Becoming the Tokai-Chubu Region’s No. 1 Lifeline Company Through Integration with Maxvalu Chubu
First written in FY2019-Q2. 5 of 8 entries say "Advanced", first in FY2019. Latest entry: FY2021.
No other company in this theme has enough history to compare yet.
- FY2021AdvancedAnnual report
「The gross profit margin improved by 0.7 percentage points from the previous consolidated fiscal year, owing to lower procurement costs from stronger purchasing capabilities following the management integration with MaxValu Chubu Co., Ltd., lower product costs from improved delivery efficiency, and improvements in the waste rate.」
Regarding integration synergies, the company explains that improvements in procurement capabilities, delivery efficiency and the waste rate led to the measurable result of a 0.7-point improvement in gross profit margin. - FY2021-Q3AdvancedAnnual report
「Starting on 1 September, the first anniversary of the business integration with MaxValu Chubu Co., Ltd., the company held an Integration First Anniversary Festival, offering and prominently promoting original commemorative products, larger-size products, and special-price products made possible by the expanded scale resulting from the integration.」
To mark the first anniversary following completion of the business integration, the company leveraged its expanded scale to offer commemorative products, larger-size products, and special-price products. - FY2020AdvancedAnnual report
「In the short term, the company aims to become one of the area's most competitive companies by maximizing synergies from the integration, including stronger product procurement and logistics functions supporting stores and more efficient store-support operations. Over the medium to long term, based on locally rooted management, it aims to significantly improve three forms of satisfaction: customer satisfaction, employee satisfaction, and, from a multifaceted perspective, local-community satisfaction, with the objective of increasing corporate value.」
Following completion of the merger, the company outlined specific directions for creating integration synergies, with more efficient product procurement, logistics, and store support as short-term initiatives, and the three forms of satisfaction among customers, employees, and local communities as medium- to long-term initiatives. - FY2020-Q3AdvancedAnnual report
「To accelerate the integrated company's evolution into a lifestyle infrastructure company supporting food and capable of truly sustainable growth, its short-term aim is to become one of the area's most competitive companies by maximizing synergies from the integration, including stronger product procurement and logistics functions supporting stores and more efficient store-support operations. Over the medium to long term, based on locally rooted management, it aims to significantly improve three forms of satisfaction: customer satisfaction, employee satisfaction, and, from a multifaceted perspective, local-community satisfaction, with the objective of increasing corporate value.」
Following completion of the merger, the company outlined specific directions for creating integration synergies, including strengthening product procurement and logistics functions, improving the efficiency of store-support operations, and enhancing the three forms of satisfaction. - FY2020-Q2AchievedAnnual report
「On 1 September 2019, the company merged with MaxValu Chubu Co., Ltd., which operated supermarkets in Aichi, Gifu, Mie, and Shiga prefectures.」
The merger by absorption with MaxValu Chubu was completed on 1 September 2019. The company identified the creation of post-integration synergies, stronger product procurement and logistics functions, and improved satisfaction among customers, employees, and local communities as future objectives. - FY2019AdvancedAnnual report
「At MaxValu Chubu's annual general meeting of shareholders held on 16 May 2019 and the company's annual general meeting of shareholders held on 24 May of the same year, the merger agreement was approved.」
The integration with MaxValu Chubu progressed through the basic agreement and execution of a definitive merger agreement by absorption to the stage at which it was approved at both companies' general meetings of shareholders. The scheduled effective date was 1 September 2019, and forecasts were also provided for operating revenue of ¥260 billion and operating profit of ¥6.8 billion for the fiscal year ending February 2020. - FY2019-Q3RestatedAnnual report
「This basic agreement is not legally binding with respect to the implementation of the business integration. Following discussions among the company, MV Chubu, and Aeon, and after resolutions by the boards of directors and other necessary procedures, the parties plan to execute a separate, legally binding definitive agreement. Effective date of the merger: 1 September 2019 (scheduled).」
The company has again disclosed the details of the basic agreement concerning the business integration with MaxValu Chubu, discussions toward a definitive agreement, and the scheduled effective date of 1 September 2019. A definitive agreement had not yet been executed. - FY2019-Q2First statedAnnual report
「The company will become a lifestyle infrastructure company supporting food, centered on the No. 1 supermarket business in the Tokai-Chubu region.」
On 10 October 2018, the company entered into a basic agreement regarding business integration with MaxValu Chubu Co., Ltd. The basic policy was to carry out a merger by absorption, with the company as the surviving company and MaxValu Chubu as the absorbed company, with the effective date scheduled for 1 September 2019. The basic agreement was not legally binding, and a definitive agreement was scheduled to be executed at a later date.