Growth Through a Brand-Led Global Strategy
First written in FY2016. 24 of 29 entries say "Restated". Latest entry: 2026-08-07.
0 other companies' latest entry also says "Restated".
- 2026-08-07RestatedEarnings
「During the period, the final year of the Second Medium-Term Management Plan, CHALLENGE NEXT 100, our group continued to execute a steady growth strategy by further deepening its new management policy, Kyosei NEXT100, around its three basic strategies of expanding the global brand business, transforming the OEM business model and making proactive growth investments, while effectively utilizing its management resources, a core strength of the company.」
In the first quarter of the final year, the company continued to present the basic strategies of the Second Medium-Term Management Plan and the deepening of Kyosei NEXT100. - FY2026RestatedAnnual report
「In the second year of the second medium-term management plan “CHALLENGE NEXT 100,” the Group is continuing to execute its steady growth strategy centered on expanding the global brand business, transforming the OEM business model, and making proactive growth investments, while further developing its new management policy, “共生NEXT100,” and using its core management resources effectively.」
In the second year of the second medium-term management plan, the Group continues its growth policy centered on global brands, transformation of the OEM model, and growth investment. - FY2026-H1RestatedAnnual report
「In the second year of the second medium-term management plan “CHALLENGE NEXT 100,” the Group is continuing to advance steady growth by further developing its new management policy, “共生NEXT100,” centered on its basic strategies of expanding the global brand business, transforming the OEM business model, and making proactive growth investments, while using its core management resources effectively.」
In the second year of the second medium-term management plan, the Group continues its global growth policy centered on global brands, transformation of the OEM model, and growth investment. - FY2025RestatedAnnual report
「Against this backdrop, the Group formulated the second three-year medium-term management plan “CHALLENGE NEXT 100,” beginning with the fiscal year ending March 2025. By combining the strengths of its two European luxury fashion brands, “DAKS” and “LEONARD,” its strong Asian sales network, and its diverse workforce with a strong financial base, the Group will work to strengthen its business portfolio.」
Continues the global growth policy as a strengthening of the business portfolio by combining the second medium-term management plan, European luxury brands, the Asian sales network, diverse human resources, and a strong financial base. - FY2025-H1ReframedAnnual report
「The Group formulated the second three-year medium-term management plan “CHALLENGE NEXT 100,” beginning in fiscal 2025, with its basic strategies centered on expanding its global brand business, transforming its OEM business model, and making proactive growth investments.」
The second medium-term management plan reorganizes the framework from the previous plan centered on the Asian market, advancing digital transformation, and the overall corporate strategy to basic strategies centered on global brands, transformation of the OEM model, and growth investment. - FY2024-Q3RestatedAnnual report
「Against this backdrop, as the Group enters the final year of the three-year medium-term management plan “CHALLENGE NEXT 100,” it is advancing the basic strategies centered on the Asian market, advancing digital transformation, and the overall corporate strategy, making proactive business investments in response to changes in the external environment, and working to steadily expand sales and enhance corporate value.」
In the final year of the medium-term management plan, the Group continues to pursue sales growth and higher corporate value through the Asian market, advancing digital transformation, the overall corporate strategy, and proactive business investment. - FY2024-Q2RestatedAnnual report
「Against this backdrop, as the Group enters the final year of the three-year medium-term management plan “CHALLENGE NEXT 100,” it is advancing the basic strategies centered on the Asian market, advancing digital transformation, and the overall corporate strategy, making proactive business investments in response to changes in the external environment, and working to steadily expand sales and enhance corporate value.」
In the final year of the medium-term management plan, the Group continues to pursue sales growth and higher corporate value through the Asian market, advancing digital transformation, the overall corporate strategy, and proactive business investment. No new achievement milestone is described compared with the previous quarter. - FY2024-Q1AdvancedAnnual report
「Against this backdrop, as the Group enters the final year of the three-year medium-term management plan “CHALLENGE NEXT 100,” it is advancing the basic strategies centered on the Asian market, advancing digital transformation, and the overall corporate strategy, making proactive business investments in response to changes in the external environment, and working to steadily expand sales and enhance corporate value.」
“CHALLENGE NEXT 100” has entered its final year, and the Group is moving toward the stage of pursuing sales growth and higher corporate value through its three basic strategies and proactive business investment in response to the external environment. - FY2023RestatedAnnual report
「Under the medium-term management plan “CHALLENGE NEXT 100,” whose final fiscal year is the fiscal year ending March 2024, we will work toward realizing a sustainable world by effectively leveraging the management resources that are a core strength cultivated by the Group over many years, centered on the basic strategies of the Asian market, advancing digital transformation, and the overall corporate strategy.」
Continues the global growth policy through the medium-term management plan and its three pillars: the Asian market, advancing digital transformation, and the overall corporate strategy. - FY2023-Q3RestatedAnnual report
「Against this backdrop, as the Group enters the second year of the three-year medium-term management plan “CHALLENGE NEXT 100,” it continues to pursue enhanced corporate value and earnings growth by effectively leveraging its management resources, centered on the three basic strategies of the Asian market, advancing digital transformation, and the overall corporate strategy.」
Continues to present a policy of enhancing corporate value and expanding earnings under the medium-term management plan, centered on the Asian market, advancing digital transformation, and the overall corporate strategy. - FY2023-Q2RestatedAnnual report
「Against this backdrop, as the Group enters the second year of the three-year medium-term management plan “CHALLENGE NEXT 100,” it continues to pursue enhanced corporate value and earnings growth by effectively leveraging its management resources, centered on the three basic strategies of the Asian market, advancing digital transformation, and the overall corporate strategy.」
