Medium-Term Management Plan “Mastering Ginza 150”
First written in FY2017-Q1. 23 of 36 entries say "Restated". Latest entry: FY2027-H1.
No other company in this theme has enough history to compare yet.
- FY2027-H1ReframedAnnual report
「Meanwhile, in light of the current situation, in which performance has diverged from the initial assumptions, primarily due to dramatic changes in the economic environment, heightened uncertainty, declines in tax-free sales and changes in their structure, we have partially updated this plan. Going forward, to respond flexibly to these rapid changes, we will seek to rebuild our strategy toward achieving the targets for fiscal 2030 by further accelerating the integration of physical and digital channels, centered on ID customers.」
It was stated that, in response to dramatic changes in the economic environment and declines in and structural changes to tax-free sales, the management plan had been partially updated and rebuilt around a strategy to accelerate the integration of physical and digital channels, centered on ID customers. - 2026-10-14RestatedEarnings
「当社グループでは、経営計画「Global Destinationとなることを目指して」（以下、経営計画）において、「未来に希望の火を灯す 幸せになれる場を創造する」ことをMISSIONとして位置づけ、当社の目指す姿や経営戦略・計画等を推進してまいりました。」
経営計画「Global Destinationとなることを目指して」とMISSIONの下で、目指す姿や経営戦略・計画を引き続き推進していると記載した。 - FY2026SoftenedAnnual report
「In the management plan “Aiming to Become a ‘Global Destination,’” the Group revised its numerical plans in light of recent earnings trends and rapid changes in the external environment. Accordingly, we updated the FY2027 consolidated operating income target to ¥2,000–¥2,500 million (initial plan: ¥5,500 million) and the FY2030 consolidated operating income target to ¥4,000–¥5,000 million (initial plan: ¥8,000–¥8,500 million).」
Lowered the consolidated operating income targets for FY2027 and FY2030 from the previous plan. - FY2026-H1RestatedAnnual report
「Against this backdrop, under the management plan “Aiming to Become a ‘Global Destination’” (hereinafter, the “Management Plan”), we positioned “Creating a place that lights a flame of hope for the future and brings happiness” as our MISSION, and promoted our vision, management strategies, plans, and other initiatives.」
Continued to promote management strategies and plans under the long-term management plan “Global Destination” and its MISSION. - FY2025ReframedAnnual report
「The Group launched a new “Management Plan: Aiming to Become a ‘Global Destination’” (hereinafter, the “Plan”). Under the Plan, we abolished the conventional three-year medium-term management plan cycle and will pursue growth by steadily achieving annual targets while responding to an era of rapid change from a long-term perspective extending to FY2050. We set consolidated operating income targets of ¥5,500 million for FY2027 and ¥8,000–¥8,500 million for FY2030.」
Abolished the conventional three-year medium-term management plan cycle and changed the planning framework to “Global Destination,” taking a long-term view through FY2050. Also presented new numerical targets of ¥5,500 million in operating income for FY2027 and ¥8,000–¥8,500 million for FY2030. - FY2025-H1RestatedAnnual report
「Against this backdrop, under the Group’s “Medium-Term Management Plan ‘Toward Sustainable Growth’ (FY2022–FY2024),” we positioned “Creating a place where we light a flame of hope for the future and all stakeholders can be happy” as our MISSION for realizing our desired future, and promoted the development of a new foundation for growth and a return to a growth trajectory.」
Reiterated the medium-term management plan for FY2022–FY2024, its MISSION, the development of a new foundation for growth, and the return to a growth trajectory. - FY2025-Q1Cited as achievedAnnual report
「Against this backdrop, under the Group’s “Medium-Term Management Plan ‘Toward Sustainable Growth’ (FY2022–FY2024),” we positioned “Creating a place where we light a flame of hope for the future and all stakeholders can be happy” as our MISSION for realizing our desired future, and promoted the development of a new foundation for growth and a return to a growth trajectory.」
Described the medium-term management plan for FY2022–FY2024 as results and initiatives after the end of its period, without presenting a new medium-term plan. - FY2024AchievedAnnual report
