Management efficiency and streamlining, including brand strategy and organizational review
First written in FY2017-Q1. 10 of 24 entries say "Advanced", first in FY2021. Latest entry: 2026-08-05.
67 other companies' latest entry also says "Advanced".
- 2026-08-05AdvancedEarnings
「Beginning in April this year, the Company revamped its organization into a three-headquarters structure comprising the Business Strategy Headquarters, Product Strategy Headquarters and Corporate Strategy Headquarters in order to advance structural reforms through organizational changes aligned with its business strategy.」
The Company implemented the three-headquarters structure as an organizational measure to advance its structural reforms. - FY2026ReframedAnnual report
「In addition to fundamental structural reforms, including the consolidation and reorganization of domestic production sites, organizational streamlining, and fixed-cost reductions, the company will strengthen strategic investment in the EC and overseas businesses, which are growth areas, with the aim of transforming its business into a sustainable, highly profitable structure」
Management efficiency and structural reform have been reorganized around transforming the business into a highly profitable structure through the consolidation and reorganization of domestic production sites, organizational streamlining, fixed-cost reductions, and strategic investment in the EC and overseas businesses. The company also recorded ¥637 million in costs for measures to improve the business structure, including voluntary retirements. - FY2025ReframedAnnual report
「As it entered the third year of the medium-term management plan, the company reviewed part of the plan and identified improving profitability through fundamental structural reform and building a business model through the effective use of digital data as key priorities」
The previous efficiency improvement and structural reform initiatives have been reorganized around a partial review in the third year of the medium-term management plan and 5 key priorities, including the effective use of digital data, inventory efficiency, and logistics efficiency. - FY2024RestatedAnnual report
「The company has identified improving profitability through fundamental structural reform and building a business model through the effective use of digital data as key priorities」
Continuing the policy of improving management efficiency under the medium-term management plan, including structural reform, the effective use of digital data, and logistics process efficiency. - FY2024-Q2RestatedAnnual report
「Against this backdrop, based on its 3-year medium-term management plan (fiscal 2023 to fiscal 2025), the group has identified improving profitability through fundamental structural reform and building a business model that delivers high customer experience value through the effective use of digital data as key priorities」
Continuing the policy of improving management efficiency and pursuing structural reform, reorganized around profitability improvement and the effective use of digital data under the medium-term management plan for fiscal 2023 to fiscal 2025. - FY2024-Q1ReframedAnnual report
「Based on its 3-year medium-term management plan (fiscal 2023 to fiscal 2025), the group has identified improving profitability through fundamental structural reform and building a business model that delivers high customer experience value through the effective use of digital data as key priorities」
The previous policy of improving management efficiency and pursuing structural reform has been reorganized under the medium-term management plan for fiscal 2023 to fiscal 2025, with the effective use of digital data added as a key priority. - FY2023-Q3RestatedAnnual report
「The group has identified the early improvement of profitability through fundamental structural reform as a key priority. It is working to reduce various costs by reallocating management resources across the group, while improving inventory efficiency by increasing the accuracy of demand and supply forecasts and reducing inventories.」
Continuing to prioritize efficiency improvements through structural reform, reallocation of management resources, cost reductions, improved demand forecasting accuracy, and inventory reduction. - FY2023-Q1RestatedAnnual report
「The company has identified the early improvement of profitability through fundamental structural reform as a key priority. It is working to reduce various costs by reallocating management resources across the group, while improving inventory efficiency by increasing the accuracy of demand and supply forecasts and reducing inventories.」
Continuing the previous policy of improving management efficiency and rationalization through structural reform, reallocation of management resources, cost reductions, and inventory reduction. - FY2022AdvancedAnnual report
「Selling, general and administrative expenses decreased 5.2% year on year and 28.6% from the same period of 2019 due to measures to improve the business structure, including the solicitation of voluntary retirees and emergency personnel expense reductions aimed at maintaining operations during the COVID-19 pandemic, as well as the closure of unprofitable stores.」
Selling, general and administrative expenses decreased 5.2% year on year and 28.6% from the same period of 2019 due to voluntary retirements, personnel expense reductions, and the closure of unprofitable stores. - FY2022-Q3AdvancedAnnual report
「Selling, general and administrative expenses decreased 6.9% year on year and 29.1% from the same quarter of 2019 due to reductions in personnel expenses and the closure of unprofitable stores as part of measures to improve the business structure,」
The company advanced personnel expense reductions and the closure of unprofitable stores as part of measures to improve the business structure, reducing selling, general and administrative expenses by 6.9% year on year and 29.1% from the same quarter of 2019. - FY2022-Q2AdvancedAnnual report
「Selling, general and administrative expenses decreased 4.3% year on year and 29.4% from the same quarter of 2019 due to reductions in personnel expenses and the closure of unprofitable stores as part of measures to improve the business structure. At a meeting of the Board of Directors held on 27 September 2021, the company resolved to close the Sendai office of its consolidated subsidiary 株式会社リーガル販売 effective 31 March 2022.」
Selling, general and administrative expenses were reduced by 4.3% year on year and 29.4% from the same period of 2019 through personnel expense reductions and the closure of unprofitable stores. The company also decided to rationalize its locations by closing the Sendai office effective 31 March 2022. - FY2022-Q1AdvancedAnnual report
「Against this backdrop, the group identified the early improvement of profitability through structural reform as a key priority. It worked to reduce various costs by reallocating management resources across the group, while promoting business model reform through the development of an organizational structure and products capable of responding appropriately and promptly to market needs to create new customers, as well as by improving its web environment. Selling, general and administrative expenses increased 8.3% year on year, but decreased 28.6% from the same quarter of 2019 due to reductions in personnel expenses and the closure of unprofitable stores as part of measures to improve the business structure.」
As part of its structural reforms, the group reallocated management resources, reduced personnel expenses, closed unprofitable stores, and improved its web environment. Selling, general and administrative expenses decreased 28.6% from the same quarter of 2019. - FY2021AdvancedAnnual report
「The group has identified the early improvement of profitability through structural reform as a key issue and will undertake initiatives including reducing various costs by reallocating management resources across the group through structural reforms aimed at improving its management structure.」
The previous policy of efficiency improvement and rationalization has been translated into the key priorities of reallocating management resources, reducing costs, and achieving an early improvement in profitability through structural reform. - FY2018RestatedAnnual report
「We will work to improve efficiency and rationalize management as a whole, including by reviewing our brand strategy and internal organization.」
Continuing to improve efficiency and rationalize management as a whole, including a review of the brand strategy and organization. - FY2017RestatedAnnual report
「We will work to improve efficiency and rationalize management as a whole, including by reviewing our brand strategy and internal organization.」
Continuing to improve efficiency and rationalize management as a whole, including a review of the brand strategy and organization. - FY2017-Q3RestatedAnnual report
「In addition, we will work to improve efficiency and rationalize management as a whole, including by reviewing our brand strategy and internal organization.」
Continuing to promote company-wide efficiency and rationalization, including a review of the brand strategy and internal organization. - FY2017-Q2RestatedAnnual report
「In addition, we will work to improve efficiency and rationalize management as a whole, including by reviewing our brand strategy and internal organization.」
Continuing to promote company-wide efficiency and rationalization, including a review of the brand strategy and internal organization. - FY2017-Q1First statedAnnual report
「We will work to improve efficiency and rationalize management as a whole, including by reviewing our brand strategy and internal organization.」
Policy to promote company-wide efficiency and rationalization, including a review of the brand strategy and internal organization.