Building Sales Infrastructure Through Local Engagement and Information Infrastructure
First written in FY2017. 15 of 22 entries say "Advanced", first in FY2018-Q1. Latest entry: FY2027-H1.
The whole theme swung hardest in 2017: 2 of 7 companies on the "Worse" side.
6 other companies' latest entry also says "Advanced".
- FY2027-H1AdvancedAnnual report
「During the current interim consolidated accounting period, we upgraded the Kobe Office to the Hyogo Branch in March to strengthen our sales structure.」
As part of efforts to develop our sales infrastructure and regional locations, we upgraded the Kobe Office to the Hyogo Branch and strengthened our sales structure. - FY2026-H1AdvancedAnnual report
「At the same time, the company enhanced its inventory lineup and expanded sales channels, while promoting the use of the sales support system introduced last year.」
For the development of the sales infrastructure, the company promoted the use of the sales support system introduced last year and also expanded its inventory lineup and sales channels. - FY2025-H1RestatedAnnual report
「In March, the Company established a Gifu office to further improve services in the Chubu region.」
The company reconfirmed the establishment of the Gifu Office as part of developing regional sites and the sales infrastructure. - FY2025-Q1AdvancedAnnual report
「In March, the Company established a Gifu office to further improve services in the Chubu region.」
As part of developing the sales infrastructure and regional sites, the company established the Gifu Office in March to improve services. - FY2023AdvancedAnnual report
「February 2023 Keihin Office opened in Ota-ku, Tokyo.」
As part of developing sales sites to promote local engagement, the company established the Keihin Office in Ota-ku, Tokyo. - FY2023-Q3RestatedAnnual report
「The company strengthened its inventory lineup by expanding inventory to improve the convenience of NICE-NET and avoid lost opportunities, among other objectives.」
The company continued to strengthen inventory and its product lineup to improve the convenience of the sales infrastructure and avoid lost opportunities. - FY2023-Q2RestatedAnnual report
「The company strengthened its inventory lineup by expanding inventory to improve the convenience of NICE-NET and avoid lost opportunities, among other objectives.」
The company continued to strengthen inventory and its product lineup across the sales infrastructure, including the new core system and NICE-NET, to improve convenience and avoid lost opportunities. - FY2022AdvancedAnnual report
「To strengthen the business foundation with a view to medium- to long-term corporate growth, the company expanded its inventory and pursued secondary development to improve the functionality of the new core system, which went live in June 2021, and NICE-NET, its ordering and procurement system.」
The company brought the new core system online in June 2021 and pursued secondary development to improve the functionality of its ordering, procurement and operational infrastructure, including NICE-NET. - FY2022-Q3AdvancedAnnual report
「In addition, to strengthen the business foundation with a view to medium- to long-term corporate growth, the company continued to expand its inventory and pursued secondary development to improve the functionality of the new core system, which went live in June 2021.」
The new core system went live in June 2021, and the company moved into the phase of pursuing secondary development to improve its functionality. - FY2022-Q2AdvancedAnnual report
「In addition, to strengthen the business foundation for medium- to long-term corporate growth, the company expanded its inventory and, from the second quarter of the fiscal year under review, renewed its core system to improve operational efficiency and productivity.」
From the second quarter of the fiscal year under review, the company implemented a renewal of its core system aimed at improving operational efficiency and productivity. It progressed from developing the existing core system and sales infrastructure to the specific renewal phase. - FY2021Completion of the Core System Project DelayedAnnual report
「Filing company Head office (Kita-ku, Tokyo) — Core system 898 821 Internal funds April 2019 July 2021」
The core system had total investment of ¥898 million and payments made to date of ¥821 million, with the scheduled completion date changed from February 2021 to July 2021. - FY2020AdvancedAnnual report
「As described in “III. Property, Plant and Equipment, 3. Plans for the Construction and Disposal of Property, Plant and Equipment, etc.,” the company’s planned major capital expenditure is the cost of developing its core system, and it plans to finance this expenditure through borrowings from financial institutions.」
The company described the capital expenditure plan for the core system: total investment of ¥870 million, payments made to date of ¥284 million, work commencing in April 2019, and completion scheduled for February 2021. - FY2020-Q3RestatedAnnual report
「The company also promoted local engagement by establishing the South Tokyo Branch, fully launched development of its core system to improve profitability and productivity, and worked to develop the sales infrastructure.」
The company continued to describe the development of the sales infrastructure through the establishment of the South Tokyo Branch and the full-scale launch of core-system development. - FY2020-Q2AdvancedAnnual report
「The company also promoted local engagement by establishing the South Tokyo Branch, fully launched development of its core system to improve profitability and productivity, and worked to develop the sales infrastructure.」
In addition to establishing the South Tokyo Branch, the company fully launched development of its core system to improve profitability and productivity and proceeded to develop the sales infrastructure. - FY2020-Q1AdvancedAnnual report
「The company also promoted local engagement, including by establishing the South Tokyo Branch in March.」
As part of developing sales sites to promote local engagement, the company established the South Tokyo Branch. - FY2019AdvancedAnnual report
「As described in “III. Property, Plant and Equipment, 3. Plans for the Construction and Disposal of Property, Plant and Equipment, etc.,” the company’s planned major capital expenditure is the cost of developing its core system, and it plans to finance this expenditure through borrowings from financial institutions.」
The company put the development of its information infrastructure into concrete terms, investing a total of ¥870 million in the core system, with work scheduled to begin in April 2019 and be completed in February 2021. - FY2018AdvancedAnnual report
「In March, the company established the Nagoya Third Branch, and in January it promoted local engagement by relocating the North Tohoku Branch.」
In addition to establishing the Nagoya Third Branch, the company relocated the North Tohoku Branch and proceeded to develop sales sites to promote local engagement. - FY2018-Q3RestatedAnnual report
「In March, the company established the Nagoya Third Branch to promote local engagement and changed the Chubu Sales Department from a 4-branch structure to a 5-branch structure.」
As specific measures to promote local engagement, the company continued to describe the establishment of the Nagoya Third Branch and the change to a 5-branch structure for the Chubu Sales Department. - FY2018-Q1AdvancedAnnual report
「In March, the company established the Nagoya Third Branch to promote local engagement and changed the Chubu Sales Department from a 4-branch structure to a 5-branch structure.」
As a specific measure to promote local engagement, the company established the Nagoya Third Branch and expanded the Chubu Sales Department from 4 branches to a 5-branch structure. - FY2017First statedAnnual report
「(3) Developing the sales infrastructure ① Promoting local engagement ② Developing the information infrastructure」
The company identified promoting local engagement and developing the information infrastructure as measures to strengthen the sales infrastructure.