Business Integration and Incorporating the Benefits of AJS Membership into Initiatives
First written in FY2017-Q1. 20 of 28 entries say "Advanced", first in FY2017-Q2. Latest entry: 2026-10-15.
90 other companies' latest entry also says "Advanced".
- 2026-10-15AdvancedEarnings
「Under “Strategy 1: Growth Strategy,” we pursued proactive M&A and business portfolio restructuring to achieve non-continuous growth and optimize the Group structure.」
The Company is optimizing the Group structure through M&A and business portfolio restructuring. - FY2027-H1AdvancedAnnual report
「Under "Strategy 1: Growth Strategy," the company promoted active M&A and the restructuring of its business portfolio to achieve non-linear growth and optimise the Group structure. … Meanwhile, to optimise management resources, the company transferred all shares in 戸村牧場 held by its consolidated subsidiary 株式会社戸村精肉本店 on 5 June 2026, and consequently excluded 戸村牧場 from the scope of consolidation from the interim consolidated accounting period.」
The company advanced active M&A and the restructuring of its business portfolio, and also excluded 戸村牧場 from consolidation following the transfer of all its shares. - 2026-08-24AdvancedM&A and Subsidiary Changes
「We will further strengthen the management base and corporate structure that 惣栄食品 has built since its establishment, pursue greater logistics efficiency while leveraging the management resources and expertise of our Group, provide better products to our business partners, and strive to become a company that can make an even greater contribution.」
The Company identifies the use of group management resources and expertise and greater logistics efficiency as specific objectives for generating synergies following the acquisition of the subsidiary. - FY2026AdvancedAnnual report
「In June 2025, we acquired the shares of 株式会社永野 (Miyazaki City, Miyazaki Prefecture), and included the company in the scope of consolidation using 31 August 2025 as the deemed acquisition date.」
The company made 永野 a consolidated subsidiary and is advancing group collaboration by integrating the management resources and expertise of the company and 丸久 with logistics functions in southern Kyushu. - 2026-05-04AdvancedGeneral Meetings of Shareholders
「株式会社永野 operates 8 supermarkets in northern Miyazaki Prefecture and Miyazaki City and has achieved a certain level of recognition both within and outside the prefecture through its humorous proprietary products.」
The Company describes plans to generate group synergies by leveraging 株式会社永野's management resources and expertise, differentiated products, and brand strength. - FY2026-H1AdvancedAnnual report
「永野 operates 6 supermarkets under its leading proprietary brand “ナガノヤ” and 2 under “ウメコウジ” in northern Miyazaki Prefecture and Miyazaki City. …By combining the management resources and expertise of the company and 丸久, the group expects to further strengthen its management base and create synergies through the use of logistics functions in southern Kyushu.」
Through the acquisition of 株式会社永野 as a subsidiary, the company is advancing the integration of management resources and expertise with 丸久 and the use of logistics functions in southern Kyushu to create group synergies. - FY2025-Q1AdvancedAnnual report
「As of 1 March 2024, the company carried out an absorption-type merger in which its consolidated subsidiary 株式会社ハツトリー was the surviving company and its consolidated subsidiary 有限会社シード宮崎 was the absorbed company. Accordingly, 有限会社シード宮崎 has been excluded from the scope of consolidation from the first-quarter consolidated accounting period.」
As part of the group's organizational restructuring, an absorption-type merger in which 株式会社ハツトリー was the surviving company and 有限会社シード宮崎 was the absorbed company was carried out as of 1 March 2024. - FY2024-Q3RestatedAnnual report
「In March 2023, following the absorption-type merger of a subsidiary by 株式会社マルミヤストア, 株式会社マルミヤストア, the surviving company, took over the operation of the 15 supermarkets formerly operated by 株式会社新鮮マーケット, the absorbed company. Under the new organizational structure, the former 株式会社マルミヤストア has been designated as the SM First Business Division and the former 株式会社新鮮マーケット as the SM Second Business Division, and operations are being conducted accordingly.」
The company continues to report that, following the absorption-type merger in March 2023, 株式会社マルミヤストア took over the 15 stores of 株式会社新鮮マーケット and operates them under the SM First Business Division and SM Second Business Division structure. - FY2024-Q2AdvancedAnnual report
「In March 2023, following the absorption-type merger of a subsidiary by 株式会社マルミヤストア, 株式会社マルミヤストア, the surviving company, took over the operation of the 32 discount stores formerly operated by 株式会社アタックスマート, the absorbed company, and is operating them under its DS Business Division.」
The company specifically describes the operating structure following the absorption-type merger, under which the 32 discount stores of 株式会社アタックスマート are operated by the DS Business Division of 株式会社マルミヤストア. - FY2024-Q1AdvancedAnnual report
