Refining Existing Formats and Accelerating New Store Openings
First written in FY2017-Q1. 14 of 30 entries say "Restated". Latest entry: 2026-08-12.
The whole theme swung hardest in 2021: 2 of 10 companies on the "Worse" side.
7 other companies' latest entry also says "Advanced".
- 2026-08-12AdvancedOccurring Fact
「The company also converted existing stores to different business formats to expand their profitability and will recognize a ¥2 million loss on disposal of property, plant and equipment associated with these conversions.」
The company disclosed the conversion of existing stores to different business formats as a specific measure aimed at expanding profitability. - FY2026AdvancedAnnual report
「The company advanced initiatives to improve profitability by business format, including opening new model stores under “Beni-ton,” strengthening efforts to return to the fundamentals under “Ogiya,” and redefining the business format model for “Pastel.”」
The company advanced measures to improve its existing business formats by format, including opening new model stores, returning to the fundamentals, and redefining business format models. - 2026-05-12ReframedResults presentation
「The company is proceeding with the disposal of unprofitable stores and conversion to different business formats, shifting to a portfolio focused on profitability.」
In addition to the previous focus on accelerating new store openings, the company explicitly stated that it would shift to a profitability-focused portfolio while reducing the number of stores. - FY2026-H1AdvancedAnnual report
「In October, the company opened “Beni-ton Iidabashi East Exit,” a new model of the Beni-ton format, and conducted remodeling across its brands, including model testing at “Pastel Kitchen Itabashi” as a challenge to redefine the business format model, and at “Pastel Italiana Marsa 21” as a challenge to create a new segment brand for Pastel.」
The company opened new model stores and conducted model testing and remodeling across multiple brands, putting specific measures in place to restore growth at its stores and in its business formats. - FY2025AdvancedAnnual report
「To move from the recovery phase aimed at returning to profitability into a new growth phase, the company has been remodeling its business formats, developing and testing new formats, and opening new stores, with results gradually emerging. During the fiscal year, 4 stores opened, including 1 FC store, and 11 stores closed, including 1 FC store, bringing the total number of stores at the end of the consolidated fiscal year to 305, including 29 FC stores.」
The company continued remodeling, developing and testing new business formats, and opening new stores, opening 4 stores during the fiscal year. - FY2025-H1AdvancedAnnual report
「We are advancing preparations for remodeling business formats, developing and testing new-concept formats, and opening new stores, and these initiatives are gradually producing results. There were 3 openings, including 1 franchised store, and 4 closures, bringing the total number of stores at the end of the six-month consolidated accounting period to 311, including 30 franchised stores.」
The company advanced remodeling, the development and testing of new business formats, and preparations for new store openings, opening 3 stores during the interim consolidated accounting period. - FY2024-Q3ReframedAnnual report
「There were 2 openings and 14 closures, including 2 franchised stores, bringing the total number of stores at the end of the third quarter to 312, including 29 franchised stores.」
While indicating a policy shift from the previous focus on store consolidation to renewed expansion through new store openings, the company opened 2 stores and closed 14 during the quarter. - FY2024-Q2RestatedAnnual report
「Based on the Business Rehabilitation Plan, we are working to reduce costs by cutting head office costs, improving customer gross profit through menu revisions and the menu mix, improving costs by reducing food waste, and improving labor productivity by reviewing store operating procedures. We are also pursuing measures to increase the earning power of existing stores through higher value added, which provides customers with reasons to visit, and developing formats with stronger food-driven appeal.」
The company continues to pursue cost reductions, operational improvements, higher value added and the development of food-driven business formats to improve the earning power of existing stores. - FY2024-Q1RestatedAnnual report
「Based on the Business Rehabilitation Plan, we are working to reduce costs by cutting head office costs, improving customer gross profit through menu revisions and the menu mix, improving costs by reducing food waste, and improving labor productivity by reviewing store operating procedures. We are also pursuing measures to increase the earning power of existing stores through higher value added, which provides customers with reasons to visit, and developing formats with stronger food-driven appeal.」
