Focus on the market for slightly special occasions
First written in FY2019. 1 of 3 entries say "Reframed", first in FY2022. Latest entry: FY2023.
No other company in this theme has enough history to compare yet.
- FY2023RestatedAnnual report
「We aim to achieve sustainable, stable growth by developing these 2 markets as the two pillars of our business, enabling us to respond to future changes in economic conditions and lifestyles.」
The Company continues to present a market structure built around the “slightly special-occasion market” and the “everyday dining market” as its two pillars. - FY2022ReframedAnnual report
「The Company has focused on the “slightly special-occasion market” and pursued differentiation from competitors, but going forward will also target the “everyday dining market” to secure stable revenue even as the economic environment changes.」
The strategy was restructured from a focus on the existing “slightly special-occasion market” to an approach covering multiple markets, including the everyday dining market. - FY2019First statedAnnual report
「In Chinese cuisine, we are differentiating ourselves from competitors by targeting the “slightly special-occasion market” that we have defined, with an average spend per customer of ¥1,500–¥3,000 and usage of approximately once a month.」
The Company also identifies menus and operating procedures tailored to specific uses, such as family dining, the homemaker segment and banquet functions, as differentiating factors.