「As part of the group's organizational restructuring, following the absorption-type merger of a subsidiary by 株式会社マルミヤストア in March 2023, 株式会社マルミヤストア, the surviving company, took over the operation of the 15 supermarkets formerly operated by 株式会社新鮮マーケット, the absorbed company. Under the new organizational structure, the former 株式会社マルミヤストア has been designated as the SM First Business Division and the former 株式会社新鮮マーケット as the SM Second Business Division, and operations are being conducted accordingly.」
Following the absorption-type merger of the subsidiary in March 2023, 株式会社マルミヤストア took over the 15 supermarkets operated by 株式会社新鮮マーケット and transitioned to an operating structure comprising the SM First Business Division and SM Second Business Division. - FY2023AdvancedAnnual report
「Under this merger agreement, the four consolidated subsidiaries merged as of 1 March 2023.」
The absorption-type merger of 株式会社アタックスマート, 株式会社新鮮マーケット and 株式会社マルミヤ水産 into 株式会社マルミヤストア as the surviving company, which had previously been at the planning and resolution stage, was carried out as of 1 March 2023. - FY2023-Q3RestatedAnnual report
「• Effective use of group resources • Centralization of accounting systems and integration of core systems」
As group collaboration initiatives, the company continues to pursue the effective use of group resources, the centralization of accounting systems, and the integration of core systems. - FY2023-Q2AdvancedAnnual report
「At a meeting of the Board of Directors held on 13 October 2022, the company resolved to carry out an absorption-type merger in which its consolidated subsidiary 株式会社マルミヤストア would be the surviving company and its consolidated subsidiaries, namely its sub-subsidiaries 株式会社アタックスマート, 株式会社新鮮マーケット and 株式会社マルミヤ水産, would be the absorbed companies. …Business combination date: 1 March 2023 (予定)… The purpose is to improve and stabilize management in the supermarket and discount store businesses and enhance the corporate value of the group by integrating the management resources of the subsidiaries.」
The company resolved to merge 株式会社アタックスマート, 株式会社新鮮マーケット and 株式会社マルミヤ水産 into 株式会社マルミヤストア as the surviving company, with the merger scheduled for 1 March 2023. - FY2023-Q1RestatedAnnual report
「• Effective use of group resources • Centralization of accounting systems and integration of core systems」
Under the Second Medium-Term Management Plan, the company continues to pursue the effective use of group resources, the centralization of accounting systems, and the integration of core systems as group collaboration initiatives. - FY2022-Q3RestatedAnnual report
「Regarding the strengthening of group collaboration, we will pursue further synergies as a group and improve management efficiency through joint procurement and development of products and profit growth through cost reductions.」
The company continues to create synergies and improve management efficiency through joint procurement and development and cost reductions across the group. - FY2022-Q1AdvancedAnnual report
「In addition, to create further synergies as a group and improve management efficiency, we will strengthen the activities of group committees within the organization and advance various initiatives, including joint procurement and development of products, profit growth through cost reductions, and the integration of accounting and human resources systems across the group.」
In addition to strengthening group committee activities, the company is advancing joint procurement and development, cost reductions, and the integration of accounting and human resources systems as specific integration measures. - FY2021-Q3Cited as achievedAnnual report
「Effective 1 March 2020, the company carried out an absorption-type merger in which its consolidated subsidiary 株式会社丸久 was the surviving company and its other consolidated subsidiaries, 株式会社中央フード, 株式会社四季彩 and 丸久不動産開発株式会社, which were sub-subsidiaries, were absorbed companies. Accordingly, 株式会社中央フード, 株式会社四季彩 and 丸久不動産開発株式会社 were excluded from the scope of consolidation from the first quarter of the consolidated fiscal year. In connection with this absorption-type merger, the company reviewed its management categories and changed the presentation method for the businesses of 株式会社四季彩 and 丸久不動産開発株式会社, which had previously been classified under "Other," outside the reported segments, to include them in the "Supermarket Business" reportable segment.」
It reiterates the absorption-type merger between subsidiaries effective 1 March 2020 as a completed organizational restructuring and explains the resulting changes to the scope of consolidation and reportable segments. - FY2021-Q2Cited as achievedAnnual report
「As part of an organizational restructuring effective 1 March 2020, the company promoted management efficiency by integrating its consolidated subsidiaries 株式会社中央フード and 株式会社四季彩.」
It describes the management integration between subsidiaries effective 1 March 2020 as an organizational restructuring that has already been completed and explains its relationship to improved management efficiency. - FY2021-Q1AdvancedAnnual report
「At a meeting of the Board of Directors held on 11 October 2019, the company resolved to carry out an absorption-type merger in which its consolidated subsidiary 株式会社丸久 would be the surviving company and its other consolidated subsidiaries, 株式会社中央フード, 株式会社四季彩 and 丸久不動産開発株式会社, which were sub-subsidiaries, would be absorbed companies. The four consolidated subsidiaries merged on 1 March 2020.」
