Accelerating Growth Investment and New Openings Under the Five-Year Medium-Term Management Plan
First written in FY2016-Q2. 7 of 17 entries say "Advanced", first in FY2016. Latest entry: 2026-08-06.
Fujita Kanko moved to the "Worse" side of this theme in 2019, 5 years before the typical company in this theme (2024).
The whole theme swung hardest in 2021: 4 of 22 companies on the "Worse" side.
19 other companies' latest entry also says "Advanced".
- FY2026-H1AdvancedAnnual report
「The Company pursued its priority initiatives for fiscal 2026, including improving convenience and comfort. It advanced major refurbishments at Tokyo Bay Ariake Washington Hotel and Canal City Fukuoka Washington Hotel, construction of a new banquet facility at Hotel Chinzanso Tokyo, and extension work at Hakone Kowakudani Onsen Ryokan.」
As priority initiatives for fiscal 2026, the Company advanced major refurbishments at several hotels, built a new banquet facility at Hotel Chinzanso Tokyo and extended Hakone Kowakudani Onsen Ryokan. - FY2025ReframedAnnual report
「The plan is progressing ahead of the original schedule, including the completion of redemptions of preferred shares through the recovery of performance. Going forward, we will shift to a phase focused on sustainable growth and build a foundation for sustainable growth through future-oriented investments and other measures.」
The Group explicitly stated that it was moving from a rebuilding and recovery phase to a sustainable-growth phase, with greater emphasis on building a growth platform through future investment. - FY2020ReframedAnnual report
「Although our recognition of the issues concerning the business structure and other matters underlying the newly launched medium-term management plan remains unchanged, we decided to review its key strategies because the conditions assumed when it was formulated and the business environment had changed significantly. We therefore formulated a new business plan aimed at rebuilding the Company.」
The 2020–2024 medium-term management plan was reviewed because its underlying assumptions had changed, and the framework was shifted to a 2021–2025 business plan aimed at rebuilding the Company. - FY2020-Q2SoftenedAnnual report
「We decided not to proceed with approximately ¥1.5 billion of non-urgent investments under the original plan.」
In response to the impact of COVID-19, the Group explicitly stated that it would forgo approximately ¥1.5 billion of non-urgent investments from its original investment plan. - FY2019SoftenedAnnual report
「However, in 2018 and 2019, in addition to continued weakness in the wedding business and delays in monetizing new business locations, the impact of natural disasters and Japan–South Korea relations caused performance to remain depressed for two consecutive fiscal years, and the Group did not achieve sufficient results.」
The five-year medium-term management plan covering 2015 to 2019 ended with its final year, but the Group explained that it failed to achieve sufficient results because of weakness in the wedding business, delays in monetizing new locations, natural disasters and Japan–South Korea relations. - FY2018SoftenedAnnual report
「We are confident that the measures and initiatives implemented to date will contribute to the Company's future growth. However, performance in fiscal 2018 diverged across segments, resulting in a substantial shortfall against the numerical targets set for the Group as a whole. We believe the main reasons for the significant deviation from those targets were insufficient thoroughness and speed in executing the measures. Based on this recognition of the issues, the priority initiatives for each segment are as follows.」
While the overall strategy of the five-year medium-term management plan was maintained, the numerical targets for fiscal 2018 were substantially missed. Reviewing segment-level initiatives and improving execution and speed were identified as key issues. - FY2018-Q3AdvancedAnnual report
「In terms of new openings, Hotel Gracery Seoul opened on 31 August as the first overseas directly operated hotel under the WHG business. In the new glamping business, this was followed by the opening on 27 September of Nordisk Village Goto Islands, with 10 tents, on Fukue Island in Goto, Nagasaki Prefecture, following the 20-unit Fujino Kirameki Fuji Gotemba in Shizuoka Prefecture, which opened on 27 April.」
The Group expanded its facilities, opening the WHG business's first overseas directly operated hotel and an additional glamping facility. - FY2018-Q2AdvancedAnnual report
「In addition to our existing businesses, we launched a new glamping business and opened Fujino Kirameki Fuji Gotemba in Gotemba, Shizuoka Prefecture, on 27 April, with 20 units.」
In addition to its existing businesses, the Group launched a new glamping business and opened a 20-unit facility on 27 April. - FY2018-Q1RestatedAnnual report
「In addition to costs associated with refurbishing existing hotels, we incurred upfront costs related to hotels scheduled to open this year and new businesses during the first quarter of the current fiscal year.」
The Group continued refurbishing existing hotels and incurring upfront costs for hotels scheduled to open during the year and for new businesses. - FY2017-Q3RestatedAnnual report
「The Group entered the third year of its five-year medium-term management plan, FUJITA PREMIUM VALUE CREATION 2015, and also moved from the period of front-loaded investment, during which investments were actively brought forward through the previous year, into a recovery phase aimed at stabilizing and expanding earnings.」
In the third year of the medium-term management plan, the Group continued to explain that it had entered a recovery phase aimed at stabilizing and expanding earnings after the period of upfront investment. - FY2017-Q2RestatedAnnual report
「The Group entered the third year of its five-year medium-term management plan, FUJITA PREMIUM VALUE CREATION 2015, and also moved from the period of front-loaded investment, during which investments were actively brought forward through the previous year, into a recovery phase aimed at stabilizing and expanding earnings.」
In the third year of the medium-term management plan, the Group continued to explain that it had moved from a period of upfront investment to a recovery phase aimed at stabilizing and expanding earnings. - FY2017-Q1AdvancedAnnual report
「Against this business environment, the Group entered the third year of its five-year medium-term management plan, FUJITA PREMIUM VALUE CREATION 2015. Until last year, the plan was positioned as a period of upfront investment, during which investments were actively brought forward. From this year onward, the Group will also enter a recovery phase aimed at stabilizing and expanding earnings.」
The medium-term management plan entered its third year, with the Group explaining that it was moving from a period of front-loaded investment to a recovery phase aimed at stabilizing and expanding earnings. - FY2016AdvancedAnnual report
「Against this business environment, the Group entered the second year of its five-year medium-term management plan, FUJITA PREMIUM VALUE CREATION 2015. Alongside efforts to enhance the quality of existing businesses, we actively pursued new openings and investments in Japan and overseas.」
The first half of the medium-term plan was positioned as a period of upfront investment, and approximately 70% of the target to add 10 hotels and 3,000 rooms during the plan period had been achieved. The Group also stated that it would enter a recovery phase from fiscal 2017, focused on stabilizing and expanding earnings. - FY2016-Q3RestatedAnnual report
「Against this backdrop, the Group entered the second year of its five-year medium-term management plan, which began in the fiscal year ended December 2015. We are actively making future-oriented investments, including the redevelopment of the Hakone area, accelerating the opening of new lodging facilities and restaurants, and enhancing the quality of our existing businesses.」
In the second year of the five-year medium-term management plan, the Group continues to pursue future-oriented investment, accelerate new openings and enhance the quality of its existing businesses. - FY2016-Q2First statedAnnual report
「Against this backdrop, the Group entered the second year of its five-year medium-term management plan, which began in the fiscal year ended December 2015. As in the previous year, we are actively investing with a view to the future, accelerating the opening of new lodging facilities and restaurants, and enhancing the quality of our existing businesses.」
In the second year of the five-year plan, the Group is pursuing future-oriented investment, new openings and quality enhancements in its existing businesses in parallel.