Establishing a core brand alongside MOS BURGER
First written in FY2017-Q1. 12 of 21 entries say "Advanced", first in FY2018-Q3. Latest entry: 2026-10-01.
No other company in this theme has enough history to compare yet.
- 2026-10-01Advancedtoyokeizai.net
「Mos Food Services acquired ビー･ワイ･オー (BYO), which operates Obon de Gohan and other brands, for ¥11.1 billion.」
The acquisition of BYO, which operates Japanese dining concepts, was reported as a specific expansion of the company's brands and business. - 2026-07-31AdvancedM&A and Subsidiary Changes
「We acquired 100% of the issued shares of ビー・ワイ・オー and made it a wholly owned subsidiary.」
The full acquisition of ビー・ワイ・オー, which operates brands including “AEN” and “Obon de Gohan” centered on Japanese food, concretely expanded core brands and the business base beyond MOS BURGER. - FY2026AdvancedAnnual report
「In March 2026, we opened Genmai Shokudo Aen Machida Pario. We are developing the foundation for multi-store expansion of Genmai Shokudo Aen as a low-investment, labor-saving model.」
The company opened a new Genmai Shokudo Aen store in the new foodservice business and advanced the development of a foundation for multi-store expansion based on a low-investment, labor-saving model. - 2026-05-15AdvancedRevision of earnings forecasts
「“Genmai Shokudo AEN” is developing the foundations for multi-store expansion as a low-investment, labor-saving model.」
Within the new food-service business, Genmai Shokudo AEN has been identified more specifically as a candidate for low-investment, labor-saving multi-store expansion. - FY2025AdvancedAnnual report
「In September, we opened Cafe Yama to Umi to Taiyo Atre Kameido, the format's first store in the Kanto region. In October, we opened MOSDO LaLaport Shin-Misato, a collaboration store between MOS BURGER and Mister Donut. In March, we opened Genmai Shokudo Aen Kawaguchi Ekimae, where customers can casually enjoy carefully prepared brown-rice set meals.」
In the other foodservice business, the company opened the first Cafe Yama to Umi to Taiyo store in the Kanto region, as well as new MOSDO and Genmai Shokudo Aen stores, putting its format expansion into concrete form. - FY2024AdvancedAnnual report
「As a new initiative, we launched Mother Leaf's first collaboration product with DOSHISHA CO.,LTD., "Mother Leaf-supervised Crispy Mini Croissant Rusks, Royal Milk Tea Flavor," progressively from December through supermarkets, retailers and other channels nationwide. The initiative was intended to raise awareness of Mother Leaf and strengthen its branding.」
To build the tea business and improve the profitability of existing formats, the company launched its first collaboration product with an external company through retail channels nationwide. - FY2024-Q3AdvancedAnnual report
「As a new initiative, we launched Mother Leaf's first collaboration product with DOSHISHA CO.,LTD., "Mother Leaf-supervised Crispy Mini Croissant Rusks, Royal Milk Tea Flavor," progressively from December through supermarkets, retailers and other channels nationwide. The initiative was intended to raise awareness of Mother Leaf and strengthen its branding.」
Mother Leaf launched its first collaboration product with an external company through supermarkets, retailers and other channels nationwide, raising awareness and strengthening the brand. - FY2023-Q1AdvancedAnnual report
「We began directly importing the tea leaves used by the Mother Leaf tea specialty stores and domestic MOS BURGER stores. This will enable us to improve product costs and expand wholesale sales to other companies.」
To improve the profitability of the other foodservice business and build the tea business, the company began directly importing tea leaves and selling them wholesale to other companies. - FY2022ReframedAnnual report
「<Other Foodservice Business> Medium-term policy: "Improving the profitability of existing businesses and creating new added value" a. Enhancing and growing existing businesses b. Building the tea business」
The focus of the other foodservice business has been further reorganized from franchising second and third core brands to improving the profitability of existing businesses, creating added value and building the tea business. - FY2021ReframedAnnual report
「<Other Foodservice Business> Medium-term policy: "Independent operation of existing businesses and creation of new added value" a. Establishing successful models for franchising ・Continue improving developing formats (Mia Cucina, Mother Leaf Tea Style, Genmai Shokudo Aen, etc.) ・Leverage M&A opportunities」
The medium-term policy for the other foodservice business has been reorganized from developing second and third core brands to independently operating existing businesses, establishing successful franchising models and creating new added value. - FY2021-Q2AdvancedAnnual report
