¥100 billion in revenue for the fiscal year ending August 2025 under the Medium-Term Management Vision "VG1000"
First written in FY2020-Q3. 15 of 22 entries say "Restated". Latest entry: 2026-10-09.
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- FY2025AdvancedAnnual report
「Under the three-year medium-term management plan, “To the Next Stage: For 2030 Revival Vision,” which ends in the fiscal year ending August 2027, we are pursuing business expansion based on a policy of advancing structural reforms to improve profitability while selectively investing in priority areas, including retail expansion and overseas sourcing expansion.」
The new medium-term management plan presented in FY2025-H1 was detailed in the annual report, including its basic policy, 6 basic strategies, and KPIs for 2027 and 2030. - FY2025-H1ReframedAnnual report
「Under the three-year medium-term management plan "To the Next Stage: For 2030 Revival Vision," whose final year is the fiscal year ending August 2027, our basic policy is to pursue structural reforms to improve profitability and selectively make investments that contribute to the expansion of retail operations and overseas purchasing, which have been identified as priority areas, while working to expand the business.」
The medium-term plan was reorganized from the previous VG1000 ver2.0 into a new three-year plan whose final year is the fiscal year ending August 2027. Structural reforms to improve profitability and selective investment in retail expansion and overseas purchasing expansion were presented as the basic policies. - FY2024-Q2RestatedAnnual report
「Under the VG1000 ver2.0 medium-term management plan, whose final year is the fiscal year ending August 2025, we will advance the business based on a strategy of globally expanding the existing CtoBtoB model, strengthening retail operations including overseas operations, and transitioning to a recurring-revenue business by strengthening relationships with customers and partners. The period covered by the current medium-term management plan is positioned as an investment period for implementing and enhancing all functions required for a major expansion from the fiscal year ending August 2026 onward, while also achieving earnings growth alongside these investments.」
The period covered by VG1000 ver2.0, the policies of global expansion, retail strengthening, and transition to recurring revenue, and the policy of achieving both investment and earnings growth remain in place. - FY2024-Q1RestatedAnnual report
「Under the VG1000 ver2.0 medium-term management plan, whose final year is the fiscal year ending August 2025, we will advance the business based on a strategy of globally expanding the existing CtoBtoB model, strengthening retail operations including overseas operations, and transitioning to a recurring-revenue business by strengthening relationships with customers and partners. The period covered by the current medium-term management plan is positioned as an investment period for implementing and enhancing all functions required for a major expansion from the fiscal year ending August 2026 onward, while also achieving earnings growth alongside these investments.」
Under VG1000 ver2.0, the plan to globally expand the CtoBtoB model, strengthen retail operations, transition to a recurring-revenue business, and achieve both investment and earnings growth remains in place. - FY2023RestatedAnnual report
「Under the VG1000 ver2.0 medium-term management plan, we have established the following key management targets and primary KPIs.」
Under VG1000 ver2.0, the medium-term plan, including revenue of ¥100 billion, and KPIs for operating profit growth, ROE, store count, number of overseas partners, and overseas revenue ratio were defined. - FY2023-Q3RestatedAnnual report
「In October 2020, we formulated and announced the VG1000 medium-term management plan, whose final year is the fiscal year ending August 2025. At the end of the fiscal year ending August 2022, the plan's second year, we reviewed it and newly announced it as "VG1000 ver2.0" in October 2022. We will advance the business based on a strategy of globally expanding the existing CtoBtoB model, strengthening retail operations including overseas operations, and transitioning to a recurring-revenue business by strengthening relationships with customers and partners. The period covered by the current medium-term management plan is positioned as an investment period for implementing and enhancing all functions required for a major expansion from the fiscal year ending August 2026 onward, while also achieving earnings growth alongside these investments.」
Under VG1000 ver2.0, the plan to globally expand the CtoBtoB model, strengthen retail operations, and transition to recurring revenue by strengthening customer and partner relationships remains in place. - FY2023-Q2RestatedAnnual report
「In October 2020, we formulated and announced the VG1000 medium-term management plan, whose final year is the fiscal year ending August 2025. At the end of the fiscal year ending August 2022, the plan's second year, we reviewed it and newly announced it as "VG1000 ver2.0" in October 2022. We will advance the business based on a strategy of globally expanding the existing CtoBtoB model, strengthening retail operations including overseas operations, and transitioning to a recurring-revenue business by strengthening relationships with customers and partners. The period covered by the current medium-term management plan is positioned as an investment period for implementing and enhancing all functions required for a major expansion from the fiscal year ending August 2026 onward, while also achieving earnings growth alongside these investments.」
Under VG1000 ver2.0, the policy of positioning the period as an investment phase for globally expanding the CtoBtoB model, strengthening retail operations, and transitioning to recurring revenue remains in place. - FY2023-Q1RestatedAnnual report