To improve the earning power of existing stores, the company continues to reduce head office costs, improve gross profit, reduce food waste and review operations, while also pursuing higher value added and developing food-driven business formats. - FY2023AdvancedAnnual report
「In addition to the conversions to “Taiwan Mazesoba Hanabi” and “Nadai Unatoto” carried out in the previous fiscal year, we converted 1 store to “Sumibiyaki Himono Teishoku Shinpachi Shokudo” during the current fiscal year. We also converted 3 stores to “Sumibi Yakitori Ogiya” as an experiment with formats and interior design tailored to target customers. Other initiatives included renovating “Pastel” with a view to rebranding it, and developing menu items for “Ichigen” that combine its extensive menu lineup with the specialty sashimi and sushi offerings of “Uoya Iccho” as an intra-Group collaboration. Through these measures tailored to new demand, we worked to strengthen earning power.」
To achieve renewed growth at existing stores and in existing business formats, the company converted stores to food-driven formats, tested business formats at 3 stores, renovated Pastel and implemented intra-Group collaborative menus. - FY2022-Q3AdvancedAnnual report
「In addition, to adapt to the business environment during and after the COVID-19 pandemic, we are promoting the conversion of stores into collaboration formats with food-driven concepts such as “Taiwan Mazesoba Hanabi” and “Nadai Unatoto,” as well as carrying out renovations of “Uoya Iccho” as a next-generation urban izakaya format, thereby strengthening customer attraction.」
To achieve renewed growth at existing stores and in existing business formats, the company is promoting conversions to collaboration-store formats and renovating “Uoya Iccho.” - FY2021ReframedAnnual report
「② Outline of the plan Fundamental review of the business structure for renewed growth Selective focus on business assets Improving productivity at headquarters and in the field Customer-centric store development」
The company has shifted its focus from the previous policy centered on accelerating new store openings to a Business Rehabilitation Plan that includes selecting business assets, improving productivity and customer-centric store development. - FY2021-Q2RestatedAnnual report
「In this environment, while centering on “renewed growth at existing stores and cost reductions,” we have reduced expenditures as much as possible through measures including negotiating rent reductions, cutting head office personnel expenses and other fixed costs, restraining new investments and controlling store personnel expenses. At the same time, we are securing funds on hand through borrowings from financial institutions and other means.」
The company continues to pursue a policy centered on renewed growth at existing stores and cost reductions, together with measures including rent reductions, fixed-cost reductions, restraint of investments and management of personnel expenses. - FY2021-Q1RestatedAnnual report
「In this environment, while centering on “renewed growth at existing stores and cost reductions,” we have reduced expenditures as much as possible through measures including negotiating rent reductions, cutting head office personnel expenses and other fixed costs, restraining new investments and controlling store personnel expenses. At the same time, we are securing funds on hand through borrowings from financial institutions and other means.」
The company continues to pursue measures centered on renewed growth at existing stores and cost reductions, including rent reductions, cuts in head office personnel expenses, restraint of new investments and management of store personnel expenses. - FY2020AdvancedAnnual report
「Our Group formulated the three-year medium-term management plan “New Medium-Term Management Plan 2022” aimed at achieving significant growth going forward. Centered on “renewed growth at existing stores and cost reductions,” the plan established putting the front line first, returning to fundamentals and developing human resources as its strategic policies. We have pursued initiatives centered on revitalizing existing stores, developing higher-value-added menus and improving services, actively promoting next-generation human resources, utilizing external resources and reviewing personnel evaluations.」
The company lists specific initiatives including revitalizing existing stores, menu development, service improvements and the promotion of next-generation human resources, and closed 52 stores during the fiscal year. - FY2020-Q3RestatedAnnual report
「Against this backdrop, our Group formulated the three-year medium-term management plan “New Medium-Term Management Plan 2022” aimed at achieving significant growth going forward. Centered on “renewed growth at existing stores and cost reductions,” the plan establishes putting the front line first, returning to fundamentals and developing human resources as its strategic policies.」
The company continues to pursue a policy centered on renewed growth at existing stores and cost reductions, following the shift in focus away from accelerating new store openings. - FY2020-Q2AdvancedAnnual report
