Expansion of all-made-to-order “Uobei” stores
First written in FY2016. 32 of 35 entries say "Advanced", first in FY2017-Q1. Latest entry: 2026-10-30.
No other company in this theme has enough history to compare yet.
- 2026-10-30AdvancedEarnings
「店舗展開につきましては、「魚べい」３店舗、「うま勝」２店舗等で計７店舗を出店したことにより、国内の総店舗数は200店舗となりました。」
魚べいを含む国内店舗展開が進み、国内総店舗数は200店舗となった。 - FY2026AdvancedAnnual report
「Regarding store expansion, while steadily advancing plans to