Implementation of Three Basic Policies Based on the Medium-Term Management Plan
First written in FY2017-Q1. 13 of 26 entries say "Restated". Latest entry: 2026-05-13.
Kimuratan moved to the "Worse" side of this theme in 2019, 6 years before the typical company in this theme (2025).
13 other companies' latest entry also says "Restated".
- 2026-05-13RestatedEarnings
「From the current consolidated fiscal year, the company has launched a strategic business model centred on “Clothing, Health and Housing” as a new area of business development. Through the concentration of management resources in these 3 areas and clear differentiation, the company aims to improve profitability and achieve sustainable growth.」
The company continues to pursue a strategic business model centred on “Clothing, Health and Housing” and the concentration of management resources in 3 areas. - FY2026-H1RestatedAnnual report
「In the consolidated fiscal year under review, the company marked its 100th anniversary and launched a strategic business model centered on “Clothing, Health and Housing” as a new business development initiative for the next 100 years. By concentrating management resources in these three areas and clearly differentiating itself from competitors in each field, it sought to improve profitability and achieve sustainable growth.」
The company continues the strategic business model centered on “Clothing, Health and Housing” presented in FY2025, concentrating management resources in the three areas and pursuing differentiation. - FY2025ReframedAnnual report
「The company reached its 100th anniversary in April 2025 and is promoting a strategic business model centered on “Clothing, Health and Housing” as a new business development initiative for the next 100 years. Through concentrated investment in these three areas and the creation of synergies, we aim to improve profitability while creating social value.」
The company restructured its previous business portfolio transformation and reconstruction plan into a strategic business model involving concentrated investment in the three areas of “Clothing, Health and Housing” to support growth after its 100th anniversary, while seeking to achieve both synergies and social value. - FY2024ReframedAnnual report
「Going forward, we will pursue corporate growth while clarifying the issues and strategies for each of our three businesses.」
The wording of the plan was restructured from the execution phase of the portfolio transformation to a phase focused on growth by clarifying the issues and strategies for each of the apparel, real estate and wearable businesses. - FY2023AdvancedAnnual report
「As described above, we positioned the consolidated fiscal year under review as a year of fundamental structural reform and pursued measures aimed at transforming our portfolio. Although performance was extremely challenging, with lower revenue and a wider loss, the structural reforms progressed as planned and were completed by the end of the fiscal year.」
The company explained that, although performance involved lower revenue and a wider loss, measures aimed at transforming the portfolio were completed as planned by the end of the fiscal year. - FY2023-Q2AdvancedAnnual report
「As part of the reduction of the apparel business, we planned to close 208 stores nationwide by December 2022. We began closing stores sequentially in May 2022 and worked to fully clear inventory through closing sales and e-commerce channels while maximizing cash flow.」
As part of the structural reforms that gave concrete form to the previous business plan, the company closed 208 stores, held closing-out sales and cleared inventory through e-commerce, proceeding with the planned reduction in its store base. - FY2022-Q3ReframedAnnual report
「We will transform our business portfolio, centered on a substantial reduction in our apparel business and an expansion of our real estate business, thereby achieving a fundamental business turnaround and strengthening our financial foundation.」
The company changed the focus of its management plan from continuing measures under the previous profitability and business plans to a business portfolio transformation combining a substantial downsizing of the apparel business with expansion of the real estate business. - FY2022-Q2RestatedAnnual report
「Against this backdrop, our group continued initiatives in three areas to further transform itself into a compact yet resilient company: (1) improving store operating efficiency and strengthening digital capabilities, while deepening transactions with wholesale customers; (2) further improving the gross margin; and (3) improving efficiency through in-house logistics, strengthening inventory coordination and enhancing services. We also worked to secure stable earnings from new businesses.」
The company continues to pursue its current reconstruction policy of focusing on three areas, stores and digital, gross margin, and logistics and inventory coordination, together with securing stable earnings from new businesses. - FY2022-Q1RestatedAnnual report
「Against this backdrop, our group continued initiatives in three areas to further transform itself into a compact yet resilient company: (1) improving store operating efficiency and strengthening digital capabilities, while deepening transactions with wholesale customers; (2) further improving the gross margin; and (3) improving efficiency through in-house logistics, strengthening inventory coordination and enhancing services. We also worked to secure stable earnings from new businesses.」