「Under the Group’s “Medium-Term Management Plan ‘Toward Sustainable Growth’ (FY2022–FY2024),” we have set a target of ¥1,600 million in consolidated operating income for FY2024. In light of earnings trends and the outlook, operating income in the consolidated earnings forecast for FY2024 disclosed on 11 April 2024 is ¥2,500 million.」
Against the FY2024 consolidated operating income target of ¥1,600 million, actual results for the fiscal year were ¥2,974 million, exceeding the target. - FY2024-Q3RestatedAnnual report
「Against this backdrop, under the Group’s “Medium-Term Management Plan ‘Toward Sustainable Growth’ (FY2022–FY2024),” we positioned “Creating a place where we light a flame of hope for the future and all stakeholders can be happy” as our MISSION for realizing our desired future, and promoted the development of a new foundation for growth and a return to a growth trajectory.」
Reiterated the medium-term management plan for FY2022–FY2024, its MISSION, the development of a new foundation for growth, and the return to a growth trajectory. - FY2024-Q2RestatedAnnual report
「Against this backdrop, under the Group’s “Medium-Term Management Plan ‘Toward Sustainable Growth’ (FY2022–FY2024),” we positioned “Creating a place where we light a flame of hope for the future and all stakeholders can be happy” as our MISSION for realizing our desired future, and promoted the development of a new foundation for growth and a return to a growth trajectory.」
Reiterated the medium-term management plan for FY2022–FY2024, its MISSION, the development of a new foundation for growth, and the return to a growth trajectory. - FY2023RestatedAnnual report
「Under the Group’s “Medium-Term Management Plan ‘Toward Sustainable Growth’ (FY2022–FY2024),” we have set a target of ¥1,600 million in consolidated operating income for the final year (FY2024).」
Reconfirmed the medium-term management plan for FY2022–FY2024 and its target of ¥1,600 million in consolidated operating income for FY2024. - FY2023-Q3RestatedAnnual report
「Against this backdrop, under the Group’s new “Medium-Term Management Plan ‘Toward Sustainable Growth’ (FY2022–FY2024),” we positioned “Creating a place where we light a flame of hope for the future and all stakeholders can be happy” as our MISSION for realizing our desired future, and promoted the development of a new foundation for growth and a return to a growth trajectory.」
Reiterated the medium-term management plan for FY2022–FY2024, its MISSION, the development of a new foundation for growth, and the return to a growth trajectory. - FY2022ReframedAnnual report
「Under the Group’s “Medium-Term Management Plan ‘Toward Sustainable Growth’ (FY2022–FY2024),” we have set a target of ¥1,600 million in consolidated operating income for the final year (FY2024).」
Updated the medium-term management plan from “Matsuya: Design” (FY2019–FY2021) to “Toward Sustainable Growth” (FY2022–FY2024), and set consolidated operating income of ¥1,600 million for FY2024 as the new target. - FY2022-Q3RestatedAnnual report
「During this three-year period, which culminated in the company’s 150th anniversary in November 2019, we defined under the “Medium-Term Management Plan ‘Matsuya: Design’ (FY2019–FY2021)” what we aim to achieve for society as “A prosperous life through design,” pursued priority initiatives toward its realization, and sought to improve performance.」
Reiterated the medium-term management plan, “Matsuya: Design” (FY2019–FY2021), and efforts on its priority initiatives. - FY2022-Q2RestatedAnnual report
「Against this backdrop, based on the lessons learned from and results of the previous three-year plan, during this three-year period following the company’s 150th anniversary in November 2019, under the “Medium-Term Management Plan ‘Matsuya: Design’ (FY2019–FY2021),” we defined what we aim to achieve for society as “A prosperous life through design,” pursued priority initiatives toward its realization, and sought to improve performance.」
Reiterated the medium-term management plan, “Matsuya: Design” (FY2019–FY2021), and efforts on the priority initiatives toward its realization. - FY2022-Q1RestatedAnnual report
「Against this backdrop, based on the lessons learned from and results of the previous three-year plan, during this three-year period following the company’s 150th anniversary in November 2019, under the “Medium-Term Management Plan ‘Matsuya: Design’ (FY2019–FY2021),” we defined what we aim to achieve for society as “A prosperous life through design,” pursued priority initiatives toward its realization, and sought to improve performance.」
