Creating a new sushi restaurant through quality, speed and service
First written in FY2016. 20 of 34 entries say "Restated". Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026ReframedAnnual report
「As the business environment surrounding our company changed significantly, including difficulties in procuring raw materials and higher purchase prices, we formulated a new Medium-Term Management Plan with upstream strategy and stronger procurement capabilities as new management themes. Fiscal year ending March 2029 Net sales ¥127.4 billion Operating profit ¥7.5 billion Total stores 820」
Reorganized the plan around the new management themes of “upstream strategy and stronger procurement capabilities” in response to difficulties in procuring raw materials, replacing the previous Medium-Term Management Plan. It also presented new targets for the fiscal year ending March 2029: net sales of ¥127.4 billion, operating profit of ¥7.5 billion and 820 total stores. - FY2026-H1RestatedAnnual report
「Under the new management structure, our group focused on strengthening raw-material procurement capabilities and marketing capabilities and advancing its global strategy, while actively investing in human capital, with the aim of achieving its numerical targets and sustainable growth.」
Continued the policy of prioritizing raw-material procurement capabilities, marketing capabilities, the global strategy and human capital investment under the new management structure, with the aim of achieving the numerical targets and sustainable growth. - FY2025ReframedAnnual report
「Our group has been advancing the plan based on the Medium-Term Management Plan for the fiscal years ending March 2024 through March 2026, announced in June 2023, and has already achieved some numerical targets 2 years ahead of schedule. To pursue further growth, we decided to formulate a Medium-Term Management Plan with higher targets. We will continue communicating the value unique to our group and share Japanese food with the world, extending beyond sushi.」
Updated the previous Medium-Term Management Plan after achieving some numerical targets 2 years ahead of schedule, expanding its scope from growth centered on sushi to promoting Japanese food as a whole worldwide. The new plan positions global operations, domestic operations, human capital, DX and sustainability as pillars of growth. - FY2024ReframedAnnual report
「Under these circumstances, we implemented various initiatives based on the revised Medium-Term Management Plan for fiscal 2023 through fiscal 2025 and achieved operating profit above the 3-year plan. However, the external environment has changed significantly since the plan was formulated, widening the gap between assumptions and reality. As the business environment is expected to become even more challenging, we will focus on the following additional initiatives and plan to formulate a new Medium-Term Management Plan centered on these measures.」
The company explained that, while it achieved operating profit above the 3-year plan under the revised Medium-Term Management Plan, it plans to formulate a new Medium-Term Management Plan in response to changes in the external environment. The areas of focus also expanded to include DX, global operations, new business formats and corporate culture transformation. - FY2024-Q3RestatedAnnual report
「We also formulated a new Medium-Term Management Plan for 2023-2025 and aim to achieve its numerical targets and sustainable growth.」
Continued to set out the policy of achieving the numerical targets and sustainable growth under the Medium-Term Management Plan for 2023-2025. - FY2024-Q1ReframedAnnual report
「As stated in the notice dated 1 June 2023 concerning the revision of the Medium-Term Management Plan, changes occurred in the external and internal environments. We therefore revised the existing Medium-Term Management Plan and formulated a new Medium-Term Management Plan for 2023-2025, aiming to achieve its numerical targets and sustainable growth.」
In response to changes in the external and internal environments, the company revised the previous Medium-Term Management Plan and updated it to a new plan for 2023-2025. - FY2023-Q3ReframedAnnual report
「In our domestic business, based on this fiscal year’s basic policy of “continuing to pursue the industry’s No. 1 quality and achieving success with a 200-store network,” we focused on continuing to open new stores, strengthening sales capabilities, further improving product and service quality, and actively introducing limited-time products tailored to seasons and events, along with sales promotions and messaging.」
The basic policy for the domestic business was reworded from the previous quarter’s “building a network of 200 stores with high customer satisfaction” to “achieving success with a 200-store network,” with the industry’s No. 1 quality, new store openings, sales capabilities, products and services, and sales promotion presented as initiatives. - FY2023-Q2RestatedAnnual report