The company continues its current reconstruction policy of improving store efficiency and strengthening digital capabilities, raising the gross margin, bringing logistics in-house and strengthening inventory coordination, and securing stable earnings from new businesses. - FY2021RestatedAnnual report
「Meanwhile, we worked to transform our earnings structure by closing unprofitable stores, reducing expenses and substantially lowering manufacturing costs, while expanding earnings through the integration of stores and e-commerce. Although the environment surrounding the apparel industry is expected to remain challenging, we will continue to improve the precision of our measures, reliably convert them into results and make steady progress across the company to establish a clear path to profitability in the next fiscal year.」
The company has indicated that it will continue earnings-structure reform, store restructuring, expense and cost reductions, and the integration of stores and e-commerce, with the aim of establishing a clear path to profitability in the next fiscal year. - FY2021-Q1RestatedAnnual report
「Against this backdrop, with the aim of transforming into a compact yet resilient company capable of withstanding a prolonged economic downturn, we pursued three initiatives: (1) transforming our earnings structure by substantially lowering the break-even point; (2) improving margins and cash flow by reducing inventories and increasing the sell-through rate; and (3) expanding earnings by strengthening relationships with customers under the theme of integrating stores and e-commerce. At the same time, we sought to establish new businesses to support future growth.」
The company continues to pursue the three priorities of its current reconstruction plan: earnings-structure reform, inventory reduction and improved sell-through, integration of stores and e-commerce, and establishment of new businesses. - FY2020ReframedAnnual report
「Even under these circumstances, our group aims to transform itself into a business capable of generating profits and thoroughly strengthen its business foundation by significantly lowering the break-even point, implementing more feasible sales-enhancement measures, substantially improving cash flow and returning to profitability.」
The focus of the plan was restructured from implementing the “Business Plan 2019-2020” to transforming the business into one capable of generating profits even during an infectious-disease outbreak, significantly lowering the break-even point and strengthening sales with an emphasis on feasibility. - FY2020-Q3ReframedAnnual report
「We have begun reviewing and revising the business plan to improve business performance. Alongside increasing revenue, we will continue working to improve the gross margin and reduce expenses as we pursue further improvement in business performance across the company.」
While continuing to implement the “Business Plan 2019-2020,” we began reviewing and revising the business plan in light of company-wide performance falling below target. - FY2020-Q2RestatedAnnual report
「For our business strategy, we aim to achieve profitability promptly and deliver future growth by implementing our short-term and medium-term strategies simultaneously.」
We continue to pursue early profitability and future growth by implementing the short-term and medium-term strategies simultaneously under the “Business Plan 2019-2020.” - FY2020-Q1ReframedAnnual report
「We are working to implement the newly formulated business-rebuilding plan, the “Business Plan 2019-2020.”」
The business-rebuilding plan was restructured from the “2018-2019 Plan to Return to Profitability” into the “Business Plan 2019-2020,” formulated under the new management structure. It also set out a policy of implementing short-term and medium-term strategies simultaneously. - FY2019WorsenedAnnual report
「Although fixed-cost reductions and inventory clearance progressed, gross margin improvement, sales growth in the online sales and BOBSON business formats, and the addition of new sources of profit through tenant store openings all fell short of plan. As a result, performance for the fiscal year ended with lower revenue, a wider loss and a fourth consecutive loss, an extremely disappointing result.」
While fixed-cost reductions and inventory clearance progressed under the Plan to Return to Profitability, gross margin improvement, sales growth in the growth business formats and the addition of new sources of profit all fell short of plan. - FY2019-Q3ReframedAnnual report
「We are currently devoting all our efforts to implementing a business-improvement plan with achieving profitability in fiscal 2019 as a non-negotiable target. We recognized that achieving profitability within a single fiscal year would require bold and rapid implementation of both revenue growth and cost reductions, while maintaining a balance without being constrained by the established course, and therefore fundamentally revised the “Plan to Return to Profitability.”」
