Formation of a strong local supermarket alliance in Chugoku and Kyushu
First written in FY2017-Q1. 14 of 21 entries say "Restated". Latest entry: FY2027-H1.
No other company in this theme has enough history to compare yet.
- FY2027-H1AdvancedAnnual report
「Against this backdrop, the Group entered the final year of its third three-year medium-term management plan, which began in the fiscal year ending February 2025, and continues to reform its organisation and management in order to steadily implement its key initiatives and maximise their results.」
The third medium-term management plan moved from its second year into its final year, and the company continued to implement its key initiatives and pursue organisational and management reforms. - FY2026RaisedAnnual report
「We will work together, respect one another, support people’s everyday lives and make the local community more prosperous, develop together with the community, and aim to become the leading retailing alliance in western Japan.」
In addition to its previous aim of becoming a local retailing group, the Company has expressly set out “the leading retailing alliance in western Japan” as its desired destination in its code of conduct. - FY2026-H1RestatedAnnual report
「Against this backdrop, the Group has started the second year of its Third Medium-Term Management Plan, covering the 3-year period from the fiscal year ending February 2025 through the fiscal year ending February 2027, and is pursuing organizational and management reforms to further strengthen its earnings structure and Group management. Basic Policy I: Strengthen existing businesses and respond to new needs. Establish a supermarket brand and retail CI trusted and loved by local customers.」
During the second year of the Third Medium-Term Management Plan, the Group continues to establish a supermarket brand trusted and supported by local customers and strengthen Group management. - FY2025RestatedAnnual report
「The Group is forming an alliance of companies whose main business is supermarkets, with each company aiming to grow as a stronger local supermarket and enhance corporate value. As its long-term management vision, it also aims to become a local retailing group that “creates well-being by meeting the diverse needs of local communities.”」
The Group continues to pursue its previous direction of forming a local supermarket alliance, growing each company and enhancing corporate value under its long-term management vision. - FY2023RestatedAnnual report
「The Group is forming an alliance of companies whose main business is supermarkets, with each company aiming to grow as a stronger local supermarket and enhance corporate value.」
The Group continues to pursue its previous direction of forming a local supermarket alliance, growing each company and enhancing corporate value under the Second Medium-Term Management Plan and its long-term vision. - FY2023-Q3RestatedAnnual report
「New store openings and expansion into peripheral businesses, mainly in the Chugoku and Kyushu regions」
As a growth strategy under the Second Medium-Term Management Plan, the Group continues to pursue new store openings and expansion into peripheral businesses, mainly in the Chugoku and Kyushu regions. - FY2023-Q2RestatedAnnual report
「New store openings and expansion into peripheral businesses, mainly in the Chugoku and Kyushu regions」
As a growth strategy under the Second Medium-Term Management Plan, the Group continues to pursue new store openings and expansion into peripheral businesses, mainly in the Chugoku and Kyushu regions. - FY2023-Q1RestatedAnnual report
「New store openings and expansion into peripheral businesses, mainly in the Chugoku and Kyushu regions」
As a growth strategy under the Second Medium-Term Management Plan, the Group continues to pursue new store openings and expansion into peripheral businesses, mainly in the Chugoku and Kyushu regions. - FY2022RaisedAnnual report
「The Group’s long-term goals are: creating well-being for local communities, customers, business partners and employees; contributing to solving the challenges faced by local communities through its business activities; establishing a stable earnings base and maximizing Group synergies; and becoming a local retailing group with operating revenue of approximately ¥500 billion. To strengthen its management base toward achieving this long-term vision, the Company has formulated its Second Medium-Term Management Plan, covering the fiscal years ending February 2022 to February 2024.」
The Group has expanded its scale target and time horizon from the previous medium-term target of approximately ¥250 billion in operating revenue to the long-term goal of becoming a local retailing group with operating revenue of approximately ¥500 billion. - FY2020-Q1RestatedAnnual report
「Against this backdrop, the Company has adopted “Boldly take on the challenge of transforming at speed to achieve our targets!” as its slogan and has started the second year of its 3-year medium-term management plan.」
The Company has continued its medium-term plan to support the Group’s growth and strengthen its foundations, and has stated that it has moved into the second year of the plan. - FY2019AdvancedAnnual report
「The Group is forming an alliance of companies whose main business is supermarkets, with each company aiming to grow as a stronger local supermarket and enhance corporate value. Against this backdrop, it formulated the “Medium-Term Management Plan (fiscal years ending February 2019 to February 2021),” with the fiscal year ending February 2019 as the first year, and will implement the following priority measures.」
The previous policy of forming a strong local supermarket alliance has been given concrete form as the medium-term management plan covering the fiscal years ending February 2019 to February 2021. - FY2019-Q3RestatedAnnual report
