Proactive Sales Activities and Management Efficiency
First written in FY2017-Q1. 13 of 20 entries say "Restated". Latest entry: FY2024-Q3.
The whole theme swung hardest in 2022: 2 of 16 companies on the "Worse" side.
11 other companies' latest entry also says "Restated".
- FY2024-Q3RestatedAnnual report
「Under the medium-term management plan "Challenge to a Transforming Future Challenge2030," the Group worked to strengthen human-resource development and develop new businesses to build a business portfolio suited to a low-carbon, circular society.」
Under Challenge2030, the Group continued to build a business portfolio suited to a low-carbon, circular society, strengthen human-resource development and develop new businesses. No new completion milestone was reported. - FY2024-Q2RestatedAnnual report
「Under the medium-term management plan "Challenge to a Transforming Future Challenge2030," the Group worked to strengthen human-resource development and develop new businesses to build a business portfolio suited to a low-carbon, circular society.」
Under the medium-term management plan, the Group continued to strengthen human-resource development and develop new businesses. No new completion milestone or numerical target was provided. - FY2022-Q2AdvancedAnnual report
「In April this year, Kokusai Yuka Co., Ltd., which operates service stations, merged with Kygnus Petroleum Sales Co., Ltd.」
The merger of 2 service-station operating companies in April 2021 demonstrated specific progress on expanding the sales network and improving Group management efficiency. - FY2021Business collaboration and concentration of management resources made specificAnnual report
「The Group's core businesses will be made more robust and competitive, while management resources will be concentrated in growth areas based on the growth potential of each business. The Group will also further strengthen collaboration among its businesses to create synergies.」
In addition to strengthening the competitiveness of existing businesses and concentrating resources in growth areas, collaboration among businesses to create synergies was explicitly identified as a means of rebuilding the management base. - FY2021-Q3RestatedAnnual report
「The Group proceeded to restructure its business domains and sought to strengthen the competitiveness of existing businesses through effective use of management resources and expansion of its sales network through M&A and other means. It also worked to expand its business scale through investment in growth areas and to secure and develop the personnel who would form the foundation for growth.」
The Group continued to report business-domain restructuring, effective use of management resources, sales-network expansion through M&A, investment in growth areas and securing and developing personnel. No new completion milestone or numerical target was provided. - FY2021-Q2Business portfolio restructuring made explicitAnnual report
「The Group proceeded to restructure its business domains and sought to strengthen the competitiveness of existing businesses through effective use of management resources and expansion of its sales network through M&A and other means. It also worked to expand its business scale through investment in growth areas and to secure and develop the personnel who would form the foundation for growth.」
In addition to strengthening sales capabilities and management efficiency, the Group explicitly presented business-domain restructuring, effective use of management resources, sales-network expansion through M&A, investment in growth areas and securing and developing personnel as an integrated set of measures. - FY2020-Q3RestatedAnnual report
「The Group sought to acquire new customers and expand sales volumes while improving the efficiency of Group management through the integration of subsidiaries and other measures.」
The Group continued to acquire new customers, expand sales volumes and improve Group management efficiency through subsidiary integration. No new completion milestone was provided. - FY2020-Q2RestatedAnnual report
「The Group sought to acquire new customers and expand sales volumes while improving the efficiency of Group management through the integration of subsidiaries and other measures.」
The Group continued to acquire new customers, expand sales volumes and improve Group management efficiency through subsidiary integration. Specific measures such as its service-station management strategy, consultative sales and strengthening its sales network and customer touchpoints were also described, but no new completion milestone was provided. - FY2020-Q1AdvancedAnnual report
「due in part to higher expenses associated with consolidating the head offices and other facilities of the Company and Group companies」
The consolidation of the head offices and other facilities of the Company and Group companies was identified as a specific management-efficiency measure. The associated expenses increased, but no completion date was provided. - FY2019RestatedAnnual report
「The Group will strengthen its management base by making its core businesses more robust through deeper development of existing businesses and higher productivity, while expanding its business scope through the development of new products and investment in growth areas to address changing market needs.」
The Group continued to strengthen its management base through deeper development of existing businesses, higher productivity, new product development and investment in growth areas. No new numerical targets or completion milestones were provided. - FY2019-Q3RestatedAnnual report
