Growth of the Domestic Business through the 3M Strategy
First written in FY2016. 11 of 27 entries say "Restated". Latest entry: 2026-08-07.
No other company in this theme has enough history to compare yet.
- FY2026ReframedAnnual report
「In May this year, we announced our medium-term management strategy for fiscal 2026–2028, Power-to-Connect 2028.」
The medium-term strategy was updated from the former New Satellite Growth Strategy to Power-to-Connect 2028 for fiscal 2026–2028, reflecting the transition toward an AI-first society. - FY2026-H1RestatedAnnual report
「Under the updated business strategy, we will continue to fulfill an important role in society and deliver experiences that exceed customer expectations, with the mission of connecting lives, livelihoods and hearts, in pursuit of the KDDI VISION 2030 announced in May 2022: “Evolving the power to connect to create a society where everyone can realize their aspirations.” We will continue to pursue sustainable growth for society and enhance corporate value.」
Following the update to the Satellite Growth Strategy, we continue to pursue the implementation of data-driven initiatives and generative AI on a telecommunications foundation and their expansion into Orbit1 and Orbit2. - FY2024ReframedAnnual report
「To respond to rapid changes in the environment surrounding society as a whole, including advances in digital social infrastructure driven by data and generative AI, we extended the medium-term management strategy period by one year, through fiscal 2022–2025, and updated our business strategy as the New Satellite Growth Strategy.」
We updated the former Satellite Growth Strategy to the New Satellite Growth Strategy, incorporating data and generative AI, and extended the medium-term management strategy period through fiscal 2022–2025. - FY2024-Q2RestatedAnnual report
「Under the Satellite Growth Strategy, we are steadily building 5G coverage along everyday travel routes, including railways and commercial districts, and improving the user experience, while advancing the evolution of our telecommunications business and expanding priority areas centered on telecommunications.」
We have reiterated the Satellite Growth Strategy, which enhances 5G coverage and the user experience while expanding priority areas centered on telecommunications. - FY2024-Q1RestatedAnnual report
「Under the Satellite Growth Strategy, we are steadily building 5G coverage along everyday travel routes, including railways and commercial districts, and improving the user experience, while advancing the evolution of our telecommunications business and expanding priority areas centered on telecommunications.」
We continue to enhance 5G coverage and the user experience on a telecommunications foundation while expanding priority areas including finance, energy, LX and regional co-creation. - FY2023RestatedAnnual report
「In Japan, centered on 5G telecommunications services offered through the au, UQ mobile and povo multi-brand portfolio, we aim to create new added value and experiences by integrating and expanding services in areas including finance, energy and LX.」
We continue to pursue a domestic business strategy centered on 5G telecommunications, integrating and expanding finance, energy and LX services. - FY2023-Q1RestatedAnnual report
「Through the au, UQ mobile and povo multi-brand portfolio, we will provide a range of services tailored to increasingly diverse customer needs and further enhance customer engagement through integration with Ponta points.」
We continue to pursue greater customer engagement centered on the au, UQ mobile and povo multi-brand portfolio, together with integration with Ponta points. - FY2022-Q3AdvancedAnnual report
「For online-only povo, we offer povo2.0, an all-toppings service combining a ¥0 base charge with the freedom to choose from 11 types of add-ons, including unlimited calling and data allowances. Through the multi-brand strategy, we are working to enable each customer to use the service in line with their own lifestyle.」
Under the multi-brand strategy, the number of povo2.0 add-ons increased from the 10 disclosed previously to 11. - FY2022-Q2AdvancedAnnual report
「For online-only povo, we began offering povo2.0 in September this year, an all-toppings service combining a ¥0 base charge with the freedom to choose from 10 types of add-ons, including unlimited calling and data allowances. We are working to enable each customer to use the service in line with their own lifestyle.」
Under the multi-brand strategy, povo was developed into povo2.0, combining a ¥0 base charge with 10 types of add-ons, and the service was launched in September 2021. - FY2021AdvancedAnnual report
「In addition to au and the simple, affordable UQ mobile brand, we launched the new povo pricing brand in March this year and will continue to provide agile services through our multi-brand strategy, tailored to market conditions and customer needs.」
With the launch of povo in addition to au and UQ mobile, the three-brand multi-brand strategy entered the implementation phase. - FY2021-Q3ReframedAnnual report
「In addition to au, which offers generous data allowances and peace of mind through unlimited use, and UQ mobile, which offers simple, affordable plans with small to medium data allowances, we will use the multi-brand portfolio, including povo, the new online-only pricing brand announced in January this year, to respond closely to the diverse needs and lifestyles of our customers.」
The existing au and UQ mobile multi-brand strategy was reorganized into a three-brand structure by adding the online-only povo brand, tailored to customer needs. - FY2021-Q2ReframedAnnual report
「In addition to au, we will accelerate the provision of agile services tailored to market conditions and customer needs through our multi-brand strategy, including the simple, affordable UQ mobile brand.」
The domestic growth strategy explicitly incorporates a multi-brand strategy that differentiates between au and UQ mobile. - FY2021-Q1RestatedAnnual report
「In Japan, centered on our conventional telecommunications services, primarily smartphones and mobile phones under the au brand and FTTH/CATV services, we aim to create new experiences by expanding and integrating life design services such as commerce, finance, energy, entertainment and education.」
We continue to pursue a business strategy of integrating and expanding life design services on a telecommunications foundation. - FY2020-Q3RestatedAnnual report
「By expanding growth businesses centered on telecommunications services, we will further advance the fusion of telecommunications and life design, the core of our business strategy, and create new value in the 5G/IoT era both in Japan and globally.」
We continue to pursue a medium-term strategy of expanding life design services and growth businesses on a telecommunications foundation, thereby creating value in the 5G/IoT era. - FY2020-Q1RestatedAnnual report
「By expanding growth businesses centered on telecommunications services, we will further advance the fusion of telecommunications and life design, the core of our business strategy, and create new value in the 5G/IoT era both in Japan and globally.」
We continue to make the fusion of telecommunications and life design the core of our business strategy, linking value creation in the 5G and IoT era with the expansion of growth businesses in Japan and overseas. - FY2019ReframedAnnual report
「We will achieve sustainable growth centered on the fusion of telecommunications and life design, expanding peripheral businesses around telecommunications.」
Under the medium-term management plan for fiscal 2019–2021, the business strategy was reorganized from one centered on conventional domestic telecommunications growth to one centered on the fusion of telecommunications and life design. - FY2018RestatedAnnual report
「In addition to the sustainable growth of our domestic telecommunications business, we aim to maximize the au economic sphere and proactively expand our global business as new growth drivers.」
Rather than using the former designation of the 3M Strategy, we continue to pursue our medium-term strategy across three areas: domestic telecommunications, the au economic sphere and global business. - FY2017ReframedAnnual report
「In addition to the sustainable growth of our domestic telecommunications business, we aim to maximize the au economic sphere and proactively expand our global business as new growth drivers.」
In this filing, the former designation of the 3M Strategy is no longer prominent, and the strategy has been reorganized around three business pillars: sustainable growth in domestic telecommunications, the au economic sphere and global business. - FY2016First statedAnnual report
「In response to these changes in the business environment, we are pursuing the 3M Strategy and Global Strategy to further strengthen our competitiveness and achieve business growth over the medium to long term.」
The 3M Strategy combines multi-network, multi-device and multi-use services, positioning them as the means of driving growth in domestic telecommunications.