「In our domestic business, under this fiscal year’s basic policy of “building a network of 200 stores with high customer satisfaction by continuing to pursue the industry’s No. 1 quality,” we focused on continuing to open new stores, strengthening sales capabilities, further improving product and service quality, actively introducing limited-time products tailored to seasons and events, and strengthening sales promotions and messaging. Together with the continued easing of COVID-19-related operating restrictions, these efforts resulted in an increase in customer visits from the previous year.」
In line with the Medium-Term Management Plan’s goal of “the highest customer satisfaction in Japan,” the company reaffirmed as its basic policy for the domestic business the establishment of a 200-store network offering the industry’s No. 1 quality and high customer satisfaction, and outlined specific initiatives for new store openings, sales capabilities, products and services, and sales promotion. - FY2023-Q1RestatedAnnual report
「Under these circumstances, our group pursued various initiatives with the aim of achieving “the highest customer satisfaction in Japan,” the basic policy set out in the Medium-Term Management Plan covering fiscal 2022 through fiscal 2026.」
Continued to set “the highest customer satisfaction in Japan” as the basic policy of the Medium-Term Management Plan covering fiscal 2022 through fiscal 2026. - FY2022RaisedAnnual report
「We formulated a Medium-Term Management Plan covering fiscal 2022 through fiscal 2026, with “aiming for the highest customer satisfaction in Japan” as its basic policy, and will pursue sustainable growth by implementing the following 4 key strategies while responding to changes in the external environment.」
In addition to the previous policies of improving customer satisfaction and achieving the industry’s top quality, the Medium-Term Management Plan for fiscal 2022 through fiscal 2026 set “the highest customer satisfaction in Japan” as a goal, raising the target level. - FY2022-Q3RestatedAnnual report
「Under the basic policies of “aiming to become a sushi restaurant that goes beyond conveyor-belt sushi and boasts the industry’s top quality” and “establishing a corporate brand suited to the era of the new normal,” our group actively expanded its store network toward establishing a system of 200 domestic stores and 250 overseas stores, while working to improve competitiveness and profitability.」
Continued to expand the store network toward a system of 200 domestic stores and 250 overseas stores and improve competitiveness and profitability, aiming to become a sushi restaurant with the industry’s top quality and establish a corporate brand suited to the era of the new normal. - FY2022-Q2RestatedAnnual report
「Under the basic policies of “aiming to become a sushi restaurant that goes beyond conveyor-belt sushi and boasts the industry’s top quality” and “establishing a corporate brand suited to the era of the new normal,” our group actively expanded its store network toward establishing a system of 200 domestic stores and 250 overseas stores, while working to improve competitiveness and profitability.」
Continued to expand the store network toward a system of 200 domestic stores and 250 overseas stores and improve competitiveness and profitability, aiming to become a sushi restaurant with the industry’s top quality and establish a corporate brand suited to the era of the new normal. - FY2022-Q1ReframedAnnual report
「Under the basic policies of “aiming to become a sushi restaurant that goes beyond conveyor-belt sushi and boasts the industry’s top quality” and “establishing a corporate brand suited to the era of the new normal,” our group actively expanded its store network toward establishing a system of 200 domestic stores and 250 overseas stores, while working to improve competitiveness and profitability.」
Updated the basic policies from previous expressions such as “creating a sushi restaurant that goes beyond conveyor-belt sushi” to establishing “a sushi restaurant that boasts the industry’s top quality” and “a corporate brand suited to the era of the new normal,” and explicitly linked them to the goal of 200 domestic stores and 250 overseas stores. - FY2021-Q3RestatedAnnual report
「Under these circumstances, our group worked in accordance with the Medium-Term Management Plan 2019-2021 announced in May 2019 to maintain and improve QSC, our lifeline, and build up know-how in “non-conveyor-belt sushi,” while also taking short-term measures in response to changes in customers’ lifestyles and adapting to the new normal. Although some plans were revised amid the COVID-19 pandemic, the key priorities of the policy remain unchanged, and we will continue steadily preparing to chart a growth path in the world with and after COVID-19.」
Reaffirmed that the company would continue to maintain and improve QSC, accumulate know-how in “non-conveyor-belt sushi,” and respond to changes in lifestyles and the new normal under the Medium-Term Management Plan 2019-2021, with the key policy priorities unchanged. - FY2021-Q2RestatedAnnual report