The plan was fundamentally revised from the ongoing implementation of the “2018-2019 Plan to Return to Profitability” to a business-improvement plan with achieving profitability in fiscal 2019 as a non-negotiable target. Its core elements are product strength, store operations, chain operations, expense reductions and organizational reform. - FY2019-Q2RestatedAnnual report
「Under the “2018-2019 Plan to Return to Profitability,” we implemented the following measures to resolve these issues, based on three basic policies: (1) “Structural Reform,” centered on reducing fixed costs and improving the manufacturing cost ratio; (2) “Selection of Growth Business Formats,” narrowing the business formats expected to grow in the future; and (3) “Adding New Sources of Profit” through the development of high-margin business formats.」
We continue to implement the three basic policies of structural reform, selection of growth business formats and adding new sources of profit under the 2018-2019 Plan to Return to Profitability. - FY2019-Q1RestatedAnnual report
「Despite these circumstances, we worked to achieve the “Plan to Return to Profitability,” based on three basic policies: (1) “Structural Reform,” centered on reducing fixed costs and improving the manufacturing cost ratio; (2) “Selection of Growth Business Formats,” narrowing the business formats expected to grow in the future; and (3) “Adding New Sources of Profit” through the development of high-margin business formats.」
We continue to implement the Plan to Return to Profitability based on three basic policies: structural reform, selection of growth business formats and adding new sources of profit. - FY2018RestatedAnnual report
「We aim to improve business performance and our financial position promptly by steadily implementing the following measures based on the policies set out in the “2018-2019 Plan to Return to Profitability.”」
We continued in the annual report to pursue structural reform, business-performance improvement and financial-position improvement under the “2018-2019 Plan to Return to Profitability.” - FY2018-Q3ReframedAnnual report
「Our group aims to resolve these circumstances promptly and improve its business performance and financial position by steadily implementing the following measures set out in the “2018-2019 Plan to Return to Profitability.”」
The previous fundamental measures were formalized as the “2018-2019 Plan to Return to Profitability” and specified as measures to improve profitability, reduce inventory, restructure the store network and improve the financial position. - FY2018-Q2ReframedAnnual report
「In light of these circumstances, we recognized the urgent need for a fundamental review of the management plan. We formulated fundamental measures centered on reforming the earnings structure and building a management platform capable of generating stable profits, and devoted all our efforts to implementing these reforms and rebuilding the business as soon as possible.」
The policy was restructured from implementing measures under the previous medium-term management plan to fundamentally reviewing the management plan and pursuing earnings-structure reform and the establishment of a platform for generating stable profits. - FY2017RestatedAnnual report
「The Company has based its efforts on three basic policies—“regain the strength of our products,” “reaffirm the role of our existing domestic businesses,” and “make our overseas business a new pillar of growth”—while clarifying the path to earnings recovery and working to implement measures for each business and format.」
We continued in the annual report to implement measures aligned with the three basic policies set out in the medium-term management plan. - FY2017-Q3RestatedAnnual report
「As set out in the medium-term management plan announced on 12 May 2016, we established the following three basic policies: “Regain the strength of our products,” “Reconfirm the role of our existing domestic businesses” and “Make the overseas business a new pillar of growth.” We clarified the path to recovering business performance and worked to implement policies for each business and business format.」
We continue to pursue the three basic policies of the medium-term management plan. - FY2017-Q2RestatedAnnual report
「As set out in the medium-term management plan announced on 12 May 2016, we established the following three basic policies: “Regain the strength of our products,” “Reconfirm the role of our existing domestic businesses” and “Make the overseas business a new pillar of growth.” We clarified the path to recovering business performance and worked to implement policies for each business and business format.」
The Company continues to implement the three basic policies of the medium-term management plan and measures for each business and format. - FY2017-Q1First statedAnnual report
「As set out in the medium-term management plan announced on 12 May 2016, we established the following three basic policies: “Regain the strength of our products,” “Reconfirm the role of our existing domestic businesses” and “Make the overseas business a new pillar of growth.” We clarified the path to recovering business performance and worked to implement policies for each business and business format.」
We announced a medium-term management plan and established and implemented three basic policies: restoring product strength, reconfirming the role of existing domestic businesses and making the overseas business a pillar of growth.