Expansion of Customer Traffic at Existing Stores
First written in FY2017-Q1. 20 of 41 entries say "Worsened", first in FY2019. Latest entry: 2026-10-20.
VIA Holdings moved to the "Worse" side of this theme in 2019, 1 year before the typical company in this theme (2020).
The whole theme swung hardest in 2020: 16 of 44 companies on the "Worse" side.
8 other companies' latest entry also says "Worsened".
- 2026-10-20Worseneds.kabutan.jp
「Revenue is expected to be ¥8,596 million, ¥154 million below the previously announced forecast, as customer traffic at some business formats fell short of expectations due to unfavorable weather and other factors, particularly on weekends from mid-August onward.」
It was newly reported that, despite efforts to increase customer traffic, unfavorable weather and other factors caused customer traffic at some business formats to fall short of expectations. - FY2026WorsenedAnnual report
「However, delays in responding to market changes and other factors resulted in existing-store customer traffic remaining at 98.2% of the prior-year level.」
Despite targeting an increase in customer traffic, traffic at existing restaurants fell below the prior year due in part to delays in responding to market changes. - FY2025AdvancedAnnual report
「We identified increasing customer traffic as a major theme for the current fiscal year and pursued a thorough return to fundamentals, focusing on improving the quality of the main items in each business format and rebuilding the technologies required for that purpose, while advancing customer-acquisition initiatives for new customers and experiments to raise awareness using social media. Existing-store sales were 104.1% of the prior-year period, with customer traffic at 100.7% and average spend per customer at 103.4%.」
We advanced quality and technology improvements, initiatives for new customers and social-media experiments as key themes for increasing customer traffic, and customer traffic at existing restaurants was 100.7% of the prior-year period. - FY2025-H1RaisedAnnual report
「We have also identified increasing customer traffic at each restaurant as a major theme for the current fiscal year. We are pursuing a thorough return to fundamentals, meaning improvements in the quality of the main items in each business format and rebuilding the technologies required for that purpose, while also advancing customer-acquisition initiatives for new customers and experiments to raise awareness using social media.」
In addition to increasing customer traffic at existing restaurants, we have identified increasing traffic at each restaurant as a major theme for the current fiscal year and are advancing customer-acquisition initiatives and experiments using social media. - FY2024Results of improving customer traffic at existing restaurantsAnnual report
「The breakdown of existing-store sales was 119.2% of the prior-year period, with customer traffic at 108.7% and average spend per customer at 109.7%.」
Customer traffic at existing restaurants was 108.7% of the prior-year period, indicating results above the prior year against the policy target of increasing customer traffic. - FY2023AdvancedAnnual report
「We will further strengthen QSCA, the foundation of the food-service industry and a conceptual measure of value comprising Quality, Service, Cleanliness and Atmosphere, to develop restaurants that encourage more customers to return and build our business-format brands. We will also boost sales at existing restaurants through effective renovations.」
We continued to strengthen QSCA, develop products, improve operations and renovate restaurants to increase sales at existing restaurants. Existing-store sales were 142.9% of the prior-year period, customer traffic was 125.2%, and average spend per customer was 114.2%. - FY2023-Q2RestatedAnnual report
「Although the number of office workers, particularly in central urban areas, has been showing signs of recovery, the core izakaya business continues to suffer a major impact from reduced alcohol consumption and declining demand for large banquets accompanying the resurgence of COVID-19 infections.」
Although office workers are showing signs of recovery in some areas, the core izakaya business continues to be severely affected by reduced alcohol consumption and declining demand for large banquets. - FY2023-Q1WorsenedAnnual report
「Under these circumstances, our Group has also been severely affected in its core izakaya business by the decline in office workers, particularly in central urban areas, as well as the decline in demand for large banquets and after-parties. This has had a serious impact on our results and financial position for the first quarter.」
The document states that the decline in office workers in central urban areas and the decline in demand for large banquets and after-parties severely affected the core izakaya business, resulting in a serious impact on results and financial position. - FY2022-Q3WorsenedAnnual report
「However, as the spread of COVID-19 has brought changes in consumer behavior and lifestyles, demand for large-group banquets, including year-end parties, and after-parties has declined sharply. In our core izakaya business, conditions remain such that we cannot be optimistic about a recovery in customer traffic.」
