Improving Existing Restaurants and Creating Opportunities for Customer Visits

「Despite these negative factors, higher average spend per customer supported revenue, and Restaurant Division revenue increased 4.2% year on year to ¥11,022 million.」

「最上のおもてなしの質を維持・向上するため、コース内容やサービス料を含む価格体系の見直しや、運営体制の適正化にも取り組みました。」

「As part of efforts to improve customer satisfaction, some stores reviewed their courses and prices, resulting in higher average spend per customer. In addition, we revised the service charge from July 2025 to maintain and improve the quality of the venue and customer service, which has also contributed to higher average spend per customer as part of our efforts to increase the value of the "Ukai experience."」

「As a result of these operating activities, average spend per customer increased, but customer traffic declined from the previous fiscal year due to the subsiding post-COVID surge in demand and the closure of うかい竹亭 at the end of November 2024 because of the aging of the property.」

「In the post-COVID period, as people’s dining needs continued to diversify, we also accelerated our pursuit of the highest level of hospitality. Under a policy of remaining a one-of-a-kind restaurant that provides higher-quality cuisine and more attentive service than before by concentrating staff and time on each party and each individual customer, we reviewed regular closing days and business hours and revised course structures and prices. As a result of these operating activities, average spend per customer increased, but customer traffic declined year on year as the post-COVID surge in demand subsided, among other factors.」

「In the post-COVID period, we also accelerated our pursuit of the highest level of hospitality. Under a policy of remaining a one-of-a-kind restaurant that provides higher-quality cuisine and more attentive service than before by concentrating staff and time on each party and each individual customer, we expanded regular closing days at some stores from April 2023, substantially increasing the number of stores closed 2 days a week, and revised course structures and prices.」

「In the post-COVID period, we also accelerated our pursuit of the highest level of hospitality. Under a policy of remaining a one-of-a-kind restaurant that provides higher-quality cuisine and more attentive service than before by concentrating staff and time on each party and each individual customer, we expanded regular closing days at some stores from April 2023, substantially increasing the number of stores closed 2 days a week, and revised course structures and prices. As a result of these operating activities, average spend per customer increased, while customer traffic remained solid compared with the same period of the previous fiscal year.」

「In the post-COVID period, we also accelerated our pursuit of the highest level of hospitality. Under a policy of remaining a one-of-a-kind restaurant that provides higher-quality cuisine and more attentive service than before by concentrating staff and time on each party and each individual customer, we expanded regular closing days at some stores from April 2023, substantially increasing the number of stores closed 2 days a week, and revised course structures and prices. As a result of these operating activities, average spend per customer increased, while customer traffic remained solid compared with the same period of the previous fiscal year.」

「Since the previous fiscal year, we have also been pursuing the highest level of hospitality. Under a policy of remaining a one-of-a-kind restaurant that provides higher-quality cuisine and more attentive service than before by concentrating staff and time on each party and each individual customer, we expanded regular closing days at some stores from April 2023, substantially increasing the number of stores closed 2 days a week, and revised course structures and prices. As a result of these operating activities, average spend per customer increased due to the effect of price revisions, while customer traffic remained solid compared with the same period of the previous fiscal year.」

「With a view to the post-COVID period, we implemented phased revisions to course prices from April 2022, tailored to the characteristics of each store and its menu structure, with the aim of enhancing services such as customer hospitality and improving the in-store environment to increase the value customers derive from visiting our restaurants.」

「As people began to return to the streets following the easing of restrictions on movement after all priority preventive measures were lifted in March 2022, the Restaurant Division conducted promotional activities that leveraged the distinctive characteristics of each brand and store, after implementing measures to prevent the spread of COVID-19 so that customers could use our restaurants with confidence, and worked to attract customers. With a view to the post-COVID period, we revised course prices, except at some stores, from April of the same year to enhance services such as customer hospitality and improve the in-store environment, with the aim of increasing the value customers derive from visiting our restaurants.」

「With a view to the post-COVID period, we revised course prices, except at some stores, to enhance services such as customer hospitality and improve the in-store environment, with the aim of increasing the value customers derive from visiting our restaurants.」

「At 表参道うかい亭, we operated "Salon de Terrace Omotesando" on weekdays for a limited period from April through October 2021, allowing customers to enjoy a leisurely meal on the open-air terrace and offering a new experience distinct from teppany cuisine. At とうふ屋うかい 鷺沼店, we also created a new space in part of the restaurant called "Saryo Harumachizaka" from June of the same year and began offering the weekday-lunch-only "Hanayagu Komachi Gozen" boxed meal and "Rich Special Pancake Set," among other initiatives to make the restaurants easier to use casually.」

