Strengthening market competitiveness and expanding into new business areas
First written in FY2016. 11 of 28 entries say "Restated". Latest entry: FY2027-H1.
5 other companies' latest entry also says "Advanced".
- FY2027-H1AdvancedAnnual report
「In particular, in the personal accessories business, the company worked to expand new sales channels and new sales, strengthen its e-commerce business, develop new businesses, and advance its digital strategy, while also strengthening its product supply and proposal capabilities by leveraging the group's strength in production and expanding sales of original products and character IP products.」
It made the growth initiatives more specific and implemented them through new sales channels, e-commerce, new businesses and digital strategy; product supply capacity and proposal capabilities leveraging its production functions; and expanded sales of original products and character IP products. - FY2026ReframedAnnual report
「Under Medium-Term Management Plan 2026, the company will reform its business portfolio and optimize management resources under the theme of “maximizing group synergies.”」
The existing growth initiatives involving new sales channels, e-commerce and productivity improvement were reorganized under the framework of maximizing group synergies, reforming the business portfolio and optimizing management resources. - FY2026-H1AdvancedAnnual report
「Against this business backdrop, in the final year of the Medium-Term Management Plan 2023 NEXT, our group focused on improving productivity, optimizing costs, strengthening original brands, deepening existing sales channels, and developing new markets by leveraging the strength of our vertically integrated supply chain extending from production to sales.」
It implemented the existing growth strategy in the final year of the plan through improved productivity, cost optimization, strengthened original brands, deeper development of existing sales channels and development of new markets. - FY2025-H1AdvancedAnnual report
「Although foreign exchange fluctuations also have a significant impact on profitability, we further strengthened cooperation across the Group from upstream production to downstream sales, as set out in the three-year plan, and pursued measures to address the cost environment while advancing new initiatives to approach existing retailers and develop new fields.」
It further strengthened vertically integrated cooperation across the Group and pursued measures to address the cost environment, new approaches to existing retailers and development of new fields. - FY2024AdvancedAnnual report
「In accordance with this medium-term management plan, the basic strategy is “manufacturing and sales conducted through cooperation across the entire Group, something only our Group can do.” Our Group's strength is its ability to handle everything from manufacturing to sales within the Group.」
In the second year of the plan, it continued and made more specific the basic strategy of coordinating activities across the Group from manufacturing through sales. - FY2024-Q3AdvancedAnnual report
「Our Group's strength is its vertically integrated supply chain, extending from upstream production to retail sales. Building on this, we set targets of improving productivity, securing profitability through cost reductions, further strengthening original brands through initiatives undertaken across the Group, improving corporate value and customer satisfaction, and building asset value, and entered the first year of the plan.」
As measures in the first year of the plan, it continued to improve productivity, reduce costs and strengthen original brands across the Group, contributing to an increase in gross profit. - FY2024-Q2RestatedAnnual report
「Building on this, we set targets of improving productivity, securing profitability through cost reductions, further strengthening original brands through initiatives undertaken across the Group, improving corporate value and customer satisfaction, and building asset value, and entered the first year of the plan.」
It continues, in the first year of the plan as well, to pursue a policy of leveraging its vertically integrated supply chain to improve productivity, reduce costs and strengthen original brands across the Group. - FY2024-Q1AdvancedAnnual report
「Building on this, we intend to improve productivity, secure profitability through cost reductions and further strengthen original brands through initiatives undertaken across the Group, thereby improving corporate value and customer satisfaction and building asset value.」
The measures under Medium-Term Management Plan 2023 NEXT specifically included improving productivity, reducing costs and strengthening original brands across the Group. - FY2023ReframedAnnual report
「The basic strategy was defined as “manufacturing and sales conducted through cooperation across the entire Group, something only our Group can do.” Its objectives are “new manufacturing,” “developing new sales channels,” “improving productivity” and “securing profitability.”」
The previous direction of strengthening market competitiveness and expanding into new business areas was reorganized under Medium-Term Management Plan 2023 NEXT as a basic strategy focused on group cooperation, manufacturing, new sales channels, productivity and securing profitability. - FY2023-Q3RestatedAnnual report
「Against this backdrop, our group continued to advance the key challenges for the current consolidated fiscal year: developing new sales channels, expanding the e-commerce business, improving profitability, strengthening marketing and public relations, and pursuing the SDGs.」
It continues to promote the five priority issues of new sales channels, e-commerce, profitability improvement, marketing and public relations, and the SDGs. - FY2023-Q2RestatedAnnual report
「Against this backdrop, our group continued to advance the key challenges for the current consolidated fiscal year: developing new sales channels, expanding the e-commerce business, improving profitability, strengthening marketing and public relations, and pursuing the SDGs.」
It continues to promote the five priority issues of new sales channels, e-commerce, profitability improvement, marketing and public relations, and the SDGs. - FY2023-Q1RestatedAnnual report
「It further promoted the measures identified as priority issues for the fiscal year under review: developing new sales channels, expanding the e-commerce business, improving profitability, strengthening marketing and public relations activities, and pursuing the SDGs,」
It continues to promote the five priority issues of new sales channels, e-commerce, profitability improvement, marketing and public relations, and the SDGs. - FY2022AdvancedAnnual report