Demand for large-group banquets and after-parties has declined sharply, and conditions remain such that we cannot be optimistic about a recovery in customer traffic in the core izakaya business. - FY2022-Q2WorsenedAnnual report
「Customer traffic declined due to shortened operating hours, a ban on serving alcoholic beverages, reduced inbound demand, lifestyle changes such as the spread of telework and people refraining from going out, and social-distancing operations to protect the safety and security of customers and employees.」
The decline in customer traffic has continued due to shortened business hours, bans on serving alcoholic beverages, changes in demand and lifestyles, and social-distancing operations related to infectious diseases. - FY2021WorsenedAnnual report
「The breakdown of sales at existing stores was as follows: 53.8% of the previous year's level (customer traffic: 57.6%; average spend per customer: 93.5%).」
While targeting an increase in customer traffic at existing stores, full-year customer traffic at existing stores fell to 57.6% of the previous year's level and sales to 53.8%. - FY2021-Q3WorsenedAnnual report
「In the food service industry, customer traffic declined due to shortened operating hours, reduced inbound demand, lifestyle changes such as the spread of telework and people refraining from going out, …resulting from the recent impact of COVID-19,」
Shortened operating hours, reduced inbound demand, telework, people refraining from going out and other factors reduced customer traffic, further worsening the environment for increasing traffic at existing stores. - FY2021-Q2WorsenedAnnual report
「In addition to lifestyle changes such as the spread of telework and people refraining from going out, and measures such as social-distancing operations to protect the safety and security of customers and employees, the continued weakness in economic conditions and personal consumption has caused sales at existing stores to decline sharply.」
Lifestyle changes, people refraining from going out, social-distancing operations, and weak economic conditions and personal consumption have resulted in a continued sharp decline in sales at existing stores. - FY2021-Q1WorsenedAnnual report
「Sales at existing stores during the cumulative first quarter under review were 32.5% of the previous year's level (customer traffic: 35.3%; average spend per customer: 92.1%),」
While targeting an increase in customer traffic at existing stores, the company saw customer traffic at existing stores fall to 35.3% of the previous year's level and sales at existing stores to 32.5% during the quarter. - FY2020WorsenedAnnual report
「Sales at existing stores fell sharply to 93.9% of the previous year's level in February and 70.3% in March. As a result, full-year sales at existing stores were 95.1% of the previous year's level (customer traffic: 95.1%; average spend per customer: 99.9%).」
While targeting an increase in customer traffic at existing stores, the company experienced a sharp decline in sales in February and March due to typhoons and the impact of COVID-19. - FY2020-Q3RestatedAnnual report
「In addition, we will continue to place emphasis on increasing customer traffic at existing stores in each business format and implement ongoing measures to improve QSCA (the conceptual value of food service, comprising Quality, Service, Cleanliness and Atmosphere).」
The company reiterates its policy of prioritizing increased customer traffic at existing stores and continuing to improve QSCA. - FY2020-Q2RestatedAnnual report
「In addition, we will continue to place emphasis on increasing customer traffic at existing stores in each business format and implement ongoing measures to improve QSCA (the conceptual value of food service, comprising Quality, Service, Cleanliness and Atmosphere).」
The company continues to prioritize increasing customer traffic at existing stores and identifies ongoing improvement of QSCA as the means of achieving this. - FY2020-Q1WorsenedAnnual report
「Sales were affected by intensifying competition in the izakaya industry, increasingly diverse consumer needs resulting from lifestyle changes associated with work-style reforms, unfavorable weather and other factors that reduced customer traffic. Sales at existing stores were 97.6% of the previous year's level (customer traffic: 97.2%; average spend per customer: 100.4%).」
Intensifying competition, increasingly diverse consumer needs resulting from lifestyle changes and unfavorable weather, among other factors, reduced customer traffic at existing stores to 97.2% of the previous year's level and sales at existing stores to 97.6%. - FY2019WorsenedAnnual report