Reiterated the medium-term management plan, “Matsuya: Design” (FY2019–FY2021), and efforts on the priority initiatives toward its realization. - FY2021SoftenedAnnual report
「Under the Group’s “Medium-Term Management Plan ‘Matsuya: Design’ (FY2019–FY2021),” we have set a target of ¥2,400 million in consolidated operating income for the final year (FY2021). However, as revenue has declined substantially due to the COVID-19 pandemic and other factors, the outlook remains difficult to predict. We will provide updates as appropriate in our consolidated earnings forecasts for FY2021 and other disclosures regarding the latest situation.」
While maintaining the FY2021 consolidated operating income target of ¥2,400 million, we added uncertainty regarding the likelihood of achieving the plan, citing the substantial decline in revenue caused by the COVID-19 pandemic and the difficulty of forecasting the outlook. - FY2021-Q3RestatedAnnual report
「Against this backdrop, based on the lessons learned from and results of the previous three-year plan, during this three-year period following the company’s 150th anniversary in November 2019, under the “Medium-Term Management Plan ‘Matsuya: Design’ (FY2019–FY2021),” we defined what we aim to achieve for society as “A prosperous life through design,” pursued priority initiatives toward its realization, and sought to improve performance.」
Continued efforts on “Matsuya: Design” (FY2019–FY2021) and the priority initiatives despite a substantial decline in revenue and losses caused by the COVID-19 pandemic. - FY2021-Q1RestatedAnnual report
「Against this backdrop, based on the lessons learned from and results of the previous three-year plan, during this three-year period following the company’s 150th anniversary in November 2019, under the “Medium-Term Management Plan ‘Matsuya: Design’ (FY2019–FY2021),” we defined what we aim to achieve for society as “A prosperous life through design,” pursued priority initiatives toward its realization, and sought to improve performance.」
Reiterated the policy of pursuing priority initiatives centered on “Matsuya: Design” (FY2019–FY2021) and “A prosperous life through design.” - FY2020RestatedAnnual report
「The numerical target for the final year (FY2021) of the Group’s “Medium-Term Management Plan ‘Matsuya: Design’ (FY2019–FY2021)” is consolidated operating income of ¥2,400 million.」
Reiterated the medium-term management plan for FY2019–FY2021 and its numerical target of ¥2,400 million in consolidated operating income for FY2021. - FY2020-Q3RestatedAnnual report
「Against this backdrop, based on the lessons learned from and results of the previous three-year plan, during this three-year period following the company’s 150th anniversary in November 2019, under the “Medium-Term Management Plan ‘Matsuya: Design’ (FY2019–FY2021),” we defined what we aim to achieve for society as “A prosperous life through design,” pursued priority initiatives toward its realization, and sought to improve performance.」
Even after celebrating the company’s 150th anniversary in November 2019, continued efforts on the priority initiatives under “Matsuya: Design” (FY2019–FY2021). - FY2020-Q2RestatedAnnual report
「During this three-year period, which culminated in the company’s 150th anniversary in November 2019, we defined under the “Medium-Term Management Plan ‘Matsuya: Design’ (FY2019–FY2021)” what we aim to achieve for society as “A prosperous life through design,” pursued priority initiatives toward its realization, and sought to improve performance.」
Reconfirmed “Matsuya: Design” (FY2019–FY2021) and efforts on priority initiatives toward the company’s 150th anniversary. - FY2020-Q1RestatedAnnual report
「Against this backdrop, based on the lessons learned from and results of the previous three-year plan, under the new medium-term management plan, “Medium-Term Management Plan ‘Matsuya: Design’ (FY2019–FY2021),” covering the period in which we celebrated our 150th anniversary in November 2019, we defined what we aim to achieve for society as “A prosperous life through design,” pursued priority initiatives toward its realization, and sought to improve performance.」
Reconfirmed “Matsuya: Design” (FY2019–FY2021) and “A prosperous life through design” as the pillars of the medium-term management plan. - FY2019ReframedAnnual report