「The Group improved management efficiency by absorbing and merging subsidiaries and integrating the LP gas delivery and filling business into a joint venture, while working to expand its sales base. In July last year, the Company absorbed and merged its subsidiary San-Ai Chemical Trading Co., Ltd. to consolidate management resources, improve operating efficiency and accelerate decision-making.」
The Group continued to report the absorption merger of a subsidiary, the integration of the LP gas delivery and filling business into a joint venture, and expansion of the sales base. The absorption merger had already been reported in the previous quarter and was not a new milestone. - FY2019-Q2AdvancedAnnual report
「In July this year, the Company absorbed and merged its subsidiary San-Ai Chemical Trading Co., Ltd. to consolidate management resources, improve operating efficiency and accelerate decision-making.」
The absorption merger of San-Ai Chemical Trading Co., Ltd. in July 2018 demonstrated specific progress on measures to expand the customer base and sales volumes and improve management efficiency. - FY2018RestatedAnnual report
「Under the Group business restructuring carried out in the previous fiscal year, the Group further strengthened the sales capabilities of existing businesses and sought to acquire new customers and improve management efficiency.」
The Group continued strengthening sales capabilities, acquiring new customers, expanding car-care revenue, converting service stations into multi-purpose outlets, closing unprofitable service stations and reviewing its organizational structure on the basis of the business restructuring. - FY2018-Q3RestatedAnnual report
「Under the Group business restructuring carried out in the previous fiscal year, the Group sought to expand its sales base and improve performance by further strengthening the sales capabilities of existing businesses, selling new products and acquiring new customers.」
Measures to strengthen the sales capabilities of existing businesses and improve the sales base and performance through new products and new customers continued on the basis of the Group business restructuring. No new numerical targets or completion milestones were provided. - FY2018-Q2RestatedAnnual report
「Under the Group business restructuring carried out in the previous fiscal year, the Group sought to expand its sales base and improve performance by further strengthening the sales capabilities of existing businesses, selling new products and acquiring new customers.」
The Group continued strengthening the sales capabilities of existing businesses, selling new products and acquiring new customers on the basis of its business restructuring. Measures in the petroleum-related business included acquiring new designated dealers, expanding car-care revenue, closing unprofitable service stations, reviewing the organizational structure, introducing ARAWZANS and training staff, but no numerical targets or completion milestones were provided. - FY2018-Q1RestatedAnnual report
「Against this backdrop, under the Group business restructuring carried out in the previous fiscal year, the Group sought to improve performance by pursuing active sales activities, including further strengthening sales capabilities in the petroleum retail business.」
The Group continued strengthening sales capabilities in its petroleum retail business and pursuing active sales activities on the basis of the previous fiscal year's business restructuring. No new numerical targets or specific completion milestones were provided. - FY2017AdvancedAnnual report
「During the previous fiscal year, the Group consolidated overlapping businesses in its petroleum- and gas-related operations and proceeded to strengthen an efficient sales structure through organizational restructuring.」
In addition to active sales activities and management efficiency, the Group explicitly states that it consolidated overlapping petroleum- and gas-related businesses and strengthened its efficient sales structure through organizational restructuring. - FY2017-Q3RestatedAnnual report
「Against this backdrop, the Group pursued business expansion and improved performance through active sales activities and management efficiency.」
The policy of expanding the business and improving performance through active sales activities and management efficiency was reiterated. Improvements in operating profit and other results were reported, but no specific milestones for the measures themselves were provided. - FY2017-Q2RestatedAnnual report
「Against this backdrop, the Group pursued business expansion and improved performance through active sales activities and management efficiency.」
The basic policy continued, with details including acquiring new designated dealers, improving the sales network, staff training, acquiring new customers and expanding transactions with existing customers. Although the 2016 service-station management strategy and basic policy were mentioned, no numerical targets or deadlines were provided. - FY2017-Q1First statedAnnual report
「Against this backdrop, the Group pursued active sales activities and management efficiency.」
The Group identified more active sales activities and improved management efficiency as responses to the challenging environment, including declining demand. No specific measures, numerical targets or deadlines were stated.