Recovery in the 木曽路 division's performance and promotion of transformation

「しゃぶしゃぶ・日本料理「木曽路」業態は、２店舗の改装を行い、当第１四半期連結会計期間末店舗数は１２６店舗となりました。」

「By accurately addressing increasingly diverse dining needs, the company focused on increasing customer traffic and average spending per customer. As a result, revenue was ¥43,405 million, up 2.8% from the previous fiscal year.」

「The Kisoji shabu-shabu and Japanese cuisine format renovated 8 stores, maintaining 126 stores at the end of the interim consolidated accounting period. On the sales front, in addition to holding popular seasonal events, the company sought to capture individual demand by offering good-value lunch set meals and introducing course menus for its core shabu-shabu product that allow customers to choose the amount of meat. It also sought to capture corporate banquet demand by offering banquet menus with all-you-can-drink options and shuttle buses.」

「As a result, revenue was ¥42,222 million, up 0.6% from the previous fiscal year.」

「Revenue was ¥18,463 million, down 0.5% year on year.」

「To respond to the recovery in domestic mobility and changes in consumer trends following the reclassification of COVID-19 to Category 5 under the Infectious Diseases Act, the company sought to capture individual demand as an alternative to large banquets by strengthening its focus on celebratory occasions and holding seasonal fairs to encourage visits. …As a result, revenue was ¥41,962 million, up 16.1% year on year.」

「The Kisoji shabu-shabu and Japanese cuisine format renovated 2 stores, bringing the number of stores at the end of the third quarter consolidated accounting period to 126. The classification of COVID-19 under the Infectious Diseases Act was shifted to Category 5. To respond to the recovery in domestic mobility and changes in consumer trends, the company ran TV commercials, strengthened its focus on celebratory occasions and held seasonal fairs to create reasons to visit, with the aim of capturing individual demand as an alternative to large banquets. As a result, revenue was ¥30,568 million, up 17.3% year on year.」

「Kisoji segment The Kisoji shabu-shabu and Japanese cuisine format had no changes in its store portfolio and had 126 stores at the end of the second quarter consolidated accounting period. It renovated 2 stores. Customer traffic increased from the previous year as demand for dine-in banquets, reservation bookings and inbound services showed signs of recovery. In this environment, the company ran TV commercials to acquire new customers and create reasons to visit, while continuing to increase revenue through sales of takeaway boxed meals and shabu-shabu sets that customers could enjoy at home. As a result, revenue was ¥18,559 million, up 19.8% year on year.」

「Kisoji segment The Kisoji shabu-shabu and Japanese cuisine format had no changes in its store portfolio and had 126 stores at the end of the first quarter consolidated accounting period. It renovated 3 stores, 2 of which are currently under renovation. Customer traffic increased from the previous year as demand for dine-in banquets, reservation bookings and inbound services showed signs of recovery. In this environment, the company ran TV commercials to acquire new customers and create reasons to visit, while continuing to increase revenue through sales of takeaway boxed meals and shabu-shabu sets that customers could enjoy at home. As a result, revenue was ¥9,103 million, up 16.7% year on year.」

「As a result, revenue was ¥36,147 million, up 24.2% year on year.」

「The Kisoji shabu-shabu and Japanese cuisine format opened 2 stores and renovated 4 stores, bringing the number of stores at the end of the third quarter consolidated accounting period to 124. Although customer traffic increased from the previous year, demand for corporate banquets and reservation bookings for dine-in services remained difficult due to the impact of the spread of COVID-19.」

「The Kisoji shabu-shabu and Japanese cuisine format opened 2 stores and renovated 3 stores, one of which is currently under renovation, bringing the number of stores at the end of the second quarter consolidated accounting period to 124. Due to the spread of COVID-19, demand for corporate banquets and reservation bookings for dine-in services has not recovered, and conditions remain difficult. In this environment, the company ran TV commercials to acquire new customers and create reasons to visit, while continuing to increase customer numbers through sales of takeaway boxed meals and shabu-shabu sets that customers could enjoy at home. As a result, revenue was ¥15,486 million, up 32.5% year on year.」

