Building a comprehensive lifestyle business and establishing a dominant market position in the Kansai region
First written in FY2017. 10 of 15 entries say "Advanced", first in FY2018-Q3. Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026AdvancedAnnual report
「Based on “physical stores” such as department stores, supermarkets and shopping centers, we will evolve into a business model that goes beyond the retail framework, a “regional lifestyle platform,” by leveraging three competitive advantages: “empathy” developed through regional partnerships and high-resolution “customer data.”」
The Kansai dominance strategy was restructured as an evolution into a “regional lifestyle platform” based on department stores, food supermarkets and commercial facilities. - FY2025ReframedAnnual report
「Based on the results of the Medium-Term Management Plan 2021–2023 and changes in the business environment, we rebuilt our growth strategy as “Long-Term Business Vision 2030 Ver. 2,” covering the rebuilding and enhancement of existing businesses, expansion into new markets and challenges in new business models.」
The growth strategy, including the pursuit of a dominant position in Kansai, was rebuilt as “Long-Term Business Vision 2030 Ver. 2,” based on three pillars: existing businesses, new markets and new business models. - FY2023AdvancedAnnual report
「While aiming to achieve No. 1 market share in each business, we also aim to be a partner that stays close to local communities and enriches their lives in order to achieve No. 1 mindshare.」
The Kansai dominance strategy was organized as a policy targeting No. 1 market share in each business and No. 1 mindshare among local customers. - FY2022AdvancedAnnual report
「We will pursue a customer services business as a challenge to expand our business model by leveraging the Kansai market and customer base we have cultivated to date.」
The concept of establishing a dominant position in Kansai took concrete form as a direction to expand the business model beyond the existing store network into customer services, online services, home delivery, alliances and B2B operations. - FY2022-Q3AdvancedAnnual report
「Under our Long-Term Business Vision 2030 and Medium-Term Management Plan (fiscal 2021–2023), we position the food business centered on food supermarkets as one of the driving forces of the Kansai dominance strategy and aim to make it a “second pillar” generating more than ¥10 billion in profit, second only to the department store business. Against this backdrop, we implemented the share exchange through the management integration of Izumiya and Hankyu Oasis, the core businesses of our group’s food business, with Kansai Super.」
The goal of making the food business a second pillar under the Kansai dominance strategy advanced to the concrete step of implementing management integration with Kansai Super. - FY2022-Q2AdvancedAnnual report
「Under our Long-Term Business Vision 2030 and Medium-Term Management Plan (fiscal 2021–2023), we position the food business centered on food supermarkets as one of the driving forces of the Kansai dominance strategy and aim to make it a “second pillar” generating more than ¥10 billion in profit, second only to the department store business.」
The concept of establishing a dominant position in Kansai took concrete form through the goal of making food supermarkets a driving force and a second pillar generating more than ¥10 billion in profit, linked to the management integration plan with Kansai Super. - FY2020-Q2AdvancedAnnual report
「Because the businesses of Sogo Kobe and Seibu Takatsuki were transferred to 株式会社阪急阪神百貨店 effective 1 October 2019 and their trading names changed on the same date from Sogo Kobe to “Kobe Hankyu” and from Seibu Takatsuki to “Takatsuki Hankyu,” the Kobe and Takatsuki businesses have been integrated into the department store business from the current fiscal year.」
The Kobe and Takatsuki businesses advanced to the implementation stage, with their transfer to 株式会社阪急阪神百貨店, trading-name changes and integration into the department store business. - FY2020-Q1AdvancedAnnual report
「Because the businesses of Sogo Kobe and Seibu Takatsuki are scheduled to be transferred to 株式会社阪急阪神百貨店 effective 1 October 2019 and their trading names are scheduled to change on the same date from Sogo Kobe to “Kobe Hankyu” and from Seibu Takatsuki to “Takatsuki Hankyu,” the Kobe and Takatsuki businesses have been integrated into the department store business from the current fiscal year.」
As part of the strategy to use the Kansai store network, the Kobe and Takatsuki businesses were integrated into the department store business for performance management purposes effective 1 April 2019, with the business transfer and trading-name changes scheduled for October. - FY2019ReframedAnnual report
「Our core businesses lie at opposite ends of the extraordinary and the everyday. For retail formats positioned between these two ends, we will use alliances with external partners to build an alliance network connected to all aspects of customers’ lives.」
The explanation of the Kansai dominance strategy was organized as a concept for covering customers’ lives through an alliance network with external partners, in addition to strengthening the core department store and food supermarket businesses. - FY2019-Q2AdvancedAnnual report
「Effective 1 October 2019, the businesses of the stores concerned are scheduled to be transferred to 株式会社阪急阪神百貨店, and on the same date their trading names are scheduled to change from Sogo Kobe to “Kobe Hankyu” and from Seibu Takatsuki to “Takatsuki Hankyu.”」
The concept of using the Kansai store network and services advanced to a concrete plan to transfer the acquired stores to 株式会社阪急阪神百貨店 and change their trading names. - FY2018-Q3AdvancedAnnual report
「We concluded that making effective use of our group’s store network, products and services to improve convenience and customer satisfaction for customers living in the Kansai area would maximize corporate value, and decided that our group would take over the businesses concerned.」
The concept of improving customer convenience by using the Kansai store network, products and services took concrete form through the transfer of the businesses of Sogo Kobe and Seibu Takatsuki. - FY2017First statedAnnual report
「Through building a comprehensive lifestyle services business that covers all aspects of daily life, from the everyday to the extraordinary, we will pursue a dominant position in the Kansai area.」
The company has presented a business concept covering daily life throughout Kansai by combining department stores, food supermarkets, commercial facilities, hotels, specialty stores, food service businesses and payment infrastructure.