Revitalizing Existing Stores to Become the Leading Retailer in Each Region
First written in FY2016. 20 of 26 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2020: 1 of 7 companies on the "Worse" side.
2 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「Against this backdrop, the Company positioned the fiscal year as a period devoted to strengthening the competitiveness of its existing formats for future growth, and concentrated management resources on strengthening its most numerous format, the Jinbei Taro popular sushi tavern. Specifically, the Company introduced a new core menu designed to both optimize the cost ratio and reduce the operational burden, and sought to differentiate menus to reflect the preferences of customers in each area, while working to strengthen the brand's competitiveness by improving service quality.」
The existing-store revitalization policy has been translated into concentrating management resources on the now most numerous Jinbei Taro format, introducing a new core menu, differentiating menus by region, and improving service quality. - 2026-08-13AdvancedEarnings
「We positioned this period as one focused on strengthening the competitiveness of our existing formats for future growth and concentrated management resources on strengthening the format of Jinbei Taro, our largest format, a casual sushi bar and izakaya.」
The policy of revitalizing existing stores and formats has taken concrete form in concentrating management resources on Jinbei Taro, now the company’s largest format, and strengthening its competitiveness. - FY2026-H1RestatedAnnual report
「In our store strategy, in addition to improving operations at existing stores, we are strengthening our core brands and improving profitability in light of local characteristics and demand trends.」
The Group continues to improve operations at existing stores and strengthen its core brands and profitability. - FY2025AdvancedAnnual report
「In the fiscal year ending June 2025, we proceeded with the renovation of 7 stores, including format changes not included in the initial plan for the fiscal year.」
The policy of revitalizing existing stores and becoming the leading store in each local market has been translated into specific execution, including the renovation of 7 stores and format changes not included in the initial plan for the fiscal year. - FY2023-Q3RestatedAnnual report
「In addition, we will solidify the contribution to performance of the 5 stores whose formats were changed in the previous fiscal year and improve the efficiency of store resources by improving store operations.」
The Group states that it will continue to pursue the policy of revitalizing existing stores by solidifying the contribution to performance of the 5 stores whose formats were changed in the previous fiscal year and improving store operations. - FY2022RestatedAnnual report
「Specifically, we regard revitalizing existing stores as our top priority and are implementing QSC thoroughly and continuously to improve customer satisfaction, as well as using social media to increase the number of store visitors.」
The Group continues to pursue the policy of revitalizing existing stores and becoming the leading store in each local market, citing QSC and the use of social media as specific measures. - FY2022-Q2RestatedAnnual report
「The Group has sought to streamline store resources and revitalize existing stores by closing unprofitable stores, changing store formats, and reviewing store operations. Based on its management policy of becoming the leading store in each local market and to give back to customers for taking the trouble to visit our stores, it has strengthened the development and implementation of internal and external systems and training.」
The Group continues to pursue the policy of revitalizing existing stores and becoming the leading store in each local market through the closure of unprofitable stores, changes in store formats, and reviews of store operations. - FY2022-Q1RestatedAnnual report
「As stated in the notice regarding store closures and the recruitment of voluntary retirees released on 14 January 2021, the Group implemented its business restructuring largely as planned. It has reviewed store operations and strengthened QSC during the COVID-19 pandemic, conducted store audits and improvements, and built an internal information-sharing system. Based on its management policy of becoming the leading store in each local market, it has strengthened internal and external training to implement detailed initiatives for customers and give back to those who take the trouble to visit our stores.」
The Group continues to pursue the policy of becoming the leading store in each local market, describing its execution through store operations, QSC, store audits, information sharing, and training. - FY2021RestatedAnnual report
「In terms of sales strategy, we will conduct timely and diverse sales promotion activities from the perspective of customer satisfaction, leading to the acquisition of repeat customers. Through these measures, we will revitalize existing stores while progressively strengthening their sales capabilities, changing store formats, and renovating stores.」
The Group states that it will continue to revitalize existing stores while pursuing measures such as strengthening sales capabilities, changing store formats, and renovating stores in parallel. - FY2021-Q3RestatedAnnual report
「Meanwhile, based on its management policy of revitalizing existing stores and becoming the leading store in each local market, by reconfirming store operations through training and reviewing staff assignments」
The Group continues to pursue the policy of revitalizing existing stores and becoming the leading store in each local market, citing the reconfirmation of operations through training and the review of staff assignments as measures. - FY2021-Q2RestatedAnnual report
「The Group has sought to streamline store resources and revitalize existing stores by closing unprofitable stores, changing store formats, and reviewing store operations. Based on its management policy of becoming the leading store in each local market, it has strengthened QSC introduced last year.」
The Group continues to pursue the policy of revitalizing existing stores and becoming the leading store in each local market by closing unprofitable stores, changing store formats, reviewing operations, and strengthening QSC. - FY2020AdvancedAnnual report
「Based on its management policy of becoming the leading store in each local market, by strengthening QSC introduced last year」
The Group states that, in addition to its policy of revitalizing existing stores, it strengthened QSC introduced in the previous year. - FY2020-Q3Specific measures for existing stores during the pandemicAnnual report
「Specifically, in our core food-service business, although operations are being affected by measures to control infectious diseases, we will strengthen sales initiatives at existing stores and promote menu changes and other measures tailored to individual store conditions.」
In addition to its policy of revitalizing existing stores, the Group specifies stronger sales initiatives under measures to control infectious diseases and menu changes tailored to individual store conditions. - FY2020-Q1RestatedAnnual report
「Against this backdrop, the Group is implementing a detailed management improvement plan to revitalize existing stores and become the leading store in each local market, while actively identifying and promoting talent and giving back to customers for taking the trouble to visit our stores. Specifically, this is a five-year medium-term management plan, with the fiscal year ending June 2020 as its first year, which is currently underway. The Group is advancing projects under its three pillars: ① business strategy, ② organizational and personnel strategy, and ③ financial strategy, with their effects expected to emerge going forward.」