「As part of our store strategy, we have focused on service reforms to enhance the value of customers' in-store experiences and on developing the human resources needed to implement them, in order to encourage customers to continue visiting our stores, and have pursued initiatives to increase customer traffic. However, the effects were limited to some stores and did not lead to an improvement in customer traffic across the company. Sales were also significantly affected by external factors, including intensifying competition in the izakaya business and a decline in banquet sales resulting from changes in the social environment. Sales at existing stores were 96.8% of the previous year's level (customer traffic: 98.5%; average spend per customer: 98.3%).」
Although the company advanced service reforms and human resources development, the effects were limited to some stores and did not lead to an improvement in customer traffic across the company. Customer traffic at existing stores was 98.5% of the previous year's level. - FY2019-Q3RestatedAnnual report
「Although high-value-added products received a certain level of customer support, customer traffic at existing stores declined overall. Going forward, we will continue to place emphasis on increasing customer traffic at existing stores in each business format and implement ongoing measures to improve QSCA (the conceptual value of food service, comprising Quality, Service, Cleanliness and Atmosphere).」
While recognizing the decline in customer traffic at existing stores, the company continues to prioritize increasing traffic as an operational measure. - FY2019-Q1RestatedAnnual report
「In addition, we will continue to place emphasis on increasing customer traffic at existing stores in each business format and implement ongoing measures to improve QSCA (the conceptual value of food service, comprising Quality, Service, Cleanliness and Atmosphere).」
The company continues to prioritize increasing customer traffic at existing stores, together with measures to improve QSCA. - FY2018RestatedAnnual report
「Although high-value-added products received a certain level of customer support, customer traffic at existing stores declined overall. Going forward, we will continue to place emphasis on increasing customer traffic at existing stores in each business format and implement ongoing measures to improve QSCA.」
While recognizing the decline in customer traffic at existing stores, the company prioritizes increasing traffic and improving QSCA as operational measures. - FY2018-Q3RestatedAnnual report
「Although high-value-added products received a certain level of customer support, customer traffic at existing stores declined overall. Going forward, we will continue to place emphasis on increasing customer traffic at existing stores in each business format and implement ongoing measures to improve QSCA (the conceptual value of food service, comprising Quality, Service, Cleanliness and Atmosphere).」
While recognizing the decline in customer traffic at existing stores, the company continues to prioritize increasing traffic as an operational measure. - FY2018-Q2RestatedAnnual report
「Although high-value-added products received a certain level of customer support, customer traffic at existing stores declined overall. Going forward, we will continue to place emphasis on increasing customer traffic at existing stores in each business format and implement ongoing measures to improve QSCA (the conceptual value of food service, comprising Quality, Service, Cleanliness and Atmosphere).」
While recognizing the decline in customer traffic at existing stores, the company continues to prioritize increasing traffic as an operational measure. - FY2018-Q1RestatedAnnual report
「Although high-value-added products received a certain level of customer support, customer traffic at existing stores declined overall. Going forward, we will continue to place emphasis on increasing customer traffic at existing stores in each business format and implement ongoing measures to improve QSCA (the conceptual value of food service, comprising Quality, Service, Cleanliness and Atmosphere).」
While recognizing the decline in customer traffic at existing stores, the company continues to prioritize increasing traffic as an operational measure. - FY2017RestatedAnnual report
「Going forward, we will continue to place emphasis on increasing customer traffic at existing stores in each business format and implement ongoing measures to improve QSCA (the conceptual value of food service, comprising Quality, Service, Cleanliness and Atmosphere).」
The company continues to prioritize increasing customer traffic at existing stores as an operational measure. - FY2017-Q3RestatedAnnual report
「Going forward, we will continue to place emphasis on increasing customer traffic at existing stores in each business format.」
The company continues to prioritize increasing customer traffic at existing stores as an operational measure. - FY2017-Q2RestatedAnnual report
「Going forward, we will continue to place emphasis on increasing customer traffic at existing stores in each business format.」
The company continues to prioritize increasing customer traffic at existing stores as an operational measure. - FY2017-Q1First statedAnnual report
「Going forward, we will continue to place emphasis on increasing customer traffic at existing stores in each business format.」
The company positions increasing customer traffic at existing stores as an operational priority going forward.