Review of the Dealer Network to Enhance BESS Brand Value
First written in FY2017-Q1. 3 of 10 entries say "Restated". Latest entry: FY2020.
R.C.Core moved to the "Worse" side of this theme in 2020.
The whole theme swung hardest in 2017: 1 of 7 companies on the "Worse" side.
0 other companies' latest entry also says "Reframed".
- FY2020ReframedAnnual report
「Establishing a brand-partner franchise system: Under the previous medium-term plan, we worked to further unify the values underpinning the BESS business. We will continue strengthening partner relationships to build a community of fans who share the value of the brand. With regard to 株式会社ＢＥＳＳパートナーズ, which took over sites from some former dealers, we will create a path toward independence and the granting of independent dealership rights as a partner carrying the BESS brand, by improving the profitability of each site and promoting self-sufficiency.」
The previous dealer-system review and integration of headquarters and dealers were restructured under a new framework, the brand-partner franchise system, which set out a path for BP sites to become self-sufficient and independent. - FY2020-Q2RestatedAnnual report
「Going forward, we will strengthen the organization with headquarters and dealers working as one.」
The company has reconfirmed its direction of strengthening the business platform and sales organization, with BESS headquarters and its dealers working as one. - FY2019RestatedAnnual report
「During the consolidated fiscal year, we took over customer-contracted construction projects and part of the business of 株式会社ＢＥＳＳ－ＺＥＲＯ (hereinafter, ZERO), a dealer that had been facing financial difficulties. This was done with customer and brand protection as the highest priorities.」
The full-year results include the response of taking over ZERO's customer-contracted construction projects and part of its business, under the policy of strengthening cooperation between BESS headquarters and its dealers. - FY2019-Q3AdvancedAnnual report
「In addition, from January 2019, BP began operating 6 of the 7 sites of the distributor BESS-ZERO Co., Ltd. (hereinafter, ZERO). This measure was taken with customer protection as the top priority.」
As part of a review of the dealer system and site operations, BP implemented a specific organizational change under which it began operating 6 sites of dealers facing financial difficulties, with the aim of protecting customers. - FY2019-Q2AdvancedAnnual report
「Furthermore, from 20 September 2018, operations at 7 locations of the dealer BESS-ZERO (hereinafter, “ZERO”) changed to BP, while operations at the locations continued to be outsourced to ZERO as before. This initiative is intended to improve customer service and support dealers through BESS headquarters (the Company).」
A specific organizational change was implemented under which BP assumed 7 BESS-ZERO sites to support distributors and improve customer service. - FY2018AdvancedAnnual report
「Under the medium-term management plan beginning with the fiscal year ending March 2018, the Company will further seek to enhance brand value by ensuring that the brand policy is understood and embedded and by improving loyalty, and will build a structure enabling BESS headquarters and distributors to work together to spread user happiness nationwide.」
The review of the distributor system has changed from the previous plan, under which operating companies were changed, to building an integrated headquarters-distributor structure and embedding the brand policy. - FY2018-Q1MitigatedAnnual report
「Although the temporary decline in the number of sales personnel due to changes in regional distributor owners and other factors has settled down」
The temporary decline in the number of sales personnel associated with changes in regional distributor owners and other factors is described as having settled down. This does not indicate that the overall review of the distributor system has been completed. - FY2017-Q3Progress in reorganizing distributorsAnnual report
「In terms of attracting visitors to BESS model home sites nationwide, both the number of new visitors and the number of repeat visitors declined year on year, due in part to changes in the companies operating model home sites as brand management was strengthened under the distributor system.」
The review of the distributor system to enhance BESS brand value is progressing in practice, with changes in the companies operating model home sites being implemented. - FY2017-Q2RestatedAnnual report
「Based on initiatives undertaken to date under the medium-term management plan, the Company identified issues including building a foundation through a review of the distributor system to enhance BESS brand value and developing sales personnel, in order to achieve further growth and strengthen its business foundation. This fiscal year has been designated the "Year of Laying the Groundwork for the Future" to resolve these issues and drive the Company's growth, and the entire Company is working together on the initiative.」
The designation of this fiscal year as the "Year of Laying the Groundwork for the Future," with the review of the distributor system and development of sales personnel as key issues, is reiterated. - FY2017-Q1First statedAnnual report
「Issues including building a foundation through a review of the distributor system to enhance BESS brand value and developing sales personnel became apparent. This fiscal year has been designated the "Year of Laying the Groundwork for the Future" to resolve these issues and drive the Company's growth, and the entire Company is working together on the initiative.」
The review of the distributor system and development of sales personnel have been positioned as key issues for this fiscal year, identified through initiatives under the medium-term management plan.