Okinawa 3M Strategy (Making Every Member of a Household an au Customer = Chura Life)
First written in FY2016. 14 of 31 entries say "Restated". Latest entry: 2026-07-30.
No other company in this theme has enough history to compare yet.
- 2026-07-30AdvancedFinancial Results Presentation
「Strengthen device sales and LTV* bundles, triggered by handset upgrades」
Added specific measures focused on customer lifetime value through handset-upgrade initiatives for long-term users and collaborations with popular stores in Okinawa Prefecture. - FY2026ReframedAnnual report
「We have entered a phase aimed at achieving further growth. By pursuing initiatives focused on LTV (Life Time Value: customer lifetime value) and embodying the new brand statement “All for Family.”, we will improve CX (customer experience) and build a robust management base.」
In addition to the previous framework of comprehensive telecommunications and non-telecommunications capabilities and Cellular 6X, the focus has been reorganized around building a management base centered on customer lifetime value, the brand statement and customer experience. - 2026-05-08First statedFinancial Results Presentation
「Structural transformation focused on LTV」
For the first time, explicitly positioned a focus on customer lifetime value, value delivery, promotion of long-term use, and bundling centered on device packages as structural transformation. - FY2026-H1RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the current interim consolidated accounting period.」
The company explicitly stated that there had been no material changes to its management policies, management strategies or other matters, indicating the continuation of its existing strategy. - FY2025ReframedAnnual report
「Under the medium-term management plan, toward the vision “Enriching the future of this island through new value. All-out commitment to the local community! Okinawa Cellular,” we will promote Cellular 6X (síks) management, pursuing stable growth in core businesses while dramatically expanding growth areas.」
The framework has been reorganized from the previous description of the Okinawa 3M Strategy and comprehensive telecommunications capabilities to one aiming for stable growth in core businesses and significant expansion in growth areas under the vision of the new medium-term management plan. - FY2024AdvancedAnnual report
「Regarding the medium-term management plan's target of achieving a 5G population coverage rate of at least 95% in fiscal 2024, we achieved the target ahead of schedule and the current population coverage rate is slightly above 96%. We will continue building 5G areas to further improve coverage. Under the multi-brand strategy involving the 3 brands au, UQ and povo, we will also steadily expand subscriptions and maximize revenue by meeting the needs of a broad range of customers and increasing engagement.」
The medium-term management plan's target of 5G population coverage of at least 95% was achieved ahead of schedule, reaching slightly above 96%. The company continues to expand subscriptions and maximize revenue through its 3-brand multi-brand strategy. - FY2024-Q3AdvancedAnnual report
「In the mobile services segment for the cumulative third quarter, total subscriptions increased by 15,800, or 2.4%, from the end of the previous cumulative third quarter to 652,800, as a result of customer-focused services, including the promotion of a multi-brand strategy and improvements in network quality.」
An increase in total mobile subscriptions was reported as the company advanced its multi-brand strategy and improved network quality. The table in the body of the text lists total subscriptions for the cumulative third quarter at 672,800, which differs from the 652,800 stated in the text. - FY2024-Q1RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the cumulative first quarter of the current consolidated fiscal year.」
The company explicitly stated that there had been no material changes to its management policies, management strategies or other matters, indicating the continuation of its existing medium-term management plan and business strategy. - FY2023ReframedAnnual report
「The medium-term management plan is built around sustainability management aimed at achieving sustainable growth and enhancing corporate value. By promoting ambidextrous management centered on telecommunications, we will deepen existing businesses and expand growth areas through 5G while strengthening the management base that supports them.」
The framework has been reorganized from a description of comprehensive capabilities combining telecommunications and non-telecommunications businesses into a medium-term management plan centered on sustainability management and combining ambidextrous management focused on telecommunications with 5G, growth areas and a stronger management base. - FY2023-Q3RestatedAnnual report
「In the mobile services segment for the cumulative third quarter, total subscriptions increased by 14,900, or 2.3%, from the end of the previous cumulative third quarter to 657,000, as a result of customer-focused services, including the promotion of a multi-brand strategy and improvements in network quality.」
The existing business strategy combining a multi-brand strategy with improvements in network quality continues to be described. - FY2022RestatedAnnual report