The Group states that it continues to pursue the policy of revitalizing existing stores and becoming the leading store in each local market, while advancing the projects under its five-year plan, with the fiscal year ending June 2020 as its first year. - FY2019RestatedAnnual report
「Against this backdrop, the Group has sought to streamline store resources and revitalize existing stores by reviewing its store-opening strategy, closing unprofitable stores, changing store formats, and reviewing store operations. Based on its management policy of becoming the leading store in each local market, it has identified and promoted new talent, while implementing detailed initiatives for customers to give back to those who take the trouble to visit our stores.」
The Group continues to pursue its management policy of revitalizing existing stores and becoming the leading store in each local market. - FY2019-Q2RestatedAnnual report
「Against this backdrop, the Group continues to close unprofitable stores and seek to revitalize existing stores through the effective use of management resources.」
The Group continues to revitalize existing stores by closing unprofitable stores and making effective use of management resources. - FY2019-Q1RestatedAnnual report
「Against this backdrop, the Group has continued to actively identify and promote talent and implement detailed initiatives to give back to customers for taking the trouble to visit our stores, based on its policy of revitalizing existing stores and becoming the leading store in each local market.」
The Group continues to pursue the policy of revitalizing existing stores and becoming the leading store in each local market, while identifying and promoting talent and implementing initiatives for store customers. - FY2018RestatedAnnual report
「Against this backdrop, the Group has sought to streamline store resources and revitalize existing stores by reviewing its store-opening strategy, closing unprofitable stores, changing store formats, and reviewing store operations. Based on its management policy of becoming the leading store in each local market, it has identified and promoted new talent, while implementing detailed initiatives for customers to give back to those who take the trouble to visit our stores.」
The Group continues to focus on revitalizing existing stores, becoming the leading store in each local market, identifying and promoting talent, and implementing initiatives for store customers. - FY2018-Q3RestatedAnnual report
「Against this backdrop, the Group has sought to improve the productivity of existing stores by closing unprofitable stores, streamlining management resources, rebuilding store operations, and reviewing its store-opening strategy. Based on its policy of becoming the leading store in each local market, it has newly promoted and actively identified talent, while implementing detailed initiatives for customers to give back to those who take the trouble to visit our stores.」
The Group continues to pursue higher productivity at existing stores and the goal of becoming the leading store in each local market, while closing unprofitable stores, streamlining management resources, rebuilding store operations, and reviewing its store-opening strategy. - FY2018-Q2RestatedAnnual report
「Against this backdrop, the Group has continued to provide thorough employee training and implement detailed initiatives to give back to customers for taking the trouble to visit our stores, based on its policy of revitalizing existing stores and becoming the leading store in each local market.」
The Group continues to pursue the policy of revitalizing existing stores and becoming the leading store in each local market, while providing employee training and implementing initiatives for store customers. - FY2018-Q1RestatedAnnual report
「Against this backdrop, the Group has continued to actively identify and promote talent and implement detailed initiatives to give back to customers for taking the trouble to visit our stores, based on its policy of revitalizing existing stores and becoming the leading store in each local market.」
The Group continues to pursue the policy of revitalizing existing stores and becoming the leading store in each local market, while identifying and promoting talent and implementing initiatives for store customers. - FY2017RestatedAnnual report
「Against this backdrop, the Group has sought to streamline store resources and revitalize existing stores by reviewing its store-opening strategy, closing unprofitable stores, changing store formats, and reviewing store operations. Based on its management policy of becoming the leading store in each local market, it has identified and promoted new talent, while implementing detailed initiatives for customers to give back to those who take the trouble to visit our stores.」
The Group continues to pursue the policy of revitalizing existing stores and becoming the leading store in each local market, while specifying measures such as closing unprofitable stores, changing store formats, and reviewing store operations. - FY2017-Q3RestatedAnnual report
「Against this backdrop, the Group has sought to improve the productivity of existing stores by reviewing its store-opening strategy, streamlining management resources, and rebuilding store operations. Based on its policy of becoming the leading store in each local market, it has newly promoted and actively identified talent, while implementing detailed initiatives to give back to customers for taking the trouble to visit our stores.」
The Group continues to pursue higher productivity at existing stores and the goal of becoming the leading store in each local market. Specific measures, including reviewing the store-opening strategy, streamlining management resources, and rebuilding store operations, are also listed. - FY2017-Q2RestatedAnnual report
「Against this backdrop, the Group has continued to provide thorough employee training and implement detailed initiatives to give back to customers for taking the trouble to visit our stores, based on its policy of revitalizing existing stores and becoming the leading store in each local market.」
The Group continues to pursue the policy of revitalizing existing stores and becoming the leading store in each local market, combining employee training with initiatives for store customers. - FY2017-Q1RestatedAnnual report
「Against this backdrop, the Group has continued to actively identify and promote talent and implement detailed initiatives to give back to customers for taking the trouble to visit our stores, based on its policy of revitalizing existing stores and becoming the leading store in each local market.」
The Group continues to focus on revitalizing existing stores, becoming the leading store in each local market, identifying and promoting talent, and implementing initiatives for store customers. - FY2016First statedAnnual report
「Against this backdrop, the Group has continued to actively identify and promote talent and implement detailed initiatives to thank customers for taking the trouble to visit our stores, based on its policy of revitalizing existing stores and becoming the leading store in each local market.」
The Company has adopted the revitalization of existing stores and the goal of becoming the leading store in each local market as its policy.