Restructuring the business portfolio with the yakiniku business as the second core business
First written in FY2022. 10 of 13 entries say "Advanced", first in FY2024-Q1. Latest entry: 2026-08-12.
0 other companies' latest entry also says "Advanced".
- 2026-08-12AdvancedResults
「自社食肉加工工場を活かした品質の向上に加え、「大将軍」及び「くいどん」それぞれの業態特性に応じた商品提案や販売促進に取り組んでまいりました。」
焼肉事業で自社工場の活用に加え、業態別の商品提案・販売促進を実施した。 - FY2026AdvancedAnnual report
「To optimize our earnings structure and move away from our traditional all-you-can-eat-focused model, we began testing a menu centered on high-value-added offerings at selected stores.」
In line with the policy of making the yakiniku business the second core business, Kuidon tested a shift in its earnings model from an all-you-can-eat focus to one centered on high-value-added menus. - FY2026-H1AdvancedAnnual report
「Meanwhile, to strengthen the yakiniku division as the second core business, we worked to improve operating capabilities through menu recommendations and event updates via the app, as well as by applying customer management methods developed in the Kisoji division.」
In line with the policy of making the yakiniku division the second core business, the company strengthened operating capabilities by leveraging the app, disseminating event information, and applying Kisoji's customer management methods. - FY2025AdvancedAnnual report
「As a second pillar, we strengthened the sales capabilities of the yakiniku division by improving quality through the use of our in-house meat processing plant and applying the customer management methods of the Kisoji division.」
In line with the policy of making the yakiniku business the second core business, the company strengthened quality and operating capabilities by leveraging its own meat-processing plant, Kisoji's customer management methods, and its productivity and QSC management methods. - FY2025-H1AdvancedAnnual report
「As a second pillar, we strengthened the sales capabilities of the yakiniku division by improving quality through the use of our in-house meat processing plant and applying the customer management methods of the Kisoji division.」
In line with the policy of making the yakiniku division the second core business, the company proceeded with specific measures to improve quality through its own factory and apply Kisoji's customer management methods. - FY2024AdvancedAnnual report
「In the yakiniku division, positioned as the second core business, we converted the yakiniku format Janjantei, which operated in central Japan, to Kuidon in order to raise awareness of stores leveraging the Kisoji brand and concentrate management resources. On 1 July 2023, we completed the absorption-type merger of our subsidiary 株式会社大将軍.」
In line with the policy of making the yakiniku business the second core business, the company converted 4 stores, completed the absorption-type merger of 大将軍, and pursued greater awareness of and concentration of management resources around the Kisoji brand. - FY2024-Q3AdvancedAnnual report
「In the eastern Japan region, we opened 1 new store in August. In the central Japan region, we converted 4 stores from Janjantei to Kuidon during the first half, thereby restructuring our operating framework. Following the absorption-type merger effective 1 July, we conducted sales activities and promotional campaigns jointly across the eastern and central Japan regions, and worked to raise awareness of formats leveraging the Kisoji brand.」
In line with the policy of making the yakiniku business the second core business, the company proceeded with store openings in eastern Japan, the conversion of 4 stores in central Japan, integrated operations following the absorption-type merger, and efforts to raise brand awareness. - FY2024-Q2RestatedAnnual report
「To strengthen the yakiniku segment as the second core business and concentrate management resources, the company converted the Janjan-tei yakiniku restaurants operated in the Chubu region to Kuidon.」
The company continues to pursue its policy of making the yakiniku business the second core business and concentrating management resources through business-format conversions. - FY2024-Q1AdvancedAnnual report
「In addition, to strengthen the yakiniku segment as the company's second core business and concentrate management resources, the company converted its Janjantei yakiniku restaurants in the Chubu region to Kuidon stores.」
In line with the policy of making the yakiniku business the second core business, the company converted business formats as a specific measure to strengthen the yakiniku segment and concentrate management resources. - FY2023-Q3RestatedAnnual report
「To expand our operating base, we plan to open new stores in our core Kisoji format and expand yakiniku-format stores in the Chubu region.」
The company reaffirmed its policy of expanding the yakiniku business portfolio, in addition to Kisoji, as the rationale for acquiring 建部食肉産業. - FY2022First statedAnnual report
「Second is the strengthening of our management foundation. We will restructure our business portfolio. With the yakiniku business as our second core business, we will expand our operations, including by entering and expanding into new businesses and business formats.」
In addition to Kisoji, the company positioned the yakiniku business as its second core business and first explicitly identified business portfolio restructuring and entry into and expansion of new businesses and formats as priorities for strengthening its management foundation.