Fundamental overhaul of the management control system and decision-making process
First written in FY2018. 8 of 11 entries say "Advanced", first in FY2020-Q3. Latest entry: 2026-05-13.
No other company in this theme has enough history to compare yet.
- FY2025AdvancedAnnual report
「We will rebuild the network and systems connecting headquarters, factories and more than 300 stores so that customers can enjoy meals whenever they wish, without stockouts.」
Reform of management control, supply and store operations has been translated into the rebuilding of the network and systems connecting headquarters, factories and more than 300 stores. - FY2025-H1AdvancedAnnual report
「In this context, we concluded that reviewing the Group's organisational structure and accelerating decision-making were necessary to invigorate personnel exchanges within the Group and enable business initiatives to be implemented promptly at stores. We will absorb our wholly owned subsidiary KOURAKUEN CORPORATION through a merger and integrate the management structure, thereby pursuing greater management efficiency and working to enhance corporate value.」
The company specifically implemented a review of its organisational structure through the absorption merger of its wholly owned subsidiary, accelerated decision-making, and integrated the management structure as part of a reconstruction of management control and decision-making processes. - FY2023RestatedAnnual report
「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.」
The company continues to pursue its policy of transforming itself into a comprehensive food company, including reform of store operations and headquarters functions. - FY2022AdvancedAnnual report
「Against this economic backdrop, the Group has been pursuing measures such as increasing the proportion of sales generated by the food-away-from-home segment, including delivery and takeout, and promoting cashless payments by expanding stores accepting credit-card payments and introducing contactless payments using various forms of electronic money, with the aim of transforming itself from a dine-in-focused foodservice operator into a comprehensive food company leveraging DX (digital transformation).」
Operational reform and digitalisation have been translated into DX, expanded food-away-from-home sales, and contactless payments using credit cards and electronic money. - FY2021AdvancedAnnual report
「Against this economic backdrop, the Group has been pursuing measures such as increasing the proportion of sales generated by the food-away-from-home segment, including delivery and takeout, and converting its business to SBR Tech, with the aim of transforming itself from a dine-in-focused foodservice operator into a comprehensive food company that leverages digital technology.」
The company has explicitly added the use of digital technology and the conversion to SBR Tech to its management control and operational reform agenda, and is advancing the digitalisation of food-away-from-home sales and store operations. - FY2020AdvancedAnnual report
「Specifically, the company has pursued initiatives to reduce fixed costs and lower the break-even point, examined ways to improve the efficiency of store operations through the introduction of tablets and an SI system, and strategically withdrawn from unprofitable stores.」
For management control and operational reform, the company additionally specified concrete measures, including fixed-cost reductions, tablet adoption, implementation of an SI system, more efficient store operations, and withdrawal from unprofitable stores. - FY2020-Q3AdvancedAnnual report
「The company plans to promote measures at headquarters to make operations more transparent and systematized, further reduce head-office expenses, and reform operations relating to budget-versus-actuals management.」
The company added specific measures for management control and operational reform, including making operations more transparent and systematized, reducing head-office expenses and managing budgets versus actual results. - FY2019-Q1RestatedAnnual report
「To renew decision-making processes for investment, including store openings, and sales strategies, the company will fundamentally review its management control system and strengthen its management framework by reviewing operations that depend on individual employees.」
The company continues to pursue the renewal of decision-making processes for investment and sales strategies, the review of its management control system and the review of operations that depend on individual employees as response measures. - FY2018First statedAnnual report
「To renew decision-making processes for investment, including store openings, and sales strategies, the company will fundamentally review its management control system and strengthen its management framework by reviewing operations that depend on individual employees.」
The company first presented, as separate specific measures under the reconstruction of its management control system, the renewal of decision-making processes for investment and sales strategies and the review of operations that depend on individual employees.