Restructuring the individual travel business and expanding and strengthening the group travel business
First written in FY2018. 6 of 16 entries say "Advanced", first in FY2019-Q1. Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026AdvancedAnnual report
「As a core initiative, with a target date of 1 April 2027, the Company, クラブツーリズム, 近畿日本ツーリスト and 近畿日本ツーリストブループラネット will be integrated into a single company. Through this integration, we will overcome the challenges of the current holding company structure and significantly improve our ability to respond to change and the speed of growth by consolidating dispersed management resources and decision-making.」
Regarding business structural reform, decided to consolidate 4 companies into 1 company targeted for 1 April 2027, and identified the consolidation of dispersed management resources and decision-making as the specific next step. - 2026-05-13AdvancedResults
「あわせて、2027年４月の一社化を見据えた先行的な取組みとして、本年４月１日付で当社グループの個人旅行事業の一体化および近畿日本ツーリストにおける団体旅行事業の事業構造改革を実施しました。」
個人旅行事業の一体化と団体旅行事業の構造改革が、計画ではなく2026年4月1日付で実施されたことが示された。 - FY2024ReframedAnnual report
「Under these structures, the group intends to pursue business structural reform to achieve the goals of the recently revised medium-term management plan and propose travel products that address increasingly diverse lifestyles and social needs, including the SDGs and universal tourism.」
Under the revised medium-term management plan, restructured the focus of the plan toward business structural reform and travel proposals addressing social needs, including shifting individual travel to Web sales and integrating group travel. - FY2024-Q1RestatedAnnual report
「In the group travel division, the Group integrated the group travel divisions of 近畿日本ツーリスト株式会社 and 株式会社近畿日本ツーリストコーポレートビジネス, combining their respective expertise and networks to strengthen the group travel business.」
As part of business structural reform under the medium-term management plan, continued to advance the integration of the group travel divisions and the launch of a company specializing in Web sales. - FY2023AdvancedAnnual report
「As part of this process, on 1 April 2023, we carried out a company split between 近畿日本ツーリスト株式会社 and 株式会社近畿日本ツーリストコーポレートビジネス, established 株式会社近畿日本ツーリストブループラネット as a specialist web sales company for individual travel, and integrated the group travel divisions of 近畿日本ツーリスト株式会社 and 株式会社近畿日本ツーリストコーポレートビジネス.」
As part of business structural reform, carried out a company split effective 1 April 2023, launched a company specializing in Web sales for individual travel, and integrated the group travel divisions. - FY2022Added a target for net income attributable to owners of the parentAnnual report
「Under this medium-term management plan, fiscal 2022 is designated as the year of returning to profitability, and the management targets for fiscal 2025 are operating income of at least ¥13,000 million and net income attributable to owners of the parent of at least ¥11,000 million.」
In addition to the previous targets of returning to profitability in fiscal 2022 and achieving operating income of at least ¥13,000 million in fiscal 2025, explicitly set net income attributable to owners of the parent of at least ¥11,000 million as a management target. - FY2022-Q1RestatedAnnual report
「As stated in the medium-term management plan announced in February 2021, the group is working to establish a business foundation for business structural reform and renewed growth.」
The plan, including the restructuring of the individual travel business and strengthening of the group travel business, continues as a foundation for business structural reform and renewed growth from fiscal 2021 through fiscal 2025. - FY2021AdvancedAnnual report
「Under this medium-term management plan, fiscal 2022 is designated as the year of returning to profitability, and operating income of at least ¥13,000 million in fiscal 2025 is set as a management target.」
For the new medium-term management plan, presented time-bound and quantitative management targets: returning to profitability in fiscal 2022 and operating income of at least ¥13,000 million in fiscal 2025. - FY2021-Q3AdvancedAnnual report
「At a meeting of the Board of Directors held on 11 November 2020, the Company resolved to undertake business structural reform to address the severe operating environment surrounding the group, including the spread of COVID-19, and achieve sustainable growth, and formulated the next medium-term management plan as follows.」
The Company progressed from the previous quarter's stage of reviewing its businesses and formulating new management targets to the stage of the Board of Directors resolving on business structural reform and formulating the next medium-term management plan. - FY2021-Q2ReframedAnnual report
「The main initiatives under this structural reform are as follows.」
The plan was restructured from rebuilding the individual travel business and expanding the group travel business under the previous medium-term management plan to sweeping business structural reform, including concentrating individual travel on Web sales, ending package tours, concentrating the group travel business on specialized fields, making クラブツーリズム and the corporate travel business core operations, integrating regional companies, and offering voluntary retirement. - FY2020ReframedAnnual report
「The Company formulated a medium-term management plan covering fiscal 2020 as its final year and set management targets incorporating the expected revenue benefits from the Tokyo 2020 Olympic and Paralympic Games held that year. However, the operating environment underlying these assumptions was fundamentally overturned by the spread of COVID-19. Although it is difficult to set new management targets rationally, we are currently reviewing our businesses on the assumption that the impact of COVID-19 will persist for a considerable period, and are formulating management targets suited to the new operating environment.」
The assumptions underlying the previous medium-term management plan, which incorporated the revenue benefits of the Tokyo 2020 Games, were overturned, and the plan was restructured to formulate new management targets and review the businesses. - FY2020-Q3RestatedAnnual report
「Against this backdrop, under the medium-term management plan ending in fiscal 2020, the group pursued the integration of 近畿日本ツーリスト and クラブツーリズム, focused on further increasing member customers, strengthening its product offering and expanding web sales, and worked to further strengthen its group travel business.」
Continues to strengthen the product offering and Web sales of the individual travel business and strengthen the group travel business based on the medium-term management plan covering fiscal 2020 as its final year. - FY2020-Q2RestatedAnnual report
「Against this backdrop, under the medium-term management plan ending in fiscal 2020, the group pursued the integration of 近畿日本ツーリスト and クラブツーリズム, focused on further acquiring member customers, strengthening its product offering and expanding web sales, and worked to further strengthen its group travel business.」
Continues to strengthen the product offering and Web sales of the individual travel business and strengthen the group travel business based on the medium-term management plan covering fiscal 2020 as its final year. - FY2019-Q2RestatedAnnual report
「Against this backdrop, under a new sales structure centred on regional travel companies and specialist companies for inbound travel and other services launched in April of that year, the group formulated in May a medium-term management plan centred on “rebuilding the individual travel business and expanding and strengthening the group travel business,” and strongly pursued initiatives including strengthening product development and sales capabilities through the integration of 近畿日本ツーリスト and クラブツーリズム and expanding web sales.」
Continued to pursue the restructuring of the individual travel business, expansion and strengthening of the group travel business, integration of the two brands, and expansion of Web sales based on the medium-term management plan formulated in May. - FY2019-Q1AdvancedAnnual report
「Against this backdrop, under a new structure centred on regional travel companies and specialist companies for inbound travel and other services launched in April of that year, the group formulated in May a medium-term management plan centred on “rebuilding the individual travel business and expanding and strengthening the group travel business,” and advanced various initiatives, including the integration of 近畿日本ツーリスト and クラブツーリズム and the expansion of web sales.」
Formulated a new medium-term management plan in May and moved into the implementation phase for restructuring the individual travel business and expanding and strengthening the group travel business, together with expanding Web sales and integrating the two brands. - FY2018First statedAnnual report
「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.”」
For the first time, identified the restructuring of the individual travel business and the expansion and strengthening of the group travel business as central issues in the medium-term management plan being pursued under the new business structure.