「At 表参道うかい亭, we operated "Salon de Terrace Omotesando" on weekdays for a limited period from April through October 2021, allowing customers to enjoy a leisurely meal on the open-air terrace and offering a new experience distinct from teppany cuisine. At とうふ屋うかい 鷺沼店, we also created a new space in part of the restaurant called "Saryo Harumachizaka" from June of the same year and began offering the weekday-lunch-only "Hanayagu Komachi Gozen" boxed meal and "Rich Special Pancake Set," among other initiatives to make the restaurants easier to use casually. In addition, as in the previous fiscal year, we conducted the "UKAI-HOPPING CAMPAIGN," enabling customers to visit different restaurants within the group, and rolled out limited-time quick dinner courses at some stores that allowed customers to enjoy a full-course meal in a short period, thereby creating opportunities for visits during the COVID-19 pandemic.」

「At 表参道うかい亭, we began operating "Salon de Terrace Omotesando" on weekdays from April, allowing customers to enjoy a leisurely meal on the open-air terrace and offering a new experience distinct from teppany cuisine. At とうふ屋うかい 鷺沼店, we also created a new space in part of the restaurant called "Saryo Harumachizaka" and began offering the weekday-lunch-only "Hanayagu Komachi Gozen" boxed meal and "Rich Special Pancake Set," among other initiatives to make the restaurants easier to use casually. In addition, as in the previous year, we conducted the "UKAI-HOPPING CAMPAIGN," enabling customers to visit different restaurants within the group, and rolled out limited-time special courses at some stores that allowed customers to enjoy a restaurant meal in a short period, thereby creating opportunities for visits during the COVID-19 pandemic.」

「At 表参道うかい亭, we began operating a lunch and café on weekdays from April, making use of the open-air terrace seating. At とうふ屋うかい 鷺沼店, we also created a new space in part of the restaurant called "Saryo Harumachizaka" and began offering the weekday-lunch-only "Hanayagu Komachi Gozen" boxed meal, among other initiatives to make the restaurants easier to use casually. In addition, at 6 うかい亭 restaurants, we introduced the "Quick Steak Dinner Course" in May as a new service, allowing customers with limited time or those wishing to enjoy a restaurant meal in a short period to dine in 1 hour, thereby creating opportunities for visits during the COVID-19 pandemic.」

「Focusing on individual customers, who were the first to show signs of recovery, we introduced menus at new price points to make it easier for customers who had never used our stores to visit. In September, we launched an initiative titled the "UKAI-HOPPING CAMPAIGN," enabling customers to visit different restaurants within the group and creating opportunities for repeat visits. We also actively participated in the government-led Go To campaign program to capture demand and worked to achieve an early recovery in business performance.」

「Focusing on individual customers, who were the first to show signs of recovery, we introduced menus at new price points that would make it easier for customers who had never visited our stores to use them. In September, we also launched an initiative titled the "UKAI-HOPPING CAMPAIGN," enabling customers to visit different restaurants within the group, thereby creating further opportunities for visits.」

「With regard to the urgent task of strengthening customer acquisition at suburban stores, we intend to attract customers by rediscovering the appeal each store has cultivated and continuing to communicate that appeal.」

「Under the themes of "refining the brand" and "communicating the brand," we are developing and introducing new menus at some stores as part of our efforts to create new appeal, enabling customers visiting our stores for the first time to enjoy them with ease. In April 2019, we introduced the "Irori Charcoal-Grilled Chicken Course" at うかい鳥山, allowing customers to enjoy charcoal grilling themselves. In June of the same year, we introduced the "Miraku Course" at とうふ屋うかい 大和田店, offering seasonal flavors. We are working to attract customers by communicating information about these offerings broadly.」

「Under the themes of "refining the brand" and "communicating the brand," we are developing and introducing new menus at some stores as part of our efforts to create new appeal, enabling customers visiting our stores for the first time to enjoy them with ease. In April 2019, we introduced the "Irori Charcoal-Grilled Chicken Course" at うかい鳥山, allowing customers to enjoy charcoal grilling themselves. In June of the same year, we introduced the "Miraku Course" at とうふ屋うかい 大和田店 on a limited-time basis, offering the flavors of summer. We are working to attract customers by communicating information about these offerings broadly.」

「As one such initiative, we will seek to rediscover the appeal of うかい鳥山, which will celebrate its 55th anniversary in December 2019. We will reassess the historical value cultivated by the founding restaurant, including its convenient location approximately one hour from Shinjuku, its satoyama landscape and its traditional Gassho-style architecture from Gokayama in Etchu. We will strengthen the restaurant's ability to communicate its appeal through social media and collaboration with travel agencies, among other initiatives, and work to attract new customers as well as existing customers.」

