Responding to demand for prepared foods and transforming into a comprehensive food company

「Our principal business is the foodservice business, consisting mainly of a chain of ramen restaurants.」

「Under the medium-term management vision "幸楽苑レジリエンス (幸楽苑の回復力)," we will implement the following initiatives, designating the fiscal year ending March 2026 as the "first year of renewed growth."」

「To overcome the difficulties caused by the spread of COVID-19, our group is returning to its roots and working to create appealing products and improve store QSC (product quality, service and cleanliness) levels.」

「Against this economic backdrop, our group has adopted "Back to Basics" as its management policy and, to achieve a V-shaped recovery in performance, has made "reinfusing the founder's spirit" a central theme. We have focused on creating appealing products and narrowing the menu, restoring QSC across all stores, and providing a safe and reliable dining environment.」

「Our group has adopted "Back to Basics" as its management policy and has addressed priority issues and measures to achieve a V-shaped recovery in performance, including creating appealing products and narrowing the menu, the normalization of business hours through resolving labor shortages, restoring QSC across all stores and providing a safe and reliable dining environment, reducing costs, and withdrawing from unprofitable stores and converting them to franchises.」

「In addition, with the COVID-19 environment in mind, the company will pursue the development of new sales formats, a review of its store operating structure, and operational reform at headquarters, with the aim of transforming itself into a comprehensive food company rather than remaining a dine-in-focused foodservice operator.」

「In response to this situation, we plan to eliminate operating losses by normalizing business hours through resolving labor shortages, further strengthening delivery and takeaway, revising the prices of certain products to reflect higher store operating costs, and reducing fixed costs.」

「Against this economic backdrop, our group is seeking to transform itself from a dine-in-focused foodservice business into an integrated food company using digital technology. We have continued to advance measures such as introducing Rakuten Pay app payments, introducing a mobile ordering and prepayment system at 幸楽苑のからあげ家, increasing the number of stores with tablet ordering systems, and promoting sales through various e-commerce sites.」

「The effects of these investments have gradually emerged since March 2021. By continuing to invest in the fiscal year ending March 2023, we are further strengthening our ability to capture demand for prepared meals.」

「Against this economic backdrop, our group is seeking to transform itself from a dine-in-focused foodservice business into an integrated food company using DX (digital transformation). We have advanced measures such as increasing the proportion of sales from the prepared-meal sector, including delivery and takeaway, and promoting cashless payments by expanding stores accepting credit-card payments and introducing contactless payments using various types of electronic money. In addition, we participated in the cross-industry foodservice project "#外食はチカラになる" and conducted various campaigns. We also sought to increase sales through limited-edition products such as "平田牧場Ｗチャーシューめん" and participation in the November television programme "ジョブチューン," while actively pursuing cost reductions through rigorous fixed-cost management and working to improve profitability.」

「Against this economic backdrop, our group is seeking to transform itself from a dine-in-focused foodservice business into an integrated food company using DX (digital transformation). We have advanced measures such as increasing the proportion of sales from the prepared-meal sector, including delivery and takeaway, and promoting cashless payments by expanding stores accepting credit-card payments and introducing contactless payments using various types of electronic money. In addition, we sought to increase sales through products such as "雪見だいふく meets 塩らーめん," a collaboration with Lotte's 雪見だいふく, and "ユーグレナつけめん食べ比べ," developed with a focus on sustainable health. We also actively pursued cost reductions through rigorous fixed-cost management and worked to improve profitability.」

「Against this economic backdrop, our group is seeking to transform itself from a dine-in-focused foodservice business into an integrated food company using digital technology. We have advanced measures such as increasing the proportion of sales from the prepared-meal sector, including delivery and takeaway, and promoting cashless payments by expanding stores accepting credit-card payments and introducing contactless payments using various types of electronic money. In addition, we have actively pursued cost reductions through rigorous fixed-cost management and worked to improve profitability.」

「These measures primarily use the sites and facilities of existing stores. Compared with opening new stores, this enables us to limit initial investment and expand the measures while monitoring the effectiveness of the investment. In the fiscal year ending March 2021, the effects of these investments gradually began to emerge. By continuing to invest in the fiscal year ending March 2022, we will further strengthen our ability to capture demand for prepared meals.」

「Against this economic backdrop, our group is seeking to transform itself from a dine-in-focused foodservice business into an integrated food company. We are implementing measures such as increasing the proportion of sales from the prepared-meal sector, including delivery and takeaway, and strengthening corporate sales.」

「In the ramen business, we implemented measures including sales of the new takeaway menu "幸弁" (幸楽苑弁当), takeaway versions of store menus, taxi delivery, the launch of our own delivery service, the introduction of drive-through service and the expanded rollout of breakfast menus.」

「Against this economic backdrop, our group is seeking to transform itself from a dine-in-focused foodservice company into an integrated food company. We are implementing measures such as increasing the proportion of sales from the prepared-meal sector, including delivery and takeaway, and strengthening corporate sales.」

「We regard this situation as an opportunity to change our management policy. To adapt to changes in customers' lifestyles, we will rapidly develop the necessary infrastructure and shift our business portfolio toward the prepared-meal sector. With both the post-COVID and with-COVID environments in mind, we will seek to transform ourselves into an integrated food company rather than remain solely a dine-in foodservice operator, by developing new sales formats, reviewing our store operating structure and reforming head-office operations.」