creation of a global value chain.」
The Group has reconfirmed its medium- to long-term plan, including continued store openings in Asia and North America and improved profit margins through the creation of a global value chain. - FY2023-Q1RestatedAnnual report
「The management plan targets net sales of ¥2 trillion and operating profit of ¥120 billion for the fiscal year ending June 2025, and operating profit of ¥200 billion for the fiscal year ending June 2030. In the overseas business, we aim to expand our scale by continuing to open stores in both Asia and North America, while improving profit margins by building a global value chain.」
The Group has reconfirmed the numerical targets of Visionary 2025/2030, continued store openings in Asia and North America, and plans to improve profit margins by building a global value chain. - FY2022ReframedAnnual report
「Our group formulated a new medium- to long-term management plan, Visionary2025/2030. The plan revises our future growth strategy and quantitative targets in response to the major changes in the business environment surrounding our group following the outbreak of COVID-19 shortly after Passion2030 was announced in February 2020. It targets revenue of ¥2 trillion and operating profit of ¥120 billion for the fiscal year ending June 2025, and operating profit of ¥200 billion for the fiscal year ending June 2030.」
The shift from "quantity" to "quality" under Passion 2030 was restructured into Visionary 2025/2030 in light of the changes in the business environment following COVID-19. - FY2022-Q1RestatedAnnual report
「In September 2021, to accelerate the achievement of "Passion 2030," our Group's medium- to long-term management strategy, we established Pan Pacific International Financial Services Co., Ltd., a financial-services holding company, to strengthen our financial-services business. We will establish a framework for promoting financial services linked to our proprietary Group electronic money, "majica," collaborate with our partners, formulate strategies for a credit business linked to the app, and make financial services a new core business of our Group to achieve further growth.」
The Group has reconfirmed its direction of making financial services a new core business and its initiatives involving majica, the app and partnerships, toward achieving Passion 2030. - FY2021ReframedAnnual report
「As our medium- to long-term management strategy, we have set the following goals under Passion 2030: operating profit of ¥200 billion and revenue of ¥3 trillion in 2030.」
Passion 2030 was reorganised as the medium- to long-term management strategy, with the 4 Domestic Business initiatives defined as rebuilding store formats, digital strategy, new merchandising and Group synergies. - FY2020-Q3First statedAnnual report
「In February 2020, our group formulated and announced a new medium- to long-term management strategy, Passion 2030, with quantitative targets of operating profit of ¥200 billion and revenue of ¥3 trillion in 2030. In Japan, we will improve profitability as a one-of-a-kind retailer and shift from quantity to quality by (1) restructuring our store formats, (2) pursuing the Marshmallow concept, (3) taking on the challenge of new merchandising, and (4) creating group synergies. Overseas, in the Asia-Pacific region, including the United States and Southeast Asia, we will expand our store network while developing attractive, distinctive Japanese-brand and specialty-store formats.」
The new medium- to long-term management strategy explicitly called for a shift from "quantity" to "quality" through improved profitability. In Japan, the means are 4 initiatives, while overseas they are expanding stores in the Pacific Rim and developing original Japan-brand formats.