「The Kisoji shabu-shabu and Japanese cuisine format opened 1 store and renovated 2 stores, one of which is currently under renovation, bringing the number of stores at the end of the first quarter consolidated accounting period to 123. Due to the spread of COVID-19, recovery in demand for corporate banquets and reservation bookings for dine-in services has been slow, and conditions remain difficult. In this environment, the company ran TV commercials to acquire new customers and create reasons to visit, while continuing to increase customer numbers through sales of takeaway boxed meals and shabu-shabu sets that customers could enjoy at home. As operating hours had been reduced in the same period of the previous year, revenue was ¥7,799 million, up 40.6% year on year.」

「Demand for corporate banquets and reservation bookings for dine-in services has not recovered, and conditions remain difficult. In this environment, the company ran TV commercials to acquire new customers and create reasons to visit, while continuing to increase customer numbers through sales of takeaway boxed meals and shabu-shabu sets that customers could enjoy at home. As a result, revenue was ¥29,113 million, up 4.9% year on year.」

「Demand for corporate banquets and reservation bookings for dine-in services has not recovered, and conditions remain difficult. In this environment, the company ran TV commercials to acquire new customers and create reasons to visit, while continuing to increase customer numbers through sales of takeaway boxed meals and shabu-shabu sets that customers could enjoy at home. As a result, revenue was ¥21,385 million, up 2.1% year on year.」

「In this environment, the company ran TV commercials to acquire new customers and create reasons to visit, while continuing to increase customer numbers through sales of takeaway boxed meals and shabu-shabu sets that customers could enjoy at home. Revenue was ¥11,690 million, down 1.3% year on year, partly due to the impact of reduced operating hours and restrictions on alcohol service.」

「The Kisoji shabu-shabu and Japanese cuisine format added 1 store under renovation, bringing the number of stores at the end of the first quarter consolidated accounting period to 123, up 4 stores year on year. Due to the spread of COVID-19, operating hours were reduced. Conditions remain difficult, as demand for corporate banquets and reservation bookings for dine-in services has not recovered. As a result, revenue was ¥5,547 million, up 40.2% year on year.」

「As a result, revenue was ¥27,742 million, down 25.3% from the previous fiscal year.」

「The Kisoji shabu-shabu and Japanese cuisine segment opened 4 new stores, closed 4 stores, renovated 2 stores and converted 1 store to a different format, bringing the number of stores at the end of the third quarter accounting period to 123, up 1 store from the end of the same period of the previous year. Due to the spread of COVID-19, 76 stores were closed from 16 April. Although sales showed signs of recovery for a time, stores were again forced to reduce operating hours from 18 December, mainly in major metropolitan areas. As a result, conditions remained difficult, including a sharp decline in corporate banquet demand at year-end.」

「The Kisoji shabu-shabu and Japanese cuisine segment opened 1 new store, closed 4 stores and renovated 2 stores, bringing the number of stores at the end of the second quarter accounting period to 119, down 2 stores from the end of the same period of the previous year. Due to the spread of COVID-19, 76 stores were closed from 16 April. Operations resumed at all stores from 1 June, and performance has been recovering, supported by the government's economic measures and other factors. However, demand for corporate banquets and reservation bookings from inbound customers has still not recovered, and conditions remain difficult.」

「Due to the spread of COVID-19, 76 stores were closed from 16 April. Although stores resumed operations from 1 June, demand for corporate banquets and reservation bookings from inbound customers has not recovered, and conditions remain difficult.」

「The 木曽路 shabu-shabu and Japanese cuisine division renovated 2 stores and opened 3 new stores, bringing its store count to 122 at the end of the fiscal year, an increase of 3 from the end of the previous fiscal year.」

「The 木曽路 shabu-shabu and Japanese cuisine division opened 3 new stores, bringing its store count to 122 at the end of the third quarter, an increase of 4 from the end of the same quarter of the previous year. In terms of operations, it continued to run TV commercials to attract new customers and create reasons to visit, and worked to increase customer traffic by encouraging repeat visits, including by distributing coupons tied to the new Japanese era name to visiting customers. It also continued to target demand for auspicious occasions, a strength of 木曽路, and focused on providing the optimal hospitality. As a result, revenue was ¥27,697 million, up 1.3% year on year.」