「Against this backdrop, the Group has adopted “Yui” (結（ゆい）) as its key word and “Pooling the strength of 3 companies to strengthen our business foundation as a ¥250 billion company in operating revenue” as its slogan, and has started the first year of its 3-year medium-term management plan, which includes growth strategies such as revitalizing existing stores through renovations and implementing scrap-and-build initiatives, competitive and profitable merchandising policies, the development of locally rooted products and production areas, and priority strategies to strengthen competitiveness and profitability through productivity improvements and cost reductions.」
The Group continues to promote the pooling of the 3 companies, strengthening its business foundation as a ¥250 billion company in operating revenue, the 3-year medium-term management plan and its priority strategies. - FY2019-Q2RestatedAnnual report
「Against this backdrop, the Group has adopted “Yui” (結（ゆい）) as its key word and “Pooling the strength of 3 companies to strengthen our business foundation as a ¥250 billion company in operating revenue” as its slogan, and has started the first year of its 3-year medium-term management plan, which includes growth strategies such as revitalizing existing stores through renovations and implementing scrap-and-build initiatives, competitive and profitable merchandising policies, the development of locally rooted products and production areas, and priority strategies to strengthen competitiveness and profitability through productivity improvements and cost reductions.」
The Group continues to promote the slogan of pooling the strength of 3 companies to strengthen its business foundation as a ¥250 billion company in operating revenue, together with the 3-year plan. - FY2019-Q1RaisedAnnual report
「Against this backdrop, the Group has adopted “Yui” (結（ゆい）) as its key word and “Pooling the strength of 3 companies to strengthen our business foundation as a ¥250 billion company in operating revenue” as its slogan, and has started the first year of its 3-year medium-term management plan, which includes growth strategies such as revitalizing existing stores through renovations and implementing scrap-and-build initiatives, competitive and profitable merchandising policies, the development of locally rooted products and production areas, and priority strategies to strengthen competitiveness and profitability through productivity improvements and cost reductions.」
The Group has raised its scale target from the previous ¥230 billion company to a ¥250 billion company in operating revenue, and is giving concrete form to the pooling of the 3 companies and the 3-year medium-term management plan. - FY2018-Q3RestatedAnnual report
「On 1 March 2017, the company added 株式会社マルキョウ, which operates 87 food supermarkets in Kyushu, mainly in Fukuoka Prefecture, and began the consolidated fiscal year with the management objective of “pursuing further growth and strengthening our management foundation as a ¥230 billion company,” aiming to grow as a stronger local supermarket alliance and enhance corporate value.」
The company has reiterated its management goal of becoming a ¥230 billion company as a group including マルキョウ, strengthening its management base and forming a strong local supermarket alliance. - FY2018-Q2RestatedAnnual report
「Against this backdrop, 株式会社マルキョウ, which operates 87 food supermarkets in Kyushu, mainly in Fukuoka Prefecture, joined the group on 1 March 2017. The group, comprising 株式会社丸久, 株式会社マルキョウ and 株式会社マルミヤストア, began the consolidated fiscal year with the slogan “Pursuing further growth and strengthening our management foundation as a ¥230 billion company,” aiming to grow as a stronger local supermarket alliance and enhance corporate value.」
Under the three-company structure following the integration of マルキョウ, the group reiterates its policy of pursuing growth as a ¥230 billion company, strengthening its management foundation and building a stronger local supermarket alliance. - FY2018-Q1RaisedAnnual report
「From 1 March 2017, the group added 株式会社マルキョウ, which operates 87 food supermarkets in Kyushu, mainly in Fukuoka Prefecture. It began the consolidated fiscal year with the slogan “Pursuing further growth and strengthening our management foundation as a ¥230 billion company,” aiming to grow as a stronger local supermarket alliance and enhance corporate value.」
By integrating マルキョウ, the group expanded its scope and set more specific scale targets of growing into a ¥230 billion company and strengthening its management foundation. - FY2017RestatedAnnual report
「Following the management integration in July 2015, the group began its consolidated fiscal year under the new organizational structure, aiming to grow as a stronger local supermarket alliance and enhance corporate value.」
The group sets out to grow as a strong local supermarket alliance and enhance corporate value under the new structure following the management integration. - FY2017-Q3RestatedAnnual report
「Against this backdrop, following the management integration in July 2015, the group began its consolidated fiscal year under the new organizational structure, aiming to grow as a stronger local supermarket alliance and enhance corporate value.」
Following the management integration, the group reiterates its direction of growing as a stronger local supermarket alliance and enhancing corporate value. - FY2017-Q2RestatedAnnual report
「Against this backdrop, the group began the new fiscal year following the management integration, aiming to grow as a stronger local supermarket alliance in the Chugoku and Kyushu regions and enhance corporate value.」
Following the management integration, the group reiterates its policy of building a strong local supermarket alliance in the Chugoku and Kyushu regions and pursuing growth and higher corporate value. - FY2017-Q1First statedAnnual report
「The group began the new fiscal year following the management integration, aiming to grow as a stronger local supermarket alliance in the Chugoku and Kyushu regions and enhance corporate value.」
As its direction for growth following the management integration, the group sets out to strengthen its regional alliance and enhance corporate value.