「In October 2020, we formulated and announced the VG1000 medium-term management plan, whose final year is the fiscal year ending August 2025. At the end of the fiscal year ending August 2022, the plan's second year, we reviewed it and newly announced it as "VG1000 ver2.0" in October 2022. We will advance the business based on a strategy of globally expanding the existing CtoBtoB model, strengthening retail operations including overseas operations, and transitioning to a recurring-revenue business by strengthening relationships with customers and partners.」
Under VG1000 ver2.0, the policy of globally expanding the CtoBtoB model, strengthening retail operations, and transitioning to recurring revenue through stronger customer and partner relationships remains in place. - FY2022ReframedAnnual report
「The Group had announced the VG1000 medium-term management plan, whose final year is the fiscal year ending August 2025, in October 2020. At the end of the fiscal year ending August 2022, the second year of the plan, it revised the plan as "VG1000 ver2.0" in light of the newly established purpose and long-term targets.」
VG1000 was revised as "VG1000 ver2.0" in light of delays in the earnings plan resulting from the prolonged COVID-19 pandemic and upfront investments. At the same time, the ¥100 billion revenue target for the fiscal year ending August 2025 remains in place. - FY2022-Q3RestatedAnnual report
「The Group is currently advancing initiatives to achieve the VG1000 medium-term management plan, whose final year is the fiscal year ending August 2025. We aim to achieve sustainable growth by becoming a luxury-goods-focused "Global Reuse Platformer" that provides one-stop support, from purchasing to sales, for partners worldwide (reuse businesses trading with the Group at auctions; the same applies below), while transitioning to a recurring-revenue business.」
VG1000, whose final year is the fiscal year ending August 2025, the Global Reuse Platformer concept, and the policy of transitioning to a recurring-revenue business remain in place. - FY2022-Q2RestatedAnnual report
「The Group is currently advancing initiatives to achieve the VG1000 medium-term management plan, whose final year is the fiscal year ending August 2025. We aim to achieve sustainable growth by becoming a luxury-goods-focused "Global Reuse Platformer" that provides one-stop support, from purchasing to sales, for partners worldwide (reuse businesses trading with the Group at auctions; the same applies below), while transitioning to a recurring-revenue business.」
VG1000, whose final year is the fiscal year ending August 2025, the Global Reuse Platformer concept, and the policy of transitioning to a recurring-revenue business remain in place. - FY2022-Q1RestatedAnnual report
「The Group is currently advancing initiatives to achieve the VG1000 medium-term management plan, whose final year is the fiscal year ending August 2025. We aim to achieve sustainable growth by becoming a luxury-goods-focused "Global Reuse Platformer" that provides one-stop support, from purchasing to sales, for partners worldwide (reuse businesses trading with the Group at auctions; the same applies below), while transitioning to a recurring-revenue business.」
VG1000, whose final year is the fiscal year ending August 2025, the Global Reuse Platformer concept, and the policy of transitioning to a recurring-revenue business remain in place. - FY2021RestatedAnnual report
「At the same time, we aim to maximize business opportunities by expanding the categories we handle, including real estate brokerage, and target revenue of ¥100 billion.」
VG1000, whose final year is the fiscal year ending August 2025, and the policies of targeting revenue of ¥100 billion, expanding the categories handled, and becoming a platform remain in place. - FY2021-Q3RestatedAnnual report
「The Group is currently advancing initiatives to achieve the VG1000 medium-term management plan, whose final year is the fiscal year ending August 2025. We aim to achieve sustainable growth by becoming a luxury-goods-focused "Global Reuse Platformer" that provides one-stop support, from purchasing to sales, for partners worldwide (reuse businesses trading with the Group at auctions; the same applies below), while transitioning to a recurring-revenue business.」
VG1000, whose final year is the fiscal year ending August 2025, the Global Reuse Platformer concept, and the policy of transitioning to a recurring-revenue business remain in place. - FY2021-Q2RestatedAnnual report
「The Group is currently advancing initiatives to achieve the VG1000 medium-term management plan, whose final year is the fiscal year ending August 2025. We aim to achieve sustainable growth by becoming a luxury-goods-focused "Global Reuse Platformer" that provides one-stop support, from purchasing to sales, for partners worldwide (reuse businesses trading at auctions; the same applies below), while transitioning to a recurring-revenue business.」
VG1000, whose final year is the fiscal year ending August 2025, the Global Reuse Platformer concept, and the policy of transitioning to a recurring-revenue business remain in place. - FY2021-Q1RestatedAnnual report
「The Group formulated and announced the VG1000 medium-term management plan, whose final year is the fiscal year ending August 2025, on 15 October 2020.」
VG1000, whose final year is the fiscal year ending August 2025, continues to be positioned as the medium-term management plan. - FY2020RestatedAnnual report
「At the same time, we aim to maximize business opportunities by expanding the categories we handle, including real estate brokerage, and target revenue of ¥100 billion.」
The ¥100 billion revenue target for the fiscal year ending August 2025 under the VG1000 medium-term management plan, and the policy of achieving it by expanding the categories handled, remain in place. - FY2020-Q3First statedAnnual report
「We have set a target of achieving Group revenue of ¥100 billion for the fiscal year ending August 2025 and will advance the following initiatives.」
The new numerical target of ¥100 billion in Group revenue for the fiscal year ending August 2025 was presented for the first time as part of the medium-term management vision "VG1000" for the Group's second founding phase.