The five priority strategies under the Fourth Medium-Term Management Plan (final fiscal year ending August 2025)
First written in FY2022. 6 of 9 entries say "Restated". Latest entry: FY2025.
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- FY2025RestatedAnnual report
「In the final fiscal year of the Fourth Medium-Term Management Plan, we promoted the five key strategies toward achieving the plan: "Strengthening e-commerce," "Product demand arising from SDG promotion," "Products arising from experience-based consumption," "Product demand arising from inbound and outbound tourism," and "Strengthening in-house manufacturing in Japan,"」
As the final fiscal year of the Fourth Medium-Term Management Plan, the five key strategies continued to be promoted. - FY2025-H1RestatedAnnual report
「In the final fiscal year of the Fourth Medium-Term Management Plan, we promoted the five key strategies toward achieving the plan: "Strengthening e-commerce," "Product demand arising from SDG promotion," "Products arising from experience-based consumption," "Product demand arising from inbound and outbound tourism," and "Strengthening in-house manufacturing in Japan,"」
Upon entering the final fiscal year of the Fourth Medium-Term Management Plan, the five existing key strategies continued to be promoted. - FY2024ReframedAnnual report
「With respect to the Fourth Medium-Term Management Plan, based on the operating results for the first year, the fiscal year ended August 2023, we revised the target figures for the final fiscal year upward in October 2023. In addition, we reassessed the priorities of the five key strategies and changed the name "Product demand arising from reopening" to "Product demand arising from inbound and outbound tourism."」
The final-year targets under the Fourth Medium-Term Management Plan were revised upward, the priorities of the key strategies were reassessed, and the name of the demand theme was changed. - FY2024-Q2RestatedAnnual report
「Against this backdrop, the Group reviewed the priorities of the five key strategies set out in the Fourth Medium-Term Management Plan. During the current fiscal year, with “strengthening e-commerce” as the central focus, it promoted “product demand generated by the promotion of SDGs,” “product demand generated by reopening,” “goods consumption generated by experiential consumption” and “strengthening in-house domestic manufacturing,”」
The composition of the five key strategies under the Fourth Medium-Term Management Plan was maintained following the reassessment of priorities presented in the previous quarter. - FY2024-Q1ReframedAnnual report
「The Group reviewed the priorities of the five key strategies set out in the Fourth Medium-Term Management Plan. During the current fiscal year, with “strengthening e-commerce” as the central focus, it promoted “product demand generated by the promotion of SDGs,” “product demand generated by reopening,” “goods consumption generated by experiential consumption” and “strengthening in-house domestic manufacturing,”」
The priorities of the five key strategies under the Fourth Medium-Term Management Plan were reassessed, and the order of initiatives for the current fiscal year, centered on e-commerce, as well as the change in wording to "Product demand arising from reopening," were specified. - FY2023-Q3RestatedAnnual report
「Against this backdrop, the Group strengthened sales activities and new product development by responding promptly to changes in the social environment and consumer trends, with the five key strategies set out in the Fourth Medium-Term Management Plan as its pillars: “Product demand generated by the promotion of SDGs,” “Goods consumption generated by experiential consumption,” “Pent-up demand emerging after COVID-19,” “Strengthening e-commerce” and “Strengthening in-house domestic manufacturing.”」
The five key strategies under the Fourth Medium-Term Management Plan were continued without change as the basis for executing sales activities and new product development. - FY2023-Q2RestatedAnnual report
「Against this backdrop, the Group strengthened sales activities and new product development by responding promptly to changes in the social environment and consumer trends, with the five key strategies set out in the Fourth Medium-Term Management Plan as its pillars: “Product demand generated by the promotion of SDGs,” “Goods consumption generated by experiential consumption,” “Pent-up demand emerging after COVID-19,” “Strengthening e-commerce” and “Strengthening in-house domestic manufacturing.”」
The five key strategies under the Fourth Medium-Term Management Plan were continued without change as the basis for executing sales activities and new product development. - FY2023-Q1RestatedAnnual report
「Under the Fourth Medium-Term Management Plan, the Group strengthened its sales activities and new product development by making the five key strategies its pillars: "Product demand arising from SDG promotion," "Products arising from experience-based consumption," "Revenge demand following COVID-19," "Strengthening e-commerce," and "Strengthening in-house manufacturing in Japan," while promptly responding to changes in the social environment and consumer trends.」
The five key strategies under the Fourth Medium-Term Management Plan were continued and implemented as the pillars of sales activities and new product development during the quarter. - FY2022First statedAnnual report
「The three-year “Transaction Group Fourth Medium-Term Management Plan,” ending with the fiscal year ending August 2025, establishes five key strategies aimed at achieving further growth.」
The Company newly established its Fourth Medium-Term Management Plan and identified five key strategies: demand for products arising from the promotion of the SDGs, products arising from experience-based consumption, post-COVID revenge demand, strengthening e-commerce, and strengthening in-house manufacturing in Japan.