「Under these circumstances, our group worked in accordance with the Medium-Term Management Plan 2019-2021 announced in May 2019 to maintain and improve QSC, our lifeline, and build up know-how in “non-conveyor-belt sushi,” while also taking short-term measures in response to changes in customers’ lifestyles and adapting to the new normal. Although some plans were revised amid the COVID-19 pandemic, the key priorities of the policy remain unchanged, and we will continue steadily preparing to chart a growth path in the world with and after COVID-19.」
Reaffirmed that the company would continue to maintain and improve QSC, accumulate know-how in “non-conveyor-belt sushi,” and respond to changes in lifestyles and the new normal under the Medium-Term Management Plan 2019-2021, with the key policy priorities unchanged. - FY2021-Q1RestatedAnnual report
「Under these circumstances, our group worked in accordance with the Medium-Term Management Plan 2019-2021 announced in May 2019 to maintain and improve QSC, our lifeline, and build up know-how in “non-conveyor-belt sushi,” while also taking short-term measures in response to changes in customers’ lifestyles and adapting to the new normal. Although some plans were revised amid the COVID-19 pandemic, the key priorities of the policy remain unchanged, and we will continue steadily preparing to chart a growth path in the world with and after COVID-19.」
While continuing to maintain and improve QSC and accumulate know-how in “non-conveyor-belt sushi,” key priorities of the Medium-Term Management Plan 2019-2021, the company added responses to changes in lifestyles and the new normal. It stated that some plans had been revised but the key policy priorities remained unchanged. - FY2020ReframedAnnual report
「As a group, we will continue working to maintain and improve QSC, our lifeline, and build up our know-how, thereby improving our competitiveness and profitability and pursuing the following initiatives so that we can chart a growth path in the post-pandemic world.」
Expanded the positioning of strengthening QSC from a conventional focus to a framework for improving competitiveness and profitability with growth after the pandemic in view, while defining QSC as our “lifeline.” - FY2020-Q3RestatedAnnual report
「Under these circumstances, our group worked as one to strengthen QSC (quality, service and cleanliness), the fundamentals of food service, with “bringing surprise and excitement to our customers” as a key phrase, while aiming to further improve customer satisfaction and become a company that continues to evolve.」
Continued to strengthen QSC, aiming to improve customer satisfaction and become a company that continues to evolve, using “bringing surprise and excitement to our customers” as a key phrase. - FY2020-Q2RestatedAnnual report
「Under these circumstances, our group worked as one to strengthen QSC (quality, service and cleanliness), the fundamentals of food service, with “bringing surprise and excitement to our customers” as a key phrase, while aiming to further improve customer satisfaction and become a company that continues to evolve.」
Continued to strengthen QSC, aiming to improve customer satisfaction and become a company that continues to evolve, using “bringing surprise and excitement to our customers” as a key phrase. - FY2020-Q1ReframedAnnual report
「Under these circumstances, our group worked as one to strengthen QSC (quality, service and cleanliness), the fundamentals of food service, with “bringing surprise and excitement to our customers” as a key phrase, while aiming to further improve customer satisfaction and become a company that continues to evolve.」
Updated the wording from the previous 50th-anniversary slogan and other expressions to “bringing surprise and excitement to our customers” and “a company that continues to evolve,” while continuing to improve customer satisfaction and strengthen QSC. - FY2019-Q3RestatedAnnual report
「Under these circumstances, our group celebrated its 50th anniversary in December. With “Delicious energy for the next 50 years, too.” as our slogan, we worked as one to further improve customer satisfaction and strengthen QSC (quality, service and cleanliness), the fundamentals of food service.」
Continued to improve customer satisfaction and strengthen QSC under the 50th-anniversary slogan. - FY2019-Q2RestatedAnnual report
「Under these circumstances, our group will celebrate its 50th anniversary in December 2018. With “Delicious energy for the next 50 years, too.” as our slogan, we worked as one to further improve customer satisfaction and strengthen QSC (quality, service and cleanliness), the fundamentals of food service.」
Continued to improve customer satisfaction and strengthen QSC under the 50th-anniversary slogan. - FY2019-Q1ReframedAnnual report
「Under these circumstances, our group will celebrate its 50th anniversary in December 2018. With “Delicious energy for the next 50 years, too.” as our slogan, we worked as one to further improve customer satisfaction and strengthen QSC (quality, service and cleanliness), the fundamentals of food service.」