The Group continues its policy of using management resources to enhance corporate value and expand earnings, centered on the Asian market, advancing digital transformation, and the overall corporate strategy, in the second year of the medium-term management plan. - FY2023-Q1RestatedAnnual report
「Against this backdrop, as the Group enters the second year of the three-year medium-term management plan “CHALLENGE NEXT 100,” it continues to pursue enhanced corporate value and earnings growth by effectively leveraging its management resources, centered on the three basic strategies of the Asian market, advancing digital transformation, and the overall corporate strategy.」
In the second year of “CHALLENGE NEXT 100,” the Group continues to pursue higher corporate value and earnings by leveraging its management resources, centered on the Asian market, advancing digital transformation, and the overall corporate strategy. - FY2022RestatedAnnual report
「Under the medium-term management plan “CHALLENGE NEXT 100,” whose final fiscal year is the fiscal year ending March 2024, we will work toward realizing a sustainable world by effectively leveraging the management resources that are a core strength cultivated by the Group over many years, centered on the basic strategies of the Asian market, advancing digital transformation, and the overall corporate strategy.」
Continues the global growth policy through the medium-term management plan “CHALLENGE NEXT 100,” centered on the Asian market, advancing digital transformation, and the overall corporate strategy. - FY2022-Q3RestatedAnnual report
「Against this backdrop, with the aim of further enhancing corporate value, the Group formulated the three-year medium-term management plan “CHALLENGE NEXT 100.” Centered on its three basic strategies—the Asian market, advancing digital transformation, and the overall corporate strategy—the Group is working to expand earnings by effectively leveraging the management resources it has cultivated over many years.」
Continues to present a policy of expanding earnings under the medium-term management plan “CHALLENGE NEXT 100,” centered on the Asian market, advancing digital transformation, and the overall corporate strategy. - FY2022-Q2RestatedAnnual report
「Against this backdrop, with the aim of further enhancing corporate value, the Group formulated the three-year medium-term management plan “CHALLENGE NEXT 100.” Centered on its three basic strategies—the Asian market, advancing digital transformation, and the overall corporate strategy—the Group is working to expand earnings by effectively leveraging the management resources it has cultivated over many years.」
Continues to present a growth policy centered on the three-year medium-term management plan and its three pillars: the Asian market, advancing digital transformation, and the overall corporate strategy. - FY2022-Q1RestatedAnnual report
「Against this backdrop, with the aim of further enhancing corporate value, the Group formulated the three-year medium-term management plan “CHALLENGE NEXT 100.” Centered on its three basic strategies—the Asian market, advancing digital transformation, and the overall corporate strategy—the Group is working to expand earnings by effectively leveraging the management resources it has cultivated over many years.」
The policy of pursuing earnings growth centered on “CHALLENGE NEXT 100” and its three pillars—the Asian market, advancing digital transformation, and the overall corporate strategy—continued to be presented in the first-year quarterly report. - FY2021ReframedAnnual report
「The basic strategy comprises three pillars: the Asian market, advancing digital transformation, and the overall corporate strategy. By effectively leveraging the management resources that the Group has cultivated over many years, we are making strategic business investments to create new growth opportunities.」
The medium-term management plan gives concrete form to the previous brand-led global expansion strategy through three basic strategies, including the Asian market, and the creation of growth opportunities through strategic business investment. - FY2021-Q3RestatedAnnual report
「Against this backdrop, the Group has focused on expanding overseas the business centered on the “DAKS” brand, primarily in Asia, while pursuing business structural reforms aimed at building a strong financial base and a stable earnings structure to address the uncertain outlook.」
Continues to present both the expansion of DAKS-centered overseas operations in Asia and business structural reforms aimed at building a strong financial base and stable earnings structure. - FY2021-Q2RestatedAnnual report
「We will focus on expanding overseas the business centered on the “DAKS” brand, primarily in Asia.」
Continues to present a global growth policy of expanding overseas operations, primarily in Asia, with DAKS as the core brand. - FY2021-Q1RestatedAnnual report
「We will focus on expanding globally, primarily in Asia, with our core brand, “DAKS.”」
Continues to emphasize global expansion centered on DAKS, particularly in Asia. - FY2020RestatedAnnual report
「We will focus on expanding overseas the business centered on the “DAKS” brand, primarily in Asia, including China.」
Reaffirms the direction of expanding overseas operations, particularly in Asia including China, centered on DAKS, with the aim of becoming a true global company. - FY2020-Q3RestatedAnnual report
「We are actively advancing our global business operations in response to changes in the domestic business environment.」
Reaffirms a growth policy of actively expanding global operations in response to changes in the domestic environment. - FY2019RaisedAnnual report
「Looking ahead to the next 100 years, we will take on new challenges as a true global company and fashion trading company.」
Expands the expression of globalization from the previous brand-led global strategy to a policy of becoming a “true global company” as the Company approaches its 100th anniversary. - FY2018RestatedAnnual report
「The business environment is expected to remain challenging, with many uncertain factors surrounding companies. Against this backdrop, the Group will promote a brand-led global strategy and steadily implement its growth strategy by securing stable earnings from its domestic business and expanding its overseas business.」
Continues to present a growth strategy combining stable domestic earnings with overseas business expansion, centered on its brands. - FY2017RestatedAnnual report
「Against this backdrop, the Group will promote a brand-led global strategy and steadily implement its growth strategy by securing stable earnings from its domestic business and expanding its overseas business.」
Continues to present a growth policy combining stable domestic earnings with overseas business expansion, centered on its brands. - FY2016First statedAnnual report
「We will promote a brand-led global strategy and steadily implement our growth strategy by securing stable earnings from our domestic business and expanding our overseas business.」
Clearly states a growth policy combining stable domestic earnings with overseas expansion.