「In July, we opened Cafe Yama to Umi to Taiyo Asty Shizuoka, a new-format store in a commercial facility inside Shizuoka Station. Taking advantage of its station location, the store offers products through a cafe-style quick-service format. In September, we opened Mother Leaf Tea Style Grand Emio Tokorozawa, a self-service tea specialty store and our first store combined with a bookstore.」
To develop core brands and formats after MOS BURGER, the company opened a new-format store inside a railway station and its first store combined with a bookstore. - FY2020AdvancedAnnual report
「The company is pursuing broad-based expansion of formats including Mother Leaf and Mia Cucina as franchise packages following MOS BURGER.」
The company has established a concrete policy of broadly expanding the formats that will serve as the second and third pillars as franchise packages. - FY2019RaisedAnnual report
「We will roll out the second and third franchise packages, aligned with the MOS Group's management vision and with the potential to become core businesses after MOS BURGER.」
The scope has expanded from the previous "second pillar" to the second and third franchise packages. - FY2019-Q3AdvancedAnnual report
「During the third quarter, we opened the fifth Mia Cucina store, an authentic pasta specialty restaurant for food-court dining, at Mosaic Mall Kohoku, a shopping mall in Yokohama, Kanagawa Prefecture. This was the first Mia Cucina opening in the Kanto region.」
The company opened the fifth Mia Cucina store, a candidate for the second pillar, marking its first entry into the Kanto region. - FY2019-Q1RestatedAnnual report
「In the other foodservice business, with "developing the second pillar through franchising" as our strategic mission, we will establish a new brand that aligns with the MOS Group's management vision and has the potential to become a core brand after MOS BURGER.」
The company continues to pursue the establishment and franchising of a new brand that will serve as the second pillar. - FY2018RestatedAnnual report
「In the other foodservice business, operations of the authentic pasta specialty restaurant Mia Cucina for food courts at Aeon Mall Kashihara were changed from a company-operated store to MOS Store Company, a group company. This is enabling the company to assess the feasibility of franchising.」
The company continues to assess the feasibility of franchising Mia Cucina by changing its operating entity, while pursuing the development of new brands. - FY2018-Q3AdvancedAnnual report
「In the other foodservice business, we opened the third Mia Cucina store, an authentic pasta restaurant designed for food-court dining, at Prime Tree Akabane, a shopping mall in Nisshin, Aichi Prefecture, during the third quarter. The format was developed in response to the needs of commercial facilities, where demand for new concepts is constant. At the second store, Mia Cucina Aeon Mall Kashihara, operations were changed from a company-operated store to the subsidiary MOS Store Company to assess the feasibility of franchising.」
The company opened the third Mia Cucina store, a candidate for the second pillar, and began assessing the feasibility of franchising at the second store by changing the operating entity to a subsidiary. - FY2018-Q2RestatedAnnual report
「In the other foodservice business, with "developing the second pillar through franchising" as our strategic mission, we will establish a new brand that aligns with the MOS Group's management vision and has the potential to become a core brand after MOS BURGER.」
The company continues to pursue the establishment and franchising of a new brand that will serve as the second pillar. - FY2018-Q1RaisedAnnual report
「In the other foodservice business, with "developing the second pillar through franchising" as our strategic mission, we will establish a new brand that aligns with the MOS Group's management vision and has the potential to become a core brand after MOS BURGER.」
The company has explicitly stated its policy of establishing a second core brand and expanding it through franchising. - FY2017-Q3RestatedAnnual report
「In the other foodservice business, we will establish a new brand that aligns with the MOS Group's management vision and has the potential to become a core brand after MOS BURGER.」
The goal of establishing a second core brand remains in place. - FY2017-Q1First statedAnnual report
「In the other foodservice business, we will establish a new brand that aligns with the MOS Group's management vision and has the potential to become a core brand after MOS BURGER.」
The company has set a goal of developing a second core brand from its other foodservice businesses.