The company moved from initiatives to pursue the effects of management integration to the stage of carrying out, effective 1 March 2020, an absorption-type merger of 4 consolidated subsidiaries, with 丸久 as the surviving company. - FY2020AdvancedAnnual report
「At a meeting of the Board of Directors held on 11 October 2019, the company resolved to carry out an absorption-type merger in which its consolidated subsidiary 株式会社丸久 would be the surviving company and its other consolidated subsidiaries, 株式会社中央フード, 株式会社四季彩 and 丸久不動産開発株式会社, which were sub-subsidiaries, would be absorbed companies. The four consolidated subsidiaries merged on 1 March 2020.」
In addition to the existing initiatives to pursue the effects of management integration, the company carried out an absorption-type merger of 4 subsidiaries, with 丸久 as the surviving company, effective 1 March 2020, and advanced the integration of management resources. - FY2020-Q2AdvancedAnnual report
「At a meeting of the Board of Directors held on 11 October 2019, the company resolved to carry out an absorption-type merger in which its consolidated subsidiary 株式会社丸久 would be the surviving company and its other consolidated subsidiaries, 株式会社中央フード, 株式会社四季彩 and 丸久不動産開発株式会社, which were sub-subsidiaries, would be absorbed companies.」
The company resolved a plan for 株式会社丸久, as the surviving company, to absorb 株式会社中央フード, 株式会社四季彩 and 丸久不動産開発株式会社, putting into practice the integration of the subsidiaries' management resources with 1 March 2020 as the scheduled date. - FY2018-Q3RestatedAnnual report
「In addition, to pursue the effects of management integration, the management integration committee, comprising 10 working groups, is advancing initiatives including reducing procurement costs for products and materials, developing common products and production areas, and planning unified sales promotions.」
The company continues to reduce procurement costs, develop products and production areas, and unify sales promotions through the management integration committee's 10 working groups. - FY2018-Q2AdvancedAnnual report
「株式会社中央フード integrated its head-office functions into 株式会社丸久 from the first quarter and sought to improve management efficiency by reducing head-office and sales-promotion expenses.」
中央フード integrated its head-office functions into 丸久 from the first quarter and improved management efficiency by reducing head-office and sales-promotion expenses. - FY2018-Q1AdvancedAnnual report
「In addition, to pursue the effects of management integration under a three-company group structure, the management integration committee, comprising 10 working groups, began initiatives including reducing procurement costs for products and materials, developing common products and production areas, and planning unified sales promotions.」
Following the integration of マルキョウ, the three-company structure established a management integration committee with 10 working groups and began initiatives to reduce procurement costs, develop products and production areas, and unify sales promotions. - FY2017AdvancedAnnual report
「One such initiative is improving store operations related to ordering, product display and product production. This has enabled greater operating efficiency and improved service at stores, receiving a certain level of recognition from customers.」
To put the effects of integration into practice, the company improved store operations related to ordering, product display and product production, achieving greater efficiency and improved service. - FY2017-Q3AdvancedAnnual report
「As part of these initiatives, the companies have been reviewing store operations, including ordering, product display and product production, one store at a time in stages. The number of stores that have achieved greater operating efficiency and improved service is gradually increasing.」
Toward realizing the effects of management integration, store operations are being reviewed one store at a time, and the number of stores achieving greater efficiency and improved service is increasing. - FY2017-Q2AdvancedAnnual report
「To generate synergies from the integration, 株式会社丸久 and 株式会社マルミヤストア established a management integration committee and have worked to improve store operations, reduce procurement costs for fixtures, equipment and materials, and develop personnel, achieving certain results.」
It states that a management integration committee was established and that the companies worked to improve store operating efficiency, reduce procurement costs and develop personnel, achieving certain results. - FY2017-Q1First statedAnnual report
「We have begun by focusing primarily on participating in various training programs and visiting other companies' stores, with the aim of reflecting the benefits of management integration and membership in AJS (All Japan Supermarket Association) in the implementation of our initiatives.」
It states that the effects of management integration and AJS membership are being reflected in initiatives through organizational changes, participation in training and visits to other companies' stores.