「In this market environment, our Company will meet customer needs through its comprehensive capabilities, based on a mobile business with approximately 50% market share and an FTTH business with 30% market share in Okinawa Prefecture, combined with non-telecommunications businesses such as au Denki, which we provide in cooperation with local company The Okinawa Electric Power Company,Incorporated. We will also actively pursue new growth areas, including the office building and data center completed in November 2021, to expand revenue.」
The company continues to pursue comprehensive capabilities combining non-telecommunications businesses such as au Denki with mobile and FTTH services as a foundation, as well as initiatives in new growth areas. The office building and data center are described as having been completed. - FY2022-Q3RestatedAnnual report
「In the mobile services segment for the cumulative third quarter, total subscriptions increased by 9,100, or 1.2%, from the end of the previous cumulative third quarter to 746,900, as a result of customer-focused services, including the promotion of a multi-brand strategy and improvements in network quality.」
The existing strategy of combining a multi-brand strategy with improvements in network quality continues to be described. - FY2022-Q1ReframedAnnual report
「In the mobile services segment for the cumulative first quarter, total subscriptions increased by 8,800, or 1.2%, from the end of the previous cumulative first quarter to 741,700, as a result of customer-focused services, including the promotion of a multi-brand strategy and improvements in network quality.」
In addition to the previous descriptions of the Okinawa 3M Strategy and comprehensive telecommunications services, the company has begun explicitly describing the mobile business's basic initiative as a multi-brand strategy. - FY2021RestatedAnnual report
「In this market environment, our Company will meet customer needs through its comprehensive capabilities, based on a mobile business with approximately 50% market share and an FTTH business with 30% market share in Okinawa Prefecture, combined with non-telecommunications businesses such as au Denki, which we provide in cooperation with The Okinawa Electric Power Company,Incorporated.」
The strategy of combining non-telecommunications businesses such as au Denki with regional mobile and FTTH market shares as a foundation continues. - FY2021-Q3RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the cumulative third quarter of the current consolidated fiscal year.」
The company explicitly stated that there had been no material changes to its management policies, management strategies or other matters, indicating the continuation of its strategy of combining existing telecommunications and non-telecommunications services. - FY2021-Q1RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the cumulative first quarter of the current consolidated fiscal year.」
The company explicitly stated that there had been no material changes to its management policies, management strategies or other matters, indicating the continuation of its strategy of combining existing telecommunications and non-telecommunications services. - FY2020ReframedAnnual report
「Against this backdrop, our Group will meet customer needs through its comprehensive capabilities, based on a mobile business with approximately 50% market share and an FTTH business with approximately 30% market share in Okinawa Prefecture, combined with non-telecommunications businesses such as au Denki, which we provide in cooperation with local company The Okinawa Electric Power Company,Incorporated.」
The description of the strategy has expanded from the previous Okinawa 3M Strategy and comprehensive telecommunications services to comprehensive capabilities combining non-telecommunications businesses such as au Denki with regional shares in mobile and FTTH services as a foundation. - FY2020-Q3RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the cumulative third quarter of the current consolidated fiscal year.」
The company explicitly stated that there had been no material changes to its management policies, management strategies or other matters, indicating the continuation of its existing strategy. - FY2020-Q2RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the cumulative second quarter of the current consolidated fiscal year.」
The company explicitly stated that there had been no material changes to its management policies, management strategies or other matters, indicating the continuation of its existing strategy. - FY2020-Q1RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the cumulative first quarter of the current consolidated fiscal year.」
The company explicitly stated that there had been no material changes to its management policies, management strategies or other matters, indicating the continuation of its existing strategy. - FY2019ReframedAnnual report
「Against this backdrop, our Group will leverage its comprehensive capabilities as the only telecommunications operator in the prefecture able to provide telecommunications services on a one-stop basis. We will provide various services, including au mobile phone, UQmobile and au Hikari Chura, tailored to customer needs, while using touchpoints such as au shops to expand our customer base. We will also actively invest in new growth areas, including data centers, office buildings and submarine cables, to expand revenue.」