「The 木曽路 shabu-shabu and Japanese cuisine division opened 2 new stores, bringing its store count to 121 at the end of the second quarter, an increase of 4 from the end of the same quarter of the previous year.」

「In terms of operations, the company held the popular Seasonal Specialties Fair and Northern Delicacies Festival and sold 木曽路's good-value new signature dishes, black pork shabu-shabu and eel hitsumabushi.」

「The 木曽路 shabu-shabu and Japanese cuisine division opened 2 new stores, bringing its store count to 119 at the end of the fiscal year, an increase of 2 from the end of the previous fiscal year.」

「The 木曽路 shabu-shabu and Japanese cuisine division opened 1 new store, bringing its store count to 118 at the end of the third quarter. In terms of operations, it continued to hold the popular Northern Delicacies Festival and run TV commercials. It also sold 木曽路's new signature dishes, eel hitsumabushi and wagyu hitsumabushi, and worked to improve customer satisfaction and increase customer traffic. In addition, it provided the optimal hospitality while approaching customers regarding celebrations and auspicious occasions such as children's birthdays and first meal ceremonies, starting school or employment, weddings and longevity celebrations. As a result, revenue was ¥27,354 million, up 0.4% year on year.」

「The 木曽路 shabu-shabu and Japanese cuisine division had no store openings or closures, and had 117 stores at the end of the second quarter, 1 fewer than at the end of the same quarter of the previous year. In terms of operations, it continued to hold the popular Northern Delicacies Festival and run TV commercials. It also sold 木曽路's new signature dishes, eel hitsumabushi and wagyu hitsumabushi, and worked to improve customer satisfaction and increase customer traffic. In addition, it provided the optimal hospitality while approaching customers regarding celebrations and auspicious occasions such as children's birthdays and first meal ceremonies, starting school or employment, weddings and longevity celebrations. As a result, revenue was ¥16,513 million, up 0.8% year on year.」

「The 木曽路 shabu-shabu and Japanese cuisine division had no store openings or closures, and had 117 stores at the end of the first quarter, 1 fewer than at the end of the same quarter of the previous year. In terms of operations, it continued to hold the popular Northern Delicacies Festival and run TV commercials. It also sold 木曽路's new signature dishes, eel hitsumabushi and wagyu hitsumabushi, and worked to improve customer satisfaction and increase customer traffic. As a result, revenue was ¥8,319 million, up 1.3% year on year.」

「As a result, revenue was ¥37,645 million, up 0.3% year on year.」

「However, as a result of closing 1 store at the end of the previous fiscal year, revenue was ¥27,241 million, down 0.3% year on year.」

「However, as a result of closing 1 store at the end of the previous fiscal year and canceling the shabu-shabu festival held last year, revenue was ¥16,381 million, down 0.7% year on year.」

「However, as a result of closing 1 store at the end of the previous fiscal year and canceling the shabu-shabu festival held last year, revenue was ¥8,215 million, down 1.7% year on year.」

「The company pursued operational reform centered on the 木曽路 division, focused on strengthening its product appeal and customer service capabilities, and conducted sales promotion activities centered on 木曽路's 50th anniversary and seasonal events. As a result, revenue increased 0.4% (0.9% at existing stores).」

「Against this backdrop, we pursued operational reforms centered on the KISOJI division, our flagship division, with the aim of becoming Japan's highest-quality food-service company. Alongside strengthening our product offering and customer service, our strengths, we reviewed the procurement of raw materials and the purchase of consumables and other items, and also focused on creating a more comfortable workplace.」

「Aiming to become the highest-quality foodservice company in Japan, the company promoted operational reform centered on the flagship 木曽路 division, focused on strengthening its product appeal and customer service capabilities, reviewed the purchasing of raw materials and consumables, and also focused on creating a more comfortable working environment.」

「The company will promote transformation with recovery in the 木曽路 division's performance as its top priority, continually seek a business model suited to the changing business environment, and aim to build a solid earnings base.」