In addition to the previous evolution and expansion of “non-conveyor-belt sushi,” the company introduced a slogan marking its 50th anniversary and described strengthening QSC as a means of improving customer satisfaction. - FY2018RestatedAnnual report
「Under these circumstances, our group worked as one to further improve customer satisfaction under the basic policy of “creating a sushi restaurant that goes beyond conveyor-belt sushi,” using “evolving and expanding ‘non-conveyor-belt sushi’” and “developing human resources and strengthening organizational capabilities” as key phrases to differentiate ourselves from other companies.」
Continued the evolution and expansion of “non-conveyor-belt sushi,” human resource development, organizational capability and customer satisfaction improvement under the basic policy of “creating a sushi restaurant that goes beyond conveyor-belt sushi.” - FY2018-Q3RestatedAnnual report
「Under these circumstances, our group worked as one to further improve customer satisfaction under the basic policy of “creating a sushi restaurant that goes beyond conveyor-belt sushi,” using “evolving and expanding ‘non-conveyor-belt sushi’” and “developing human resources and strengthening organizational capabilities” as key phrases to differentiate ourselves from other companies.」
Continued to differentiate ourselves and improve customer satisfaction through the evolution and expansion of “non-conveyor-belt sushi,” human resource development and organizational capability. - FY2018-Q2RestatedAnnual report
「Under these circumstances, our group worked as one to further improve customer satisfaction under the basic policy of “creating a sushi restaurant that goes beyond conveyor-belt sushi,” using “evolving and expanding ‘non-conveyor-belt sushi’” and “developing human resources and strengthening organizational capabilities” as key phrases to differentiate ourselves from other companies.」
Continued to improve customer satisfaction through the evolution and expansion of “non-conveyor-belt sushi,” human resource development and organizational capability under the basic policy of “creating a sushi restaurant that goes beyond conveyor-belt sushi.” - FY2018-Q1ReframedAnnual report
「Under these circumstances, our group worked as one to further improve customer satisfaction under the basic policy of “creating a sushi restaurant that goes beyond conveyor-belt sushi,” using “evolving and expanding ‘non-conveyor-belt sushi’” and “developing human resources and strengthening organizational capabilities” as key phrases to differentiate ourselves from other companies.」
The focus shifted from the previous key phrases of quality, speed and customer service to the evolution and expansion of “non-conveyor-belt sushi,” human resource development and organizational capability. - FY2017RestatedAnnual report
「Under these circumstances, our group worked as one to further improve customer satisfaction under the basic policy of “creating a sushi restaurant that goes beyond conveyor-belt sushi,” using “improving quality and delivering speed” and “abundant smiles and passion” as key phrases to differentiate ourselves from other companies.」
Continued to differentiate ourselves and improve customer satisfaction through quality, service speed and customer service under the basic policy of “creating a sushi restaurant that goes beyond conveyor-belt sushi.” - FY2017-Q3RestatedAnnual report
「Under these circumstances, our group worked as one to further improve customer satisfaction under the basic policy of “creating a sushi restaurant that goes beyond conveyor-belt sushi,” using “improving quality and delivering speed” and “abundant smiles and passion” as key phrases to differentiate ourselves from other companies.」
Continued to improve customer satisfaction through quality, speed and customer service under the basic policy of “creating a sushi restaurant that goes beyond conveyor-belt sushi.” - FY2017-Q2RestatedAnnual report
「In our domestic business, we again focused on strengthening QSC, the fundamentals of food service, and implemented various operating initiatives to improve store profitability and brand strength.」
Continued to focus on strengthening QSC and implementing operating initiatives as means of improving store profitability and brand strength. - FY2017-Q1RestatedAnnual report
「Under these circumstances, our group worked as one to further improve customer satisfaction under the basic policy of “creating a sushi restaurant that goes beyond conveyor-belt sushi,” using “improving quality and delivering speed” and “abundant smiles and passion” as key phrases to differentiate ourselves from other companies.」
Reaffirmed “creating a sushi restaurant that goes beyond conveyor-belt sushi” as the basic policy and continued efforts to improve customer satisfaction through quality, speed and customer service. - FY2016First statedAnnual report
「Using “improving quality and delivering speed” and “abundant smiles and passion” as key phrases, we worked to differentiate ourselves from other companies and further improve our customer service.」
First introduced as an initiative aimed at creating a “new sushi restaurant” by differentiating through quality, service speed and customer service.