The description has expanded beyond the provision of comprehensive telecommunications services and customer-base expansion to positioning data centers, office buildings and submarine cables as new growth areas. - FY2019-Q3RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the cumulative third quarter of the current consolidated fiscal year.」
The company explicitly stated that there had been no material changes to its management policies, management strategies or other matters, indicating the continuation of its existing strategy. - FY2019-Q2RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the cumulative second quarter of the current consolidated fiscal year.」
The company explicitly stated that there had been no material changes to its management policies, management strategies or other matters, indicating the continuation of its existing business strategy. - FY2019-Q1RestatedAnnual report
「Operating revenue for the cumulative first quarter increased by ¥761 million, or 4.9%, year on year to ¥16,217 million, as communications revenue rose due to higher device sales revenue and expansion of the customer bases of the mobile and FTTH services.」
Although the name Okinawa 3M Strategy was not explicitly used, the company continued to describe business development through expansion of the mobile and FTTH customer bases. - FY2018-Q3AdvancedAnnual report
「Operating revenue for the cumulative third quarter increased by ¥1,788 million, or 3.8%, year on year to ¥48,463 million, as communications revenue rose following the expansion of the customer bases of the mobile phone and au Hikari Chura services.」
Operating revenue, including communications revenue, increased to ¥48,463 million as the customer bases of the mobile phone and au Hikari Chura services expanded. - FY2018-Q2AdvancedAnnual report
「Operating revenue for the cumulative second quarter increased by ¥541 million, or 1.8%, year on year to ¥31,048 million, as communications revenue rose following the expansion of the customer bases of the mobile phone and au Hikari Chura services.」
Communications revenue increased as the customer bases of the mobile phone and au Hikari Chura services expanded, providing quantitative evidence of continued customer-base expansion related to the Okinawa 3M Strategy. - FY2017ReframedAnnual report
「Against this backdrop, as the only comprehensive telecommunications operator in the prefecture, our Group will seek to expand its customer base by providing au mobile phone services, UQmobile services and au Hikari Chura services tailored to customer needs. We will also build a circular economic-zone model centered on au WALLET by leveraging our strong customer base and touchpoints such as au shops.」
The framework for describing the strategy has expanded from the previous expression, the Okinawa 3M Strategy, to providing 3 services as the only comprehensive telecommunications operator in the prefecture, including UQmobile, and building an economic-zone model centered on au WALLET. - FY2017-Q3AdvancedAnnual report
「Operating revenue for the cumulative third quarter increased by ¥228 million, or 0.5%, year on year to ¥46,674 million, as communications revenue rose following the steady progress of the Okinawa 3M Strategy and expansion of the au mobile phone and au Hikari Chura customer bases.」
Progress under the Okinawa 3M Strategy expanded the mobile and fixed-line customer bases and communications revenue through the cumulative third quarter. - FY2017-Q2AdvancedAnnual report
「Operating revenue for the cumulative second quarter increased by ¥484 million, or 1.6%, year on year to ¥30,506 million, as communications revenue rose following the steady progress of the Okinawa 3M Strategy and expansion of the au mobile phone and au Hikari Chura customer bases.」
The company explained that progress under the Okinawa 3M Strategy and expansion of the mobile and fixed-line customer bases led to higher communications revenue in the first half. - FY2017-Q1AdvancedAnnual report
「Operating revenue for the cumulative first quarter increased by ¥151 million, or 1.0%, year on year to ¥15,122 million, as communications revenue rose following the expansion of the au mobile phone and au Hikari Chura customer bases through steady progress under the Okinawa 3M Strategy.」
The company explained that progress under the Okinawa 3M Strategy led to higher quarterly communications revenue and an expanded customer base, with the progress supported by quantitative data. - FY2016First statedAnnual report
「Against this backdrop, based on au Smart Value, we will continue expanding the customer bases of au mobile phone services and au Hikari Chura services. We will promote the Okinawa 3M Strategy (Making Every Household an au Household = Chura Life), which provides a fast, comfortable communications environment anytime by offering a wide range of content, including au Smart Pass and au WALLET, across all devices, including smartphones and tablets (multi-device and multi-use), while organically connecting the LTE and FTTH networks operated by our Group with networks such as WiMAX 2+ operated by the KDDI Group (multi-network). Through these initiatives, we will work to improve customer satisfaction.」
First introduced as an initiative combining multi-device, multi-use and multi-network services to expand au usage on a household basis in Okinawa Prefecture.