Strengthening Corporate Structure and Competitiveness through Large-Scale Business Restructuring
First written in FY2016. 8 of 19 entries say "Advanced", first in FY2017-Q3. Latest entry: FY2026.
1 other company's latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「For sustainable growth going forward, we recognise the further expansion of the top line, or revenue, and stronger business collaboration across the group as key priorities. To this end, we established the Group Strategy Promotion Office in April 2025 and put in place a structure for developing an overarching, comprehensive group strategy and making rapid decisions. At the same time, we consolidated the sales organisation, changing it from a product-specialised model to a cross-selling-oriented model, and are strengthening proposal activities by leveraging the group's collective strength.」
The establishment of the Group Strategy Promotion Office and the consolidation of the sales organisation from a product-specialised model into a cross-selling-oriented model have advanced the previous business restructuring and cross-selling initiatives into a company-wide sales structure. - 2026-05-29First statedGeneral Meetings of Shareholders
「そのため、2025年4月に「グループ戦略推進室」を新設し、俯瞰的・包括的なグループ戦略の策定や迅速な意思決定を行う体制を整えました。あわせて、営業組織を従来の製品特化型から「クロスセル志向型」へ一本化し、グループの総合力を活かした提案活動を強化しております。」
グループ横断の戦略策定・意思決定と、製品別営業からクロスセル志向型営業への一本化が、今回初めてこの開示群で具体的に示された。 - FY2021AdvancedAnnual report
「Effective 1 April 2021, our consolidated subsidiary 株式会社クリエイトラボ absorbed our consolidated subsidiary 株式会社アイティアイ in an absorption-type merger. On the same date, the surviving company, 株式会社クリエイトラボ, changed its corporate name to 株式会社ブライエ.」
As a new group restructuring initiative, the absorption merger of the subsidiaries responsible for support services and the change of corporate name were carried out on 1 April 2021. The objectives are greater operating efficiency, consolidation of personnel and management resources, stronger organisational capabilities and improved customer service. - FY2020AdvancedAnnual report
「In the current consolidated fiscal year, the final year of the 3-year medium-term management plan (April 2017 to March 2020), we operated the business with the realisation of the group's collective strength through the group restructuring carried out in fiscal 2017 as a key priority.」
The company pursued the realisation of the group's collective strength, built on the group restructuring carried out in fiscal 2017, as a key priority in the final year of the medium-term management plan. - FY2020-Q3RestatedAnnual report
「In this environment, our group is working to transform the group based on a medium-term management plan for which the current fiscal year is the final year.」
In the final year of the medium-term management plan, the group continues to pursue its transformation. No new completion milestone, such as business or organisational restructuring, has been announced. - FY2020-Q1RestatedAnnual report
「In this environment, our group is working to transform the group based on a medium-term management plan for which the current fiscal year is the final year.」
In the final year of the medium-term management plan, the group continues to pursue its transformation. No milestone for a new restructuring completion has been announced. - FY2019AdvancedAnnual report
「As a result, products and services previously proposed and sold separately to customers by each subsidiary are increasingly being integrated into comprehensive solutions, driving improved performance by capturing strong demand.」
Regarding the effects of the group restructuring carried out in the previous fiscal year, the company explained for the full fiscal year that products and services had increasingly been integrated into comprehensive solutions, driving improved performance by capturing strong demand. - FY2019-Q3AdvancedAnnual report
「In this environment, our group formulated a medium-term management plan beginning in the fiscal year ending March 2018 and, on 1 April 2017, merged the company with 5 consolidated subsidiaries, carrying out business and organisational restructuring within the group. As a result, products and services previously proposed and sold separately to customers by each subsidiary are increasingly being integrated into comprehensive solutions, driving improved performance by capturing strong demand.」
Following the 5-company merger and business and organisational restructuring, products and services have increasingly been integrated into comprehensive solutions, driving improved performance by capturing strong demand. - FY2019-Q2RestatedAnnual report
「To achieve this target, we are positioning the solution services business as a growth business and working to strengthen the development of new products and services, shift our sales and marketing strategy, and optimise various costs.」
The company continues to position the solution services business as a growth business and pursue new product and service development, a shift in sales and marketing strategy, and cost optimisation. - FY2019-Q1RestatedAnnual report
「To achieve this target, we are positioning the solution services business as a growth business and working to strengthen the development of new products and services, shift our sales and marketing strategy, and optimise various costs.」
The company continues to position the solution services business as a growth business and pursue product and service development, a shift in sales and marketing strategy, and cost optimisation. - FY2018AdvancedAnnual report
