Becoming a Solutions Partner Through the Medium-Term Management Plan “Achieve2020”
First written in FY2017. 6 of 17 entries say "Restated". Latest entry: FY2021.
The whole theme swung hardest in 2021: 17 of 77 companies on the "Worse" side.
- FY2021Concluded with Final-Year Targets UnmetAnnual report
「In the consolidated fiscal year under review, the final year of the previous Medium-Term Management Plan Achieve2020 (4 years: 1 March 2017 to 28 February 2021), the group pursued management with the goal of achieving revenue of ¥51.5 billion and ordinary profit of ¥1.5 billion. In the latter half of the 4-year period, the group was significantly affected by deteriorating business conditions amid US-China trade friction and the stagnation of economic activity caused by the global spread of COVID-19. As a result, group performance deteriorated, and the final-year targets for both revenue and profit were not achieved.」
Achieve2020 ended its final year, and the company explicitly stated that neither the ¥51.5 billion revenue target nor the ¥1.5 billion ordinary profit target was achieved. - FY2021-Q3Partial Implementation of Second-Half Measures Under RestrictionsAnnual report
「Against this backdrop, the group had planned to steadily implement priority measures centered on “local presence,” “specialist expertise” and “face-to-face sales” in the final year of the Medium-Term Management Plan Achieve2020. However, in the first half, it was unable to conduct sufficient sales activities because sales staff refrained from visiting customers to prevent infections and exhibitions and seminars were cancelled. In the second half, while some activities remained restricted, the group worked to prevent infections and continued to expand sales of infection-control products, hold business meetings using web-conferencing systems, and conduct seminars on measurement.」
For the final-year priority measures, the group was unable to conduct sufficient sales activities in the first half, while in the second half it implemented infection-control measures, expanded sales of infection-control products, held business meetings via web conferencing, and conducted measurement seminars despite restrictions on some activities. - FY2021-Q1SoftenedAnnual report
「Against this backdrop, the group had planned to steadily implement priority measures centered on “local presence,” “specialist expertise” and “face-to-face sales” in the final year of the Medium-Term Management Plan Achieve2020. However, it was unable to conduct sufficient sales activities because sales staff refrained from visiting customers to prevent infections and exhibitions and seminars were cancelled.」
Although the group continued to set out the priority measures for the final year of Achieve2020, it was unable to conduct sufficient sales activities because infection-control measures led to restrictions on customer visits and the cancellation of exhibitions and seminars. - FY2021-Q1SoftenedAnnual report
「Against this backdrop, the group had planned to steadily implement priority measures centered on “local presence,” “specialist expertise” and “face-to-face sales” in the final year of the Medium-Term Management Plan Achieve2020. However, it was unable to conduct sufficient sales activities because sales staff refrained from visiting customers to prevent infections and exhibitions and seminars were cancelled.」
Although the group continued to set out the priority measures for the final year of Achieve2020, it was unable to conduct sufficient sales activities because infection-control measures led to restrictions on customer visits and the cancellation of exhibitions and seminars. - FY2020SoftenedAnnual report
「The company had set targets of ¥51.5 billion in revenue and ¥1.5 billion in ordinary profit for fiscal 2020, the final year of the Medium-Term Management Plan Achieve2020 launched in fiscal 2017, but has left the targets undecided because the outlook is uncertain due to the impact of the COVID-19 pandemic.」
The fiscal 2020 final-year targets of ¥51.5 billion in revenue and ¥1.5 billion in ordinary profit under Achieve2020 were left undecided because of the uncertain outlook resulting from the COVID-19 pandemic. - FY2020-Q3RestatedAnnual report
「Against this backdrop, in the third year of the Medium-Term Management Plan Achieve2020, the group steadily implemented priority measures centered on “local presence,” “specialist expertise” and “face-to-face sales,” while promoting activities under the theme “Take on New Challenges!” led mainly by the sales division. It also promoted its local presence by establishing the South Tokyo Branch, began full-scale development of a core system to improve profitability and productivity, and worked to develop its sales infrastructure.」
In the third year of Achieve2020, the company continued its focus on local presence, specialist expertise, face-to-face sales and “Take on New Challenges!” It also continued to report on the establishment of the South Tokyo Branch and the full-scale launch of core-system development. - FY2020-Q2AdvancedAnnual report
「Against this backdrop, in the third year of the Medium-Term Management Plan Achieve2020, the group steadily implemented priority measures centered on “local presence,” “specialist expertise” and “face-to-face sales,” while promoting activities under the theme “Take on New Challenges!” led mainly by the sales division. It also promoted its local presence by establishing the South Tokyo Branch, began full-scale development of a core system to improve profitability and productivity, and worked to develop its sales infrastructure.」
