Shifting the business portfolio toward growth areas and building future business foundations

「To achieve sustainable growth, we have positioned regional co-creation and inbound travel as the pillars of growth and will accelerate business development. …In addition, we have set a target of establishing bases in 30 locations worldwide by 2030 and are rebuilding our global network.」

「In addition to the existing business portfolio centered on domestic and overseas travel, we have newly designated regional co-creation and inbound travel as growth areas and will further strengthen and accelerate these initiatives.」

「During the period of this management plan, covering fiscal 2021 to fiscal 2025, we will fundamentally review the Group's business structure, concentrate management resources in areas with greater expertise and profitability, and lay the foundation for renewed growth.」

「On 1 April this year, 株式会社近畿日本ツーリストコーポレートビジネス integrated 株式会社ＫＮＴ－ＣＴグローバルトラベル, establishing a structure capable of providing one-stop services for domestic and international MICE (Meeting, Incentive, Convention and Event) demand. The company will take the lead in implementing the Group's overall business strategy.」

「By merging with ㈱ＫＮＴ－ＣＴグローバルトラベル in April this year, we will further develop domestic and international MICE demand. We will also develop new forms of travel, such as workcations, and new MICE operating models, including hybrid MICE, to drive growth.」

「From this perspective, the Group has decided to make its Club Tourism business, with its distinctive planning capabilities, competitiveness and profitability, and the corporate travel business in the Tokyo metropolitan area operated by ㈱近畿日本ツーリストコーポレートビジネス its core businesses, while identifying priority areas in Kinki Nippon Tourist's individual and group travel businesses and consolidating and downsizing them.」

「Although the business environment remains extremely challenging in fiscal 2020 due to the lingering effects of COVID-19, the company will address these management challenges and work to strengthen its business structure.」

「Under the new business structure established in April of this year, the group will implement a new medium-term management plan centred on “rebuilding the individual travel business and expanding and strengthening the group travel business.”」

「Against this backdrop, to respond promptly to the rapidly changing business environment and achieve sustainable growth, the group advanced business-structure reforms aimed at centralising and decentralising its organisation and authority through company splits involving 近畿日本ツーリスト株式会社 and 近畿日本ツーリスト個人旅行株式会社. In line with the business policy set out in the medium-term management plan, it focused on the growth areas of sports, inbound travel and regional tourism and exchange, and sought to expand earnings.」

「Against this backdrop, to respond promptly to the rapidly changing business environment and achieve sustainable growth, the group began business-structure reforms aimed at centralising and decentralising its organisation and authority through company splits involving 近畿日本ツーリスト株式会社 and 近畿日本ツーリスト個人旅行株式会社. It also pursued sales activities under the medium-term management plan across its businesses, including sales activities targeting the “Tokyo 2020 Olympic and Paralympic Games.”」

「Based on the medium-term management plan beginning in the current consolidated fiscal year, the group focused on the “sports business,” “inbound travel business” and “regional tourism and exchange business,” which it identified as growth areas, and advanced the shift in its business portfolio and the development of new sources of revenue.」

「In particular, the group focused on the “sports business,” “regional tourism and exchange business” and “inbound travel business,” which the medium-term management plan identified as growth areas.」

「Based on its medium-term management plan, the group aims to shift its business portfolio toward growth areas to build future business foundations and accurately capture various business opportunities.」