Transformation into a Co-Creation-Oriented Multi-Developer
First written in FY2018. 21 of 28 entries say "Restated". Latest entry: FY2027-H1.
No other company in this theme has enough history to compare yet.
- FY2027-H1RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan (FY2025–FY2028),” whose long-term vision is to become a “platformer for enriching people’s lives,” our group made every effort to improve profitability across its businesses while strongly advancing initiatives based on the 4 basic policies, including the evolution into a “value store business.”」
We continue executing the medium-term management plan, including the evolution from the former “co-creation-oriented multi-developer” into the redefined “100 Value Stores business.” - FY2026RestatedAnnual report
「Based on the medium-term management plan entering its second year, the Group will continue working to transform into a “new value-creation company,” namely “100 Value Stores.” Centered on the existing business of the Abeno Harukas Kintetsu Main Store and the personal shopping business, we will further strengthen the existing business while implementing various measures to reinforce our foundations in response to changes in the business environment.」
In the second year of the FY2025–FY2028 plan, we continue the shift to “100 Value Stores,” the strengthening of the existing business centered on the flagship store and personal shopping business, and the reinforcement of our foundations. - FY2026-H1RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan (FY2025–FY2028)” announced on 11 April of this year, our group made every effort to improve profitability across its businesses while strongly advancing initiatives based on the 4 basic policies, including the evolution into a “value store business,” with the aim of becoming the “platformer for enriching people’s lives” set out as its long-term vision.」
We continue to describe the execution of the FY2025–FY2028 plan, including the evolution from the previous medium-term plan into the redefined “100 Value Stores business.” - FY2025ReframedAnnual report
「Under the current medium-term management plan, we aim to transform into a “new value-creation company: 100 Value Stores.”」
The transformation into a “co-creation-oriented multi-developer” has been redefined in the FY2025–FY2028 plan as the shift to a “new value-creation company: 100 Value Stores.” - FY2025-H1RestatedAnnual report
「Against this backdrop, our group made every effort to improve profitability across its businesses while strongly advancing initiatives based on the 4 basic policies, including maximizing the appeal of the Abeno–Tennoji area, with the aim of becoming the “platformer for enriching people’s lives” set out as the long-term vision in the “Medium-Term Management Plan (FY2021–FY2024),” for which the current consolidated fiscal year is the final year.」
In the final year of the medium-term management plan, which includes transformation into a “co-creation-oriented multi-developer,” the company continues to implement measures based on its long-term vision and 4 basic policies. - FY2025-Q1RestatedAnnual report
「Against this backdrop, our group made every effort to improve profitability across its businesses while strongly advancing initiatives based on the 4 basic policies, including maximizing the appeal of the Abeno–Tennoji area, with the aim of becoming the “platformer for enriching people’s lives” set out as the long-term vision in the “Medium-Term Management Plan (FY2021–FY2024),” for which the current consolidated fiscal year is the final year.」
The company continues its initiatives to transform its business model and improve profitability in the final year of the plan, under its long-term vision and 4 basic policies. - FY2024-Q3RestatedAnnual report
「Against this backdrop, our group made every effort to improve profitability across its businesses while strongly advancing initiatives based on the 4 basic policies, including maximizing the appeal of the Abeno–Tennoji area, with the aim of becoming the “platformer for enriching people’s lives” set out as the long-term vision in the “Medium-Term Management Plan (FY2021–FY2024).”」
The company continues to promote structural reform and business model transformation based on the medium-term management plan, under its long-term vision and 4 basic policies. - FY2024-Q2RestatedAnnual report
「Against this backdrop, our group made every effort to improve profitability across its businesses while strongly advancing initiatives based on the 4 basic policies, including maximizing the appeal of the Abeno–Tennoji area, with the aim of becoming the “platformer for enriching people’s lives” set out as the long-term vision in the “Medium-Term Management Plan (FY2021–FY2024).”」
The company continues to promote structural reform and business model transformation initiatives under its long-term vision and 4 basic policies, based on the medium-term management plan. - FY2023AdvancedAnnual report
「Our group made strenuous efforts to improve profitability across its businesses while vigorously promoting measures under 4 basic policies, including maximizing the appeal of the Abeno–Tennoji area, with the aim of becoming the “platform provider that enriches people's lives” set out as the long-term vision in the Medium-Term Management Plan (FY2021–FY2024).」