「The numerical target for the final year (FY2021) of the Group’s “Medium-Term Management Plan ‘Matsuya: Design’ (FY2019–FY2021)” is consolidated operating income of ¥2,400 million.」
Updated the medium-term management plan from the previous “Mastering Ginza 150” to “Matsuya: Design” (FY2019–FY2021), marking the company’s 150th anniversary as the occasion for the change, and set consolidated operating income of ¥2,400 million for FY2021 as the new target. - FY2019-Q2RestatedAnnual report
「Based on the results and lessons learned from the previous three-year plan, we formulated the new medium-term management plan, “Medium-Term Management Plan ‘Mastering Ginza 150’ (FY2016–FY2018)” (hereinafter, the “Plan”), as the second phase toward our 150th anniversary in FY2019.」
Reiterated the medium-term management plan’s name, its FY2016–FY2018 period, and its positioning as the second phase toward the company’s 150th anniversary. - FY2018Final-year targets not achievedAnnual report
「The numerical target for the final year (FY2018) of the Group’s “Medium-Term Management Plan ‘Mastering Ginza 150’ (FY2016–FY2018)” is consolidated operating income of ¥3,000 million.」
Against the final-year consolidated operating income target of ¥3,000 million, operating income for the fiscal year was stated as ¥2,122 million. - FY2018-Q3RestatedAnnual report
「Against this backdrop, based on the results and lessons learned from the previous three-year plan, the Group continued to pursue various initiatives in line with the basic policy of the medium-term management plan, “Medium-Term Management Plan ‘Mastering Ginza 150’ (FY2016–FY2018),” the second phase toward our 150th anniversary, with the aim of improving performance.」
Reiterated the name and period of the medium-term management plan and its positioning as the second phase toward the company’s 150th anniversary. - FY2018-Q1RestatedAnnual report
「Against this backdrop, based on the results and lessons learned from the previous three-year plan, the Group continued to pursue various initiatives in line with the basic policy of the medium-term management plan, “Medium-Term Management Plan ‘Mastering Ginza 150’ (FY2016–FY2018),” the second phase toward our 150th anniversary, with the aim of improving performance.」
There was no change to the plan’s name, its FY2016–FY2018 period, or its positioning as the second phase toward the company’s 150th anniversary. Continued efforts on the initiatives were reiterated. - FY2017RestatedAnnual report
「The numerical target for the final year of this plan (FY2018) is consolidated operating income of ¥3.0 billion.」
Specified the final year of the medium-term management plan and its numerical target of ¥3.0 billion in consolidated operating income. There was no change to the plan’s name or period. - FY2017-Q3RestatedAnnual report
「Against this backdrop, based on the results and lessons learned from the previous three-year plan, the Group pursued various initiatives in line with the basic policy of the new medium-term management plan, “Medium-Term Management Plan ‘Mastering Ginza 150’ (FY2016–FY2018),” which was formulated as the second phase toward our 150th anniversary in FY2019, with the aim of improving performance.」
There was no change to the name of the medium-term management plan, its period, or its positioning toward the company’s 150th anniversary. - FY2017-Q2RestatedAnnual report
「Based on the results and lessons learned from the previous three-year plan, we pursued various initiatives in line with the basic policy of the new medium-term management plan, “Medium-Term Management Plan ‘Mastering Ginza 150’ (FY2016–FY2018),” which was formulated as the second phase toward our 150th anniversary in FY2019, with the aim of improving performance.」
There was no change to the name of the medium-term management plan, its period, or its positioning toward the company’s 150th anniversary. - FY2017-Q1First statedAnnual report
「Based on the results and lessons learned from the previous three-year plan, we pursued various initiatives in line with the basic policy of the new medium-term management plan, “Medium-Term Management Plan ‘Mastering Ginza 150’ (FY2016–FY2018),” which was formulated as the second phase toward our 150th anniversary in FY2019, with the aim of improving performance.」
Presented for the first time a new medium-term management plan for FY2016–FY2018 toward the company’s 150th anniversary.