Understand the Fundamentals, Transform Boldly: Expanding the Speed and Scope of Transformation
First written in FY2017-Q1. 21 of 36 entries say "Restated". Latest entry: FY2027-H1.
No other company in this theme has enough history to compare yet.
- FY2027-H1RestatedAnnual report
「Under these circumstances, the Group has set “Next Challenge 3rd: Evolving Challenges” as its unified theme for fiscal 2026. As the final year of Medium-Term Management Plan 2027, we will grow the various initiatives implemented over the past 2 years into larger, more valuable undertakings and further strengthen the Shimamura Group’s competitive advantages.」
The Group has reconfirmed its policy of continuing “Next Challenge 3rd: Evolving Challenges” through the final year of Medium-Term Management Plan 2027 and expanding and upgrading the initiatives undertaken over the past 2 years. - FY2026ReframedAnnual report
「The Group-wide theme for FY2026 is “Next Challenge 3rd: Evolving Challenges.” We decided to grow the challenges themselves into larger and more valuable initiatives, rather than simply repeat what we have done to date.」
The theme was updated from FY2025’s “Next Challenge 2nd: Revising Our Limits and Reaching New Heights” to the third-stage theme for FY2026, “Evolving Challenges.” - FY2026-H1RestatedAnnual report
「Under these circumstances, the Group set “Next Challenge 2nd: Revising Our Limits and Reaching New Heights” as its common theme for FY2025. As we enter the second year of Medium-Term Management Plan 2027, all employees will use their ingenuity to take on a range of challenges and further strengthen the Shimamura Group’s strengths.」
The FY2025 theme, “Next Challenge 2nd: Revising Our Limits and Reaching New Heights,” continued into the second year of Medium-Term Management Plan 2027. - FY2025ReframedAnnual report
「The Group-wide theme for FY2025 is “Next Challenge 2nd: Revising Our Limits and Reaching New Heights.” Last year, we challenged areas that had long been regarded as assumptions and, through various initiatives, raised the bar we had considered our limit. This year, we will continue to raise our limits through a range of challenges.」
The theme was updated from FY2024’s “Next Challenge 1st: Revisiting the Assumptions” to the second-stage theme for FY2025, “Revising Our Limits and Reaching New Heights,” building on the previous year’s achievements and setting out further upward challenges. - FY2025-H1RestatedAnnual report
「Against this backdrop, the Group adopted “Next Challenge 1st: Revisiting the Assumptions” as its common theme for FY2024. We will reconsider every assumption. In addition to how products are made and sales floors are presented, every department, including organization, employee development, systems and site development, will take on new challenges.」
The FY2024 common theme, “Next Challenge 1st: Revisiting the Assumptions,” and the Group-wide initiatives covering products, sales floors, organization, employee development, systems and site development continued into the interim period. - FY2025-Q1ReframedAnnual report
「Against this backdrop, the Group adopted “Next Challenge 1st: Revisiting the Assumptions” as its common theme for FY2024. We will reconsider every assumption. In addition to how products are made and sales floors are presented, every department, including organization, employee development, systems and site development, will take on new challenges.」
The common theme was updated from “Re-Born Final Stage: From Application to Completion” to FY2024’s “Next Challenge 1st: Revisiting the Assumptions,” identifying Group-wide transformation across products, sales floors, organization, employee development, systems and site development. - FY2024-Q3RestatedAnnual report
「Against this backdrop, the Group adopted “Re-Born Final Stage: From Application to Completion” as its common theme for FY2023. As the final year of the medium-term management plan, we will bring the strengthening of our product and sales capabilities and business foundations to a certain stage of completion, carry the results and knowledge accumulated over the past 3 years into the next stage, further upgrade stores where customers can browse and touch products, enjoy making selections and shop casually, and deliver excitement and wants to customers.」
The Group continued to promote “Re-Born Final Stage: From Application to Completion” and the strengthening of product and sales capabilities and business foundations in the final year of the medium-term management plan. - FY2024-Q2RestatedAnnual report
「The Group adopted “Re-Born Final Stage: From Application to Completion” as its common theme for FY2023. As the final year of the medium-term management plan, we will bring the strengthening of our product and sales capabilities and business foundations to a certain stage of completion, and carry the results and knowledge accumulated over the past 3 years into the next stage」
The policy of advancing the final-stage theme, “From Application to Completion,” and strengthening product and sales capabilities and business foundations continued in FY2023. - FY2024-Q1RestatedAnnual report
「The Group adopted “Re-Born Final Stage: From Application to Completion” as its common theme for FY2023. As the final year of the medium-term management plan, we will bring the strengthening of our product and sales capabilities and business foundations to a certain stage of completion, and carry the results and knowledge accumulated over the past 3 years into the next stage」
The previous fiscal year’s “Re-Born Final Stage: From Application to Completion” continued to be promoted in the first quarter. - FY2023ReframedAnnual report
「The Group-wide theme for FY2023 was “Re-Born Final Stage: From Application to Completion.” As the final year of the medium-term management plan, we will bring the strengthening of our product and sales capabilities and business foundations to a certain stage of completion, and carry the results and knowledge accumulated over the past 3 years into the next stage.」
