Business Evolution Through "Go Beyond Television"
First written in FY2020. 3 of 9 entries say "Reframed", first in FY2021-Q2. Latest entry: FY2025.
No other company in this theme has enough history to compare yet.
- FY2025ReframedAnnual report
「Slogan of the Medium-Term Management Plan 2025–2027: “Nippon TV, Open Up! Gear up, go global — Becoming a global content producer from Japan”」
The framework was revised from the previous plan, which was based on “Go Beyond Television, Go Beyond Borders,” toward transforming the company into a global content producer under the slogan “Nippon TV, Open Up! Gear up, go global.” - FY2024AdvancedAnnual report
「In October 2023, the company acquired additional shares in Studio Ghibli, Inc. and made it a subsidiary.」
In line with the growth strategy of “Go Beyond Television, Go Beyond Borders,” the company made Studio Ghibli a subsidiary, launched global distribution via Netflix and invested in XR and esports, among other initiatives. - FY2023-Q1RestatedAnnual report
「During the three months ended [the first quarter of] the current consolidated fiscal year, there were no material changes to the management policies, management strategies or other matters established by the Group.」
The Company states that there have been no significant changes to its management policies, management strategy or other related matters. - FY2022ReframedAnnual report
「The slogan of the new medium-term management plan: “Go Beyond Television, Go Beyond Borders.”」
The slogan has been revised from “Go Beyond Television” to “Go Beyond Television, Go Beyond Borders,” which encompasses all boundaries, including those of media, national borders and fixed ideas, as the company transitions to a new medium-term plan. - FY2022-Q3AdvancedAnnual report
「In addition, we compiled specific plans for the “reorganisation and integration of group companies” included in the “New Growth Strategy (formulated in November 2020)” and announced them on 3 February 2022 as “Reorganisation and Integration of the Nippon Television Group.” The objective of this group reorganisation and integration is to improve the management efficiency of each group company and raise the overall strength of the group.」
In connection with the third pillar of the new growth strategy, we finalized specific plans for the reorganization and integration of group companies and announced them on 3 February 2022. - FY2021RestatedAnnual report
「While developing our core broadcasting business, we will pursue the following reforms with the aim of achieving a non-broadcasting revenue ratio of more than 50% by the mid-2020s and fundamentally strengthening the earnings power of the group as a whole: I. Dramatic expansion of digital businesses; II. Strategic investment in content and a review of the earnings structure; III. Strengthening group businesses.」
Even after withdrawing the quantitative targets under “Go Beyond Television,” the company has maintained the three pillars of the new growth strategy and the target of a non-broadcasting revenue ratio of more than 50%. - FY2021-Q3RestatedAnnual report
「To overcome the impact of the COVID-19 pandemic on performance and reach new heights as a leading company after the pandemic subsides, we will pursue reforms based on three pillars: ① dramatic expansion of the digital domain, ② strategic investment in content and a review of the earnings structure, and ③ strengthening group businesses. Through these initiatives, we aim to develop our core broadcasting business, achieve a non-broadcasting revenue ratio of more than 50% by the mid-2020s, and fundamentally strengthen the earnings power of the group as a whole.」
As the new growth strategy formulated in November 2020, this reiterates the three pillars of digital expansion, content investment and a review of the earnings structure, and strengthening group businesses, together with the target of a non-broadcasting revenue ratio of more than 50%. - FY2021-Q2ReframedAnnual report
「In light of economic changes exceeding our assumptions and the circumstances facing our group, we determined that achieving the quantitative targets in the medium-term management plan through fiscal 2021 had become difficult. We therefore withdrew them temporarily in July 2020 and have now formulated a new growth strategy. To overcome the impact of the COVID-19 pandemic on performance and reach new heights as a leading company after the pandemic subsides, we will pursue reforms based on three pillars: ① dramatic expansion of the digital domain, ② strategic investment in content and a review of the earnings structure, and ③ strengthening group businesses.」
The medium-term management plan centred on “Go Beyond Television” has been revised by withdrawing its quantitative targets and restructuring it around responses to COVID-19 and a new growth strategy based on three pillars. - FY2020First statedAnnual report
「This medium-term management plan adopts “Go Beyond Television” as its theme and sets the following targets.」
“Go Beyond Television” is identified as a new expression and a core theme of Nippon TV eVOLUTION.