Distinctive Strategy
First written in FY2016. 3 of 6 entries say "Advanced", first in FY2017. Latest entry: FY2021.
No other company in this theme has enough history to compare yet.
- FY2021ReframedAnnual report
「1. Further evolution of the Dantotsu Strategy」
Under the succeeding medium-term plan, the company will continue the existing Dantotsu Strategy in the same 3 areas while positioning it as a further evolution. - FY2020-Q2AdvancedAnnual report
「On 1 October 2019, the Company acquired all shares of 株式会社レスト, making it a consolidated subsidiary. We decided to acquire the shares because we determined that making the company a consolidated subsidiary would strengthen energy-saving, weight-reduction and labor-saving solutions in the building materials solutions business and expand our service capabilities.」
As a specific measure to strengthen the energy-saving, weight-reduction and labor-saving areas of the Dantotsu Strategy, the company acquired all shares of 株式会社レスト. - FY2019RestatedAnnual report
「By combining Takashima’s unique value-adding capabilities, namely development proposal capabilities and integrated execution capabilities, in the strategic areas of energy saving, weight reduction and labor saving, we aim to shift from simply selling products to providing high-value-added solutions to customers, thereby increasing sales and improving profit margins. Since the previous fiscal year, we have conducted training to advance solution development and have been progressively rolling it out through sales activities.」
The company continues the 3 areas of the Dantotsu Strategy and the rollout of solutions from training into sales activities. - FY2018AdvancedAnnual report
「By combining Takashima’s unique value-adding capabilities, namely development proposal capabilities and integrated execution capabilities, in the strategic areas of energy saving, weight reduction and labor saving, we aim to shift from simply selling products to providing high-value-added solutions to customers, thereby increasing sales and improving profit margins. During the current fiscal year, we conducted training to advance solution development and began rolling it out sequentially through sales activities.」
The company states that, following the training and internal system development in the previous fiscal year, it conducted training in solution development during the current fiscal year and began rolling it out sequentially through sales activities. - FY2017AdvancedAnnual report
「By combining Takashima’s unique value-adding capabilities, namely development proposal capabilities and integrated execution capabilities, in the strategic areas of energy saving, weight reduction and labor saving, we aim to shift from simply selling products to providing high-value-added solutions to customers, thereby increasing sales and improving profit margins. We positioned the current fiscal year as a preparation period for advancing solution development and established the necessary infrastructure, including training programs and internal systems.」
To implement the Dantotsu Strategy, the company established training programs and internal systems as a preparation period for solution development. - FY2016First statedAnnual report
「1) Dantotsu Strategy: We will provide solutions unique to the Company in each of the following strategic areas: energy saving, weight reduction and labor saving.」
The company identified 3 strategic areas as one of the 4 priority strategies under its new medium-term plan.