「In the solution services business, which was positioned as a growth business under the medium-term management plan, measures implemented alongside the organisational restructuring, including withdrawal from unprofitable businesses, optimisation of various costs and a shift in sales and marketing strategy, produced results as expected. Operating profit increased 108.2% year on year, contributing to the improvement in consolidated results for the current fiscal year.」
Following the 5-company merger and restructuring into 3 companies, the effects of withdrawing from unprofitable businesses, optimising costs and shifting the sales and marketing strategy were reflected in a 108.2% increase in operating profit in the solution services business. - FY2018-Q3RestatedAnnual report
「In this environment, our group formulated a medium-term management plan beginning in fiscal 2017 and, on 1 April 2017, merged the company with 5 consolidated subsidiaries, carrying out business and organisational restructuring within the group. As a result, we are working to strengthen cross-selling of products and services that had previously been proposed and sold separately to customers by each subsidiary.」
The group continues to describe the 5-company merger and the strengthening of cross-selling following the restructuring. The effect of cost optimisation from the business and organisational restructuring is also cited as contributing to performance, but no new implementation milestone has been presented since the previous quarter. - FY2018-Q2AdvancedAnnual report
「Revenue decreased by ¥59 million year on year due to the contraction of low-profitability businesses and other factors. Operating profit increased by ¥39 million year on year, mainly due to the effect of cost optimisation resulting from the business and organisational restructuring.」
The business and organisational restructuring produced a ¥39 million increase in operating profit through cost optimisation. Reporting segment classifications were also changed in connection with the restructuring. - FY2018-Q1RestatedAnnual report
「In this environment, our group formulated a medium-term management plan beginning in fiscal 2017 and, on 1 April 2017, merged the company with 5 consolidated subsidiaries, carrying out business and organisational restructuring within the group. As a result, we are working to strengthen cross-selling of products and services that had previously been proposed and sold separately to customers by each subsidiary.」
The 5-company merger carried out on 1 April 2017 as part of the group restructuring planned and implemented by the previous fiscal year was confirmed in the quarterly report, which states that the group is working to strengthen cross-selling following the restructuring. - FY2017AchievedAnnual report
「Pursuant to a resolution passed at an extraordinary general meeting of shareholders held on 28 February 2017, effective 1 April 2017, we conducted an absorption-type merger involving our consolidated subsidiaries 株式会社クレオマーケティング, 株式会社クレオソリューション, 株式会社クレオサンライズ, イアス株式会社 and 株式会社クレオネットワークス, with 株式会社クレオ as the surviving company and the consolidated subsidiaries subject to the merger as the dissolving companies.」
The group restructuring scheduled for April 2017 has been completed through the absorption merger of 5 companies. The group is also pursuing the integration and optimal allocation of products and services, business assets and human resources, as well as stronger cross-selling, as objectives of the restructuring. - FY2017-Q3AdvancedAnnual report
「During the first-quarter consolidated accounting period, our consolidated subsidiary 株式会社クレオソリューション was spun off through a company split and newly established 株式会社ココト. After reviewing the reportable segments in connection with this, we added the Cocoto business to the existing reportable segments.」
For the business and organisational restructuring targeted for April 2017, the company split and establishment of 株式会社ココト and its addition to the reportable segments have been completed. - FY2017-Q2Clarification of the implementation timingAnnual report
「In this environment, our group is continuing to consider the form it should take to achieve new growth, with the aim of implementing business and organisational restructuring in April 2017 to reliably capture market growth opportunities and build an organisation capable of meeting increasingly sophisticated customer needs.」
The implementation timing has become more specific, moving from continued consideration to the stage of targeting business and organisational restructuring in April 2017. - FY2017-Q1RestatedAnnual report
「In this environment, our group announced on 4 March 2016 that it would consider business and organisational restructuring, with the aim of reliably capturing market growth opportunities and building an organisation capable of meeting increasingly sophisticated customer needs, and is continuing to consider the form our group should take to achieve new growth.」
The group continues to consider business and organisational restructuring and the form it should take for new growth. No new completion milestone has been announced. - FY2016First statedAnnual report
「In this environment, our group is undertaking large-scale business restructuring to strengthen its corporate foundation and competitiveness and improve profitability, while continuing to provide customers with satisfactory solutions, systems development and ERP products.」
The business restructuring is positioned as an initiative to improve the corporate foundation, competitiveness and profitability.