In the third year of Achieve2020, the company continued the existing priority measures, launched full-scale development of its core system, and made concrete progress in developing its sales infrastructure. - FY2020-Q1AdvancedAnnual report
「Against this backdrop, in the third year of the Medium-Term Management Plan Achieve2020, the group steadily implemented priority measures centered on “local presence,” “specialist expertise” and “face-to-face sales,” while promoting activities under the theme “Take on New Challenges!” led mainly by the sales division. It also promoted its local presence by establishing the South Tokyo Branch in March.」
Achieve2020 progressed from its second to its third year, with the priority measures and “Take on New Challenges!” continuing. In addition to activities led mainly by the sales division, the group established the South Tokyo Branch. - FY2019RaisedAnnual report
「The company has set targets of ¥51.5 billion in revenue and ¥1.5 billion in ordinary profit for fiscal 2020, the final year of the Medium-Term Management Plan Achieve2020 launched in fiscal 2017. The revenue target was changed from the initial ¥50 billion to ¥51.5 billion, taking into account the fact that fiscal 2018 results reached the final-year target and the fiscal 2019 earnings outlook, among other factors.」
For the final-year targets of Achieve2020, the revenue target was changed from ¥50 billion to ¥51.5 billion. The ordinary profit target remains ¥1.5 billion. - FY2019-Q3RestatedAnnual report
「Against this backdrop, in the second year of the Medium-Term Management Plan Achieve2020, we steadily implemented priority measures centered on “local presence,” “specialist expertise” and “face-to-face sales,” while promoting activities under the theme “Take on New Challenges!” led mainly by the sales division and project teams.」
In the second year of Achieve2020, the company continued activities centered on local presence, specialist expertise, face-to-face sales and new challenges. - FY2019-Q2RestatedAnnual report
「Against this backdrop, in the second year of the Medium-Term Management Plan Achieve2020, we steadily implemented priority measures centered on “local presence,” “specialist expertise” and “face-to-face sales,” while promoting activities under the theme “Take on New Challenges!” led mainly by the sales division and project teams.」
In the second year of Achieve2020, the company continued activities centered on local presence, specialist expertise, face-to-face sales and new challenges. - FY2019-Q1AdvancedAnnual report
「Against this backdrop, in the second year of the Medium-Term Management Plan Achieve2020, we steadily implemented priority measures centered on “local presence,” “specialist expertise” and “face-to-face sales,” while promoting activities under the theme “Take on New Challenges!” led mainly by the sales division and project teams.」
Achieve2020 progressed from its first to its second year, with activities under the theme “Take on New Challenges!” promoted mainly by the sales division and project teams in addition to the existing priority measures. - FY2018RestatedAnnual report
「From fiscal 2017, we launched the Medium-Term Management Plan Achieve2020 (1 March 2017 to 28 February 2021) under the slogan “Take on New Challenges!” Over these 4 years, we will further strengthen sales of our core cutting tools, while pursuing various initiatives to expand sales in related fields, including measurement equipment, industrial equipment and machine tools. We aim to become a company that customers rely on and choose as their solution partner for machine tools.」
The company reiterated its policy of continuing Achieve2020 over 4 years and seeking to become a solution partner by expanding sales of cutting tools and related products. - FY2018-Q3RestatedAnnual report
「Against this backdrop, as the first year of the medium-term management plan “Achieve2020,” the company steadily implemented priority measures centered on close ties with local communities, expertise and face-to-face sales.」
In the first year of Achieve2020, the company continues to implement priority measures centered on close ties with local communities, expertise and face-to-face sales. - FY2018-Q2RestatedAnnual report
「Against this backdrop, as the first year of the medium-term management plan “Achieve2020,” the company steadily implemented priority measures centered on close ties with local communities, expertise and face-to-face sales.」
In the first year of Achieve2020, the company continues to implement priority measures centered on close ties with local communities, expertise and face-to-face sales. - FY2018-Q1AdvancedAnnual report
「Against this backdrop, as the first year of the medium-term management plan “Achieve2020,” the company steadily implemented priority measures centered on close ties with local communities, expertise and face-to-face sales.」
In the first year of Achieve2020, the company implemented priority measures centered on close ties with local communities, expertise and face-to-face sales. - FY2017First statedAnnual report
「Beginning in fiscal 2017, the company launched the four-year medium-term management plan “Achieve2020,” covering 1 March 2017 to 28 February 2021, under the slogan “Take on New Challenges!” During the four years, it will further refine sales of its main product, cutting tools, while pursuing various initiatives and expanding sales in related fields such as measurement, industrial equipment and machine tools, with the aim of becoming a company that customers rely on and choose as their solution partner for machine tools.」
The company launched a new four-year medium-term management plan and aims to become a solution partner for machine tools chosen by customers by expanding sales of cutting tools and related products and services.