「Under these circumstances, the Group further promoted the five priority issues identified for the fiscal year under review: developing new sales channels, expanding the e-commerce business, improving profitability, strengthening marketing and public relations activities, and pursuing the SDGs,」
The existing growth strategy was continued and made more specific as five priority issues: new sales channels, e-commerce, profitability improvement, marketing and public relations, and the SDGs. - FY2022-Q3AdvancedAnnual report
「In the personal goods business, we actively pursued the development of new sales channels, including opening accounts with specialty sundries stores, participating in new events and introducing vending machines, and achieved a certain level of success in acquiring markets outside our existing channels.」
It stated that, in developing new sales channels, it had opened accounts with specialty general merchandise stores, participated in new events and introduced vending machines, achieving a certain level of results. - FY2022-Q2AdvancedAnnual report
「We actively worked to develop new sales channels and were able to develop new business partners and markets, although」
It stated that, in developing new sales channels, it had developed new business partners and markets. - FY2022-Q1RestatedAnnual report
「We identified five priority issues—developing new sales channels, expanding the e-commerce business, improving profitability, strengthening marketing and public relations activities, and pursuing the SDGs—and worked toward achieving the plan. We also actively expanded sales of masks, which had become daily necessities as a COVID-19 response.」
It continues to implement new sales channels, e-commerce, profitability improvement, marketing, public relations, SDGs and expanded mask sales as priority issues and initiatives. - FY2021RestatedAnnual report
「1. Execute the growth strategy ・Develop new sales channels ・Improve profitability at directly operated stores ・Strengthen e-commerce sales ・Overseas sales channels 2. Cost control ・Review brand licensing ・Review prices and value ・Review the number of planned products ・Review production costs」
It continues to pursue measures under New Medium-Term Management Plan 2020 relating to the growth strategy, new sales channels, directly operated stores, e-commerce, overseas sales channels and cost control. - FY2021-Q3AdvancedAnnual report
「This fiscal year as well, we continued to focus on restructuring existing sales floors, developing new sales, strengthening the e-commerce business and expanding sales of gauze masks as a COVID-19 response, while continuing efforts to achieve the plan.」
In addition to restructuring existing sales floors, developing new sales and strengthening the e-commerce business, it identified expanding sales of gauze masks as a COVID-19 response as a priority initiative. - FY2021-Q2AdvancedAnnual report
「This fiscal year as well, we continued to focus on restructuring existing sales floors, developing new sales and strengthening the e-commerce business as priority initiatives, while continuing efforts to achieve the plan.」
In addition to restructuring existing sales floors and developing new sales, it specifically identified strengthening the e-commerce business as a priority initiative. - FY2021-Q1RestatedAnnual report
「This fiscal year as well, we focused on restructuring existing sales floors and developing new sales as priority initiatives and worked toward achieving the plan.」
It continues to pursue the restructuring of existing sales floors and development of new sales as priority initiatives for the current fiscal year under New Medium-Term Management Plan 2020 and its reforms. - FY2020ReframedAnnual report
「1. Execute the growth strategy」
The previous direction of strengthening market competitiveness and expanding into new business areas was organized in the New Medium-Term Management Plan 2020 as a growth strategy encompassing new sales channels, improved profitability at directly operated stores, e-commerce and overseas sales channels. - FY2020-Q2RestatedAnnual report
「During the current fiscal year, we focused on restructuring existing sales floors and developing new sales as priority initiatives and worked toward achieving the plan.」
It continues to pursue the direction of strengthening market competitiveness and expanding new sales through the priority initiatives of restructuring existing sales floors and developing new sales. - FY2020-Q1Greater specificity on priority measuresAnnual report
「During the current fiscal year, we focused on restructuring existing sales floors and developing new sales as priority initiatives and worked toward achieving the plan.」
In addition to the existing direction of strengthening market competitiveness and expanding into new business areas, the company made restructuring existing sales floors and developing new sales specific priority initiatives for the current fiscal year. - FY2018ReframedAnnual report
「1. Virtuous-cycle growth strategy ・Expand directly operated Players stores ・Further increase sales as a manufacturer through group companies ・Rebuild the fragrance business to establish a sustainably profitable business ・Further pursue the e-commerce business 2. Cost control Further growth as a manufacturer (grow the manufacturing business through smooth and robust cooperation with group manufacturers) 3. Financial strategy ・Strengthen IR activities ・Reduce borrowings ・Make effective use of assets」
The previously abstract direction of strengthening market competitiveness and expanding into new business areas was organized into specific plans covering directly operated stores, group manufacturing, fragrance business restructuring, e-commerce, costs and finance. - FY2017-Q3RestatedAnnual report
「Through corporate activities based on innovative ideas, the Group has promoted stronger market competitiveness and expansion into new business areas」
It continues to position strengthening market competitiveness and expanding into new business areas as the direction of its business. - FY2017-Q2RestatedAnnual report
「Through corporate activities based on innovative ideas, the Group has promoted stronger market competitiveness and expansion into new business areas」
It continues to position strengthening market competitiveness and expanding into new business areas as the direction of its business. - FY2017-Q1RestatedAnnual report
「Through corporate activities based on innovative ideas, the Group has promoted stronger market competitiveness and expansion into new business areas」
It continues to position strengthening market competitiveness and expanding into new business areas as the direction of its business. - FY2016First statedAnnual report
「Through corporate activities based on innovative ideas, the Group has promoted stronger market competitiveness and expansion into new business areas」
The company has identified strengthening competitiveness and expanding into new business areas as the direction of its corporate activities.