In the third year of the plan centered on “transformation into a co-creation-oriented multi-developer,” the company is vigorously promoting the 4 basic policies aimed at achieving its long-term vision. - FY2023-Q3RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan (FY2021–FY2024),” whose concept is “Transforming into a co-creation-oriented multi-developer that enriches people’s lives: from a ‘department store’ to a ‘value store,’” formulated in April 2021, we are working to further accelerate the structural reforms implemented to date and build new business models.」
The company continues to implement the medium-term management plan under the concept of “transformation into a co-creation-oriented multi-developer that enriches people's lives.” - FY2023-Q2RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan (FY2021–FY2024),” whose concept is “Transforming into a co-creation-oriented multi-developer that enriches people’s lives: from a ‘department store’ to a ‘value store,’” formulated in April of last year, we are working to further accelerate the structural reforms implemented to date and build new business models.」
The company continues to implement the medium-term management plan under the concept of “transformation into a co-creation-oriented multi-developer that enriches people's lives: from a department store of goods to a department store of value.” - FY2023-Q1RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan (FY2021–FY2024),” whose concept is “Transforming into a co-creation-oriented multi-developer that enriches people’s lives: from a ‘department store’ to a ‘value store,’” formulated in April of last year, we are working to further accelerate the structural reforms implemented to date and build new business models.」
The company continues to implement the medium-term management plan under the concept of “transformation into a co-creation-oriented multi-developer that enriches people's lives.” - FY2022RestatedAnnual report
「We position FY2021–FY2024 as a period for creating a “new business model” through structural reform and transformation of the business portfolio.」
The company continues to promote “transformation into a co-creation-oriented multi-developer” as the creation of a new business model through structural reform and business portfolio transformation in FY2021–FY2024. - FY2022-Q3RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan (FY2021–FY2024),” whose concept is “Transforming into a co-creation-oriented multi-developer that enriches people’s lives,” formulated in April of last year, we are working to further accelerate the structural reforms implemented to date and build new business models, but performance was difficult because the temporary closure of stores and shortened operating hours following the declaration of a state of emergency had a significant impact.」
The company continues to implement the medium-term management plan under the concept of “transformation into a co-creation-oriented multi-developer that enriches people's lives,” but notes that the impact of store closures and other factors associated with the pandemic was significant. - FY2022-Q1ReframedAnnual report
「Based on the Medium-Term Management Plan (FY2021–FY2024), formulated in April this year under the concept of “transformation into a co-creation-oriented multi-developer that enriches people's lives: from a department store of goods to a department store of value,” we are further accelerating the structural reforms implemented to date and working to build a new business model.」
The plan concept added “enriching people's lives” and “from a department store of goods to a department store of value” to the previous expression, “transformation into a co-creation-oriented multi-developer.” - FY2021ReframedAnnual report
「We position the next 4 years as a period for creating a “new business model” through structural reform and transformation of the business portfolio.」
“Transformation into a co-creation-oriented multi-developer” was redefined as the creation of a new business model through structural reform and business portfolio transformation during the 4-year period from FY2021 through FY2024. - FY2021-Q3RestatedAnnual report
「Against this backdrop, our group is pursuing initiatives based on the concept of transforming into a “co-creation-oriented multi-developer” under the “Medium-Term Management Plan (FY2018–FY2020),” but the cumulative third quarter of the fiscal year saw substantial declines in revenue and profit, partly because stores were temporarily closed and operating hours shortened under the state of emergency.」
The company continues to implement measures under the medium-term management plan centered on “transformation into a co-creation-oriented multi-developer.” Meanwhile, revenue and profit declined substantially amid the impact of the pandemic. - FY2021-Q2RestatedAnnual report
「Against this backdrop, our group is pursuing initiatives based on the concept of transforming into a “co-creation-oriented multi-developer” under the “Medium-Term Management Plan (FY2018–FY2020),” but the cumulative second quarter of the fiscal year saw substantial declines in revenue and profit, partly because stores were temporarily closed and operating hours shortened under the state of emergency.」
While the company continues to implement the plan centered on transformation into a co-creation-oriented multi-developer, it reported substantially lower revenue and profit amid the impact of the COVID-19 pandemic. - FY2021-Q1RestatedAnnual report