「In the Japanese and Western food businesses, we continually refine our spaces, cuisine and services to meet diversifying customer needs. We also propose initiatives and events that draw on the distinctive appeal of each store, as well as seasonal menus, to create ongoing opportunities for visits and acquire new customers. During the third quarter, existing stores struggled as customer traffic declined, primarily because customer attraction remained sluggish, in addition to the effects of the introduction and expansion of regular closing days and changes to operating hours at some stores. However, sales increased year on year, supported by contributions from the new stores Roppongi Ukai-tei and Roppongi kappou ukai.」

「In the Japanese and Western food businesses, we continually refine our spaces, cuisine and services to meet diversifying customer needs. We also propose initiatives and events that draw on the distinctive appeal of each store, as well as seasonal menus, to create ongoing opportunities for visits and acquire new customers. During the second quarter, existing stores struggled because customer traffic declined, partly due to the introduction and expansion of regular closing days and changes to operating hours at some stores. However, sales increased year on year, supported by contributions from Roppongi Ukai-tei and Roppongi kappou ukai.」

「In the Japanese and Western food businesses, we continually refine our spaces, cuisine and services to meet diversifying customer needs. We also propose initiatives and events that draw on the distinctive appeal of each store, as well as seasonal menus, to create ongoing opportunities for visits and acquire new customers. During the first quarter, existing stores struggled because the introduction of regular closing days and changes to operating hours at some stores reduced the number of operating days and operating hours. However, sales increased year on year, supported by contributions from Roppongi Ukai-tei and Roppongi kappou ukai.」

「Under “Enhancing existing stores,” the company is refining and strengthening its spaces, cuisine and services every day while carrying forward its founding spirit, because steady growth at existing stores is what makes new store openings possible. Many existing stores require maintenance because of their age, so the company carried out facility renovations using regular closing days, according to the conditions at each store. To secure and develop human resources, it also strengthened recruitment activities, mainly for regular hires, and expanded training.」

「In the Japanese and Western food businesses, we continually refine our spaces, cuisine and services to meet diversifying customer needs so that customers can experience joy and inspiration and want to visit again. We also hold initiatives and events that draw on the distinctive appeal of each store and promptly propose seasonal menus to create ongoing opportunities for visits. As a result of these activities, customer traffic and average spend per customer at existing stores both exceeded the previous year and performed steadily.」

「The business division continually refines its cuisine, spaces and services through day-to-day operations so that customers can experience joy and inspiration and want to visit again. It also holds initiatives and events that draw on the distinctive appeal of each store and promptly proposes seasonal menus to customers in order to create opportunities for visits. As a result of these activities, both customer traffic and average spend per customer at existing stores performed steadily.」

「The business division continually refines its cuisine, spaces and services through day-to-day operations so that customers can experience joy and inspiration and want to visit again. It also holds initiatives and events that draw on the distinctive appeal of each store and promptly proposes seasonal menus to customers in order to create opportunities for visits. As a result of these activities, both customer traffic and average spend per customer at existing stores performed steadily.」

「We regard the stable growth of existing stores and the penetration of our brand as the pillars of the company and as essential to future growth and higher brand value. We will continue to refine and strengthen both the physical and service aspects of our stores.」

「In the food-service business, we actively propose initiatives and events that draw on the distinctive appeal of each store, as well as seasonal menus, in an effort to create ongoing opportunities for visits. During the cumulative first 3 quarters, the number of operating days declined year on year due to the expanded introduction of regular closing days, and customer traffic fell as a result of typhoons, prolonged rain and other adverse weather conditions. However, higher average spend per customer resulting from reviews of menu offerings and prices contributed to sales.」

「In the food-service business, we actively propose initiatives and events that draw on the distinctive appeal of each store, as well as seasonal menus, in an effort to create ongoing opportunities for visits. During the cumulative first half, the number of operating days declined year on year due to the expanded introduction of regular closing days, and customer traffic fell as a result of typhoons, prolonged rain and other adverse weather conditions. However, higher average spend per customer resulting from reviews of menu offerings and prices contributed to sales.」

「In the food-service business, with a view to the medium- to long-term growth of existing stores, we held events and developed initiatives that drew on each store’s distinctive characteristics to create opportunities for visits. To further improve the working environment, we expanded the introduction of regular closing days from March 2016, increasing the number of stores where they were implemented. From April of the same year, we also revised menu offerings and prices to maintain the high quality customers seek and provide more appealing cuisine.」

「The company has adopted the store philosophy “Building stores that last 100 years” and has carefully developed each store it has opened based on the desire to “bring joy and inspiration to our customers.” We regard the stable growth of existing stores and the penetration of our brand as the pillars of the company and as essential to future growth and higher corporate value. We will continue to refine and strengthen both the physical and service aspects of our stores.」