Achieving the Plan Through Five Growth Engines
First written in FY2017. 7 of 10 entries say "Restated". Latest entry: FY2021.
No other company in this theme has enough history to compare yet.
- FY2021ReframedAnnual report
「Overview of the Business Revitalization Plan ② Plan Outline Fundamental review of the business model to restore growth Narrowing the scope of business assets Improving productivity at headquarters and in the field Customer-centric store development Restoring growth by deepening and advancing the core business」
The Business Revitalization Plan revised the former five execution engines into a framework centered on business assets, productivity, customer-centric store development and deepening the core business. - 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 three policies revised from the former plan's five execution engines, putting the frontline first, returning to our roots and developing our people, remain in place. - FY2020-Q2RestatedAnnual 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 three policies revised from the execution engines under the former plan, putting the frontline first, returning to our roots and developing our people, remain the strategic policies of New Medium-Term Management Plan 2022. - FY2020-Q1ReframedAnnual report
「We formulated New Medium-Term Management Plan 2022, covering the three-year period through the fiscal year ending March 2022. Its basic policy is to restore growth at existing stores, reduce costs and improve the operating margin. We will steadily advance initiatives under the supporting strategic policies of ① putting the frontline first, ② returning to our roots and ③ developing our people」
Under the new plan, the former five execution engines have been replaced by three strategic policies: putting the frontline first, returning to our roots and developing our people. - FY2019-Q3RestatedAnnual report
「We have advanced measures relating to the five engines driving these initiatives: ① corporate governance, ② business portfolio, ③ SCM (supply chain management), ④ CRM (customer relationship management) and ⑤ C4S (our group's human resources training system).」
The five execution engines have been reiterated as the means of achieving the plan, and initiatives are being advanced. - FY2019-Q1RestatedAnnual report
「We have advanced measures relating to the five engines driving these initiatives: ① corporate governance, ② business portfolio, ③ SCM (supply chain management), ④ CRM (customer relationship management) and ⑤ C4S (our group's human resources training system).」
The five execution engines have been reiterated as the means of achieving the plan, and initiatives under each are being advanced. - FY2018RestatedAnnual report
「We have advanced initiatives under each of the five execution engines supporting the plan: ① corporate governance, ② business portfolio, ③ SCM, ④ CRM and ⑤ C4S.」
The five execution engines have been reiterated as the means of achieving the plan, and initiatives are being advanced. - FY2018-Q3RestatedAnnual report
「We have advanced measures relating to the five engines driving these initiatives: ① corporate governance, ② business portfolio, ③ SCM (supply chain management), ④ CRM (customer relationship management) and ⑤ C4S (our group's human resources training system).」
The five execution engines have been reiterated as the means of achieving the plan, and initiatives under each are being advanced. - FY2018-Q1RestatedAnnual report
「We have advanced measures relating to the five engines driving these initiatives: ① corporate governance, ② business portfolio, ③ SCM (supply chain management), ④ CRM (customer relationship management) and ⑤ C4S (our group's human resources training system).」
The five execution engines supporting the new three-year plan have been reiterated, and initiatives under each are being advanced. - FY2017First statedAnnual report
「③ Five Execution Engines for Achieving the Plan Corporate governance Business portfolio SCM (supply chain management) CRM (customer relationship management) C4S* (the Group's personnel development and training system)」
Governance, the business portfolio, SCM, CRM and the personnel development and training system are positioned as the five execution engines for achieving the new three-year plan.