「Against this backdrop, our group is pursuing initiatives based on the concept of transforming into a “co-creation-oriented multi-developer” under the “Medium-Term Management Plan (FY2018–FY2020),” but the cumulative first quarter of the fiscal year saw substantial declines in revenue and profit amid difficult economic conditions caused by the COVID-19 pandemic.」
The company continues to implement measures under the medium-term management plan centered on transformation into a co-creation-oriented multi-developer, but reported substantially lower revenue and profit due to the impact of the COVID-19 pandemic. - FY2020AdvancedAnnual report
「Our group will do its utmost to provide an environment where customers can shop safely and with peace of mind and to create a workplace where employees can work safely, while flexibly adapting and executing measures under the basic policies of the Medium-Term Management Plan (FY2018–FY2020), which enters its final year, in response to changes in customer trends.」
The medium-term management plan centered on “transformation into a co-creation-oriented multi-developer” entered its final year, and the company moved to the stage of executing the plan while responding flexibly to changes in customer trends. - FY2020-Q3RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan (FY2018–FY2020),” our group steadily implemented initiatives centered on the management concept of “Transforming into a co-creation-oriented multi-developer,” making every effort across its businesses to improve profitability.」
The implementation of the medium-term management plan under the management concept of “reform toward a co-creation-oriented multi-developer” continues to be noted. - FY2020-Q2RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan (FY2018–FY2020),” our group steadily implemented initiatives centered on the management concept of “Transforming into a co-creation-oriented multi-developer,” making every effort across its businesses to improve profitability.」
The implementation of the medium-term management plan under the management concept of “reform toward a co-creation-oriented multi-developer” continues to be noted. - FY2020-Q1RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan FY2018–FY2020,” our group steadily implemented initiatives centered on the management concept of “Transforming into a co-creation-oriented multi-developer,” making every effort across its businesses to improve profitability.」
The company continues to implement the medium-term management plan under the management concept of “reform toward a co-creation-oriented multi-developer.” - FY2019RestatedAnnual report
「Based on the Medium-Term Management Plan (FY2018–FY2020), formulated in April last year under the management concept of “transformation into a co-creation-oriented multi-developer,” we made every effort to improve profitability across all businesses, with the development of a new department-store business model and the monetization of businesses outside the department-store business as key priorities.」
The company continues to implement the medium-term management plan, whose management concept is transformation into a co-creation-oriented multi-developer. - FY2019-Q3ReframedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan (FY2018–FY2020)” formulated in April of last year, our group made every effort to improve profitability, advancing various initiatives to create a “community co-creation department store” that grows together with the community to realize a new department store business model, as well as to build business models in new business fields.」
The overarching concept of transformation into a “co-creation-oriented multi-developer” is expressed concretely as the creation of co-creation-oriented regional department stores and the development of business models in new business fields. - FY2019-Q2RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan (FY2018–FY2020)” formulated in April of this year, our group made every effort across its businesses to improve profitability, including by advancing various initiatives to build a new department store business model, establish a business model for future growth and maximize the appeal of the Abeno–Tennoji area.」
Based on the medium-term management plan, which includes transformation into a “co-creation-oriented multi-developer,” the company continues to pursue the creation of a new department-store business model and business models for future growth. - FY2019-Q1RestatedAnnual report
「Based on the “Medium-Term Management Plan (FY2018–FY2020)” formulated in April of this year, we made every effort across our businesses to improve profitability, including by advancing various initiatives to build a new department store business model, establish a business model for future growth and maximize the appeal of the Abeno–Tennoji area.」
Based on the medium-term management plan, the company continues to pursue the creation of a new business model beyond the framework of department stores. - FY2018First statedAnnual report
「Management concept Transformation into a “co-creation-oriented multi-developer” —Expanding into new business fields beyond department stores—」
The 2018–2020 medium-term management plan was the first to explicitly state a management concept of expanding into new business fields beyond the framework of department stores.