The theme was updated from “Re-Born 2nd Stage: Evolution and Application” to “Final Stage: From Application to Completion,” in line with the final year of the medium-term management plan. - FY2023-Q3AdvancedAnnual report
「Against this backdrop, the Group adopted “Re-Born 2nd Stage: Evolution and Application” as its common theme for FY2022. We are further strengthening our product and sales capabilities to deliver excitement and wants to customers at stores where they can browse and touch products, enjoy making selections and shop casually. To strengthen our business foundations, we introduced a new customer management system in November and opened a new-model Divaro store.」
“Re-Born 2nd Stage: Evolution and Application” continued, with specific achievements added: the introduction of a customer management system and the opening of a new-model Divaro store. - FY2022ReframedAnnual report
「The Group-wide theme for FY2022, the second year of the medium-term management plan, was updated to “Re-Born 2nd Stage: Evolution and Application.” At stores that have been renewed and evolved, where customers can browse and touch products, enjoy making selections and shop casually, we will further strengthen our product and sales capabilities to deliver excitement and wants to customers, while focusing on strengthening the foundations of our businesses and preparing for the future.」
The theme was updated from “Re-Born 1st Stage: Renewal and Evolution” to the second-year theme, “Evolution and Application,” adding a focus on responding to customers’ wants. - FY2022-Q3RestatedAnnual report
「The Group adopted “Re-Born 1st Stage: Renewal and Evolution” as its common theme for FY2021. We are further evolving stores where customers can browse and touch products, enjoy making selections and shop casually, and further strengthening our product and sales capabilities to deliver excitement to customers.」
The FY2021 common theme, “Re-Born 1st Stage: Renewal and Evolution,” and the policy of strengthening product and sales capabilities continued to be promoted. - FY2022-Q2RestatedAnnual report
「The Group adopted “Re-Born 1st Stage: Renewal and Evolution” as its common theme for FY2021. We are further evolving stores where customers can browse and touch products, enjoy making selections and shop casually, and further strengthening our product and sales capabilities to deliver excitement to customers.」
The FY2021 common theme, “Re-Born 1st Stage: Renewal and Evolution,” and the policy of strengthening product and sales capabilities continued. - FY2022-Q1RestatedAnnual report
「The Group adopted “Re-Born 1st Stage: Renewal and Evolution” as its common theme for FY2021. We are further evolving stores where customers can browse and touch products, enjoy making selections and shop casually, and further strengthening our product and sales capabilities to deliver excitement to customers.」
The FY2021 Group-wide theme, “Re-Born 1st Stage: Renewal and Evolution,” and the policy of strengthening product and sales capabilities continued into the first quarter. - FY2021ReframedAnnual report
「The Group-wide theme for FY2021, the first year of the medium-term management plan, was “Re-Born 1st Stage: Renewal and Evolution.” We will further evolve stores where customers can browse and touch products, enjoy making selections and shop casually, and further strengthen our product and sales capabilities to deliver excitement to customers, while focusing on strengthening the foundations of our businesses and preparing for the future.」
The wording was revised from “Re-Born” to position FY2021 as the first stage, “Renewal and Evolution,” explicitly identifying stronger products and sales and stronger business foundations. - FY2021-Q3RestatedAnnual report
「Against this backdrop, the Group adopted “Re-Born” as its common theme for FY2020, with the revival of the Shimamura Group as the focus. We aimed to create stores where the whole family can browse and touch products, enjoy making selections and shop casually, and continued to strengthen our products and sales capabilities.」
The FY2020 common theme, “Re-Born,” and the policy of strengthening product and sales capabilities toward the Group’s revival continued to be stated in the third quarter. - FY2021-Q1RestatedAnnual report
「Against this backdrop, the Group adopted “Re-Born” as its common theme for FY2020, with the revival of the Shimamura Group as the focus. We aimed to create stores where the whole family can browse and touch products, enjoy making selections and shop casually, and continued to strengthen our products and sales capabilities.」
The FY2020 common theme, “Re-Born,” and the policy of strengthening product and sales capabilities toward the Group’s revival continued into the first quarter. - FY2020ReframedAnnual report
「Against this backdrop, the Group adopted “Re-Born” as its common theme for FY2020, with the revival of the Shimamura Group as the focus. We aimed to create stores where the whole family can browse and touch products, enjoy making selections and shop casually」
The theme was revised from “Improving Existing-Store Performance” to “Re-Born” for FY2020, setting out the Group’s revival through stronger products and sales and a fresh start that included the EC business. - FY2020-Q2RestatedAnnual report
「Against this backdrop, the Group adopted “Improving Existing-Store Performance” as its common theme for FY2019. With the restoration of the Shimamura brand as the focus, we pursued reforms to customer-focused stores and sales floors and to our merchandise composition capabilities, aiming to create stores where customers can enjoy browsing and touching products, make selections easily and shop casually.」
Reforms to stores, sales floors and merchandise composition capabilities continued under FY2019’s common theme, “Improving Existing-Store Performance,” centered on restoring Shimamura’s brand strength. - FY2020-Q1RestatedAnnual report