「This was mainly attributable to ¥270 million in acquisitions of property, plant and equipment, including renovations of existing stores, and ¥81 million in payments for the acquisition of intangible assets, while there were ¥201 million in proceeds from the return of lease deposits and guarantee deposits, among other factors.」
The company invested ¥270 million in renovations of existing stores and related initiatives, disclosing specific investment results aimed at improving existing stores. - FY2020-Q1ReframedAnnual report
「Our basic policy is to improve operating margins by pursuing renewed growth at existing stores and reducing costs. To support this, we are steadily implementing the following strategic policies: ① putting the front line first, ② returning to fundamentals, and ③ developing human resources. Through these initiatives, we aim to upgrade existing stores, improve the earning power of each individual store, restore business performance and stabilize management.」
The company is shifting its focus from the previous policy, which included accelerating new store openings, to a policy centered on renewed growth at existing stores, improving the earning power of each store, reducing costs and improving operating margins. - FY2019AdvancedAnnual report
「There were 14 new store openings, including 2 franchised stores, and 40 closures, including 10 franchised stores, bringing the total number of stores at the end of the fiscal year to 500, including 62 franchised stores.」
The company opened 14 new stores during the fiscal year and made capital investments in store renovations and new store openings. At the same time, it closed 40 stores, reducing its store base. - FY2019-Q3RestatedAnnual report
「“Upgrading existing business formats and accelerating new store openings”」
The company continues to pursue improving existing business formats and accelerating new store openings as strategic policies under its medium-term management plan. - FY2019-Q2AdvancedAnnual report
「There were 9 new store openings and 17 closures, including 6 franchised stores, bringing the total number of stores at the end of the second quarter to 518, including 64 franchised stores.」
The company opened 9 new stores during the six-month period ended 30 September and acquired ¥625 million of property, plant and equipment in connection with renovations of existing stores and new store openings, while closing 17 stores. - FY2019-Q1RestatedAnnual report
「“Upgrading existing business formats and accelerating new store openings”」
The company continues to pursue improving existing business formats and accelerating new store openings as strategic policies under its medium-term management plan. - FY2018RestatedAnnual report
「“Upgrading existing business formats and accelerating new store openings”」
The company continues to pursue improving existing business formats and accelerating new store openings as strategic policies under its medium-term management plan. - FY2018-Q3RestatedAnnual report
「“Upgrading existing business formats and accelerating new store openings”」
The company continues to pursue improving existing business formats and accelerating new store openings as strategic policies under its medium-term management plan. - FY2018-Q2RestatedAnnual report
「“Upgrading existing business formats and accelerating new store openings”」
The company continues to pursue improving existing business formats and accelerating new store openings as strategic policies. - FY2018-Q1RestatedAnnual report
「“Upgrading existing business formats and accelerating new store openings”」
The company continues to pursue improving existing business formats and accelerating new store openings as strategic policies under the new three-year medium-term management plan. - FY2017RestatedAnnual report
「Overview of “Change Management 2020: 3-year plan for our growth” ① Numerical targets (fiscal year ending March 2020) ROE: 10% Equity ratio: 40% Operating margin: 6% ② Strategic policy Upgrading existing business formats and accelerating new store openings」
Although the plan name changed, improving existing business formats and accelerating new store openings continue as strategic policies under the new plan. - FY2017-Q3RestatedAnnual report
「“Upgrading existing business formats and accelerating new store openings”」
The company continues to pursue improving existing business formats and accelerating new store openings as priority policies in its medium-term management plan. The capital expenditure plan also includes plans for new store openings from April 2017 through March 2018. - FY2017-Q2RestatedAnnual report
「“Upgrading existing business formats and accelerating new store openings”」
The company continues to pursue improving existing business formats and accelerating new store openings as priority policies in its medium-term management plan. - FY2017-Q1First statedAnnual report
「“Upgrading existing business formats and accelerating new store openings”」
The company identifies improving existing business formats and expanding store openings as one of the priority policies in its medium-term management plan.