「Against this backdrop, the Group adopted “Improving Existing-Store Performance” as its common theme for FY2019. With the restoration of the Shimamura brand as the focus, we pursued reforms to customer-focused stores, sales floors and merchandise composition, with the aim of creating stores where customers can enjoy browsing and touching products, make selections easily and shop casually.」
The FY2019 common theme, “Improving Existing-Store Performance,” and the policy centered on restoring Shimamura’s brand strength continued to be stated in the first quarter. - FY2019ReframedAnnual report
「Against this backdrop, the Group adopted “Improving Existing-Store Performance” as its common theme for FY2019. With the restoration of the Shimamura brand as the focus, we pursued reforms to customer-focused stores, sales floors and merchandise composition through three forms of dialogue, with the aim of creating stores where customers can enjoy browsing and touching products, make selections easily and shop casually.」
The Group-wide theme changed from FY2018’s “Expanding Scale and Strengthening the Foundation” to FY2019’s “Improving Existing-Store Performance,” placing the restoration of Shimamura’s brand strength and existing-store reform at the forefront. - FY2019-Q3ReframedAnnual report
「Against this backdrop, and as a prerequisite for expanding scale and strengthening the foundation, the Group adopted “Lifting Existing Stores” as its Group-wide theme across all businesses from the third quarter. We worked to restore the appeal and trust of our stores and the brand strength of our products and assortments, while continuing to educate and develop employees.」
While retaining “Expanding Scale and Strengthening the Foundation” as the premise, the Group-wide theme across all businesses was changed from the third quarter to “Lifting Existing Stores,” emphasizing the restoration of existing-store appeal, trust and product brand strength. - FY2019-Q2RestatedAnnual report
「Against this backdrop, the Group adopted “Expanding Scale and Strengthening the Foundation” as its common theme for FY2018. During the year, we continued initiatives to renew our systems and worked to educate and develop employees in order to expand our scale and strengthen our foundation toward a domestic network of 3,000 stores.」
“Expanding Scale and Strengthening the Foundation” continued as the common theme for FY2018, with efforts to strengthen the foundation toward 3,000 domestic stores. - FY2019-Q1RestatedAnnual report
「Against this backdrop, the Group adopted “Expanding Scale and Strengthening the Foundation” as its common theme for FY2018. During the year, we continued initiatives to renew our systems and worked to educate and develop employees in order to expand our scale and strengthen our foundation toward a domestic network of 3,000 stores.」
“Expanding Scale and Strengthening the Foundation,” introduced in the previous fiscal year, continued as the Group-wide theme, with ongoing system renewal and employee development toward 3,000 domestic stores. - FY2018ReframedAnnual report
「Against this backdrop, the Group adopted “Expanding Scale and Strengthening the Foundation” as its common theme for FY2018. During the year, we focused on renewing our systems and educating and developing employees in order to expand our scale and strengthen our foundation toward a domestic network of 3,000 stores.」
The Group-wide theme was changed from “Three Years of Transformation, the Year of Completion” to “Expanding Scale and Strengthening the Foundation,” with emphasis placed on expanding scale and strengthening systems and human resources toward 3,000 domestic stores. - FY2018-Q3RestatedAnnual report
「Against this consumer backdrop, the Group adopted “Three Years of Transformation, the Year of Completion” as its common theme and continued to expand the speed and scope of transformation」
The Group continued to promote the ongoing expansion of transformation under “Three Years of Transformation, the Year of Completion” as its common theme. - FY2018-Q2RestatedAnnual report
「The Group adopted “Three Years of Transformation, the Year of Completion” as its common theme and continued to expand the speed and scope of transformation」
The Group continued to promote the ongoing expansion of transformation under “Three Years of Transformation, the Year of Completion” as its common theme. - FY2018-Q1RestatedAnnual report
「Against this consumer backdrop, the Group adopted “Three Years of Transformation, the Year of Completion” as its common theme and continued to expand the speed and scope of transformation」
The policy of expanding the speed and scope of transformation continued to be stated under “Three Years of Transformation, the Year of Completion” as the common theme. - FY2017ReframedAnnual report
「Against this backdrop, the Group adopted “Three Years of Transformation, the Year of Completion” as its common theme for FY2017. During the year, we expanded the speed and scope of transformation, boldly changed and advanced all operations to deepen our presence in the domestic market, and saw the results of these efforts. We also pursued further simplification and standardization of operations toward a 3,000-store network, thoroughly implementing low-cost operations and working to improve performance.」
The common theme was revised from the previous wording to “Three Years of Transformation, the Year of Completion.” Completion of the transformation and operational standardization toward a 3,000-store network were newly incorporated. - FY2017-Q3RestatedAnnual report
「Against this consumer backdrop, the Group adopted “Understand the Essence, Transform Boldly” as its common theme and expanded the speed and scope of transformation」
The same wording continued to be used as the Group-wide management theme, following the first quarter. - FY2017-Q1First statedAnnual report
「Making “Understand the Essence, Transform Boldly” the common theme, we will expand the speed and scope of transformation」
Recorded for the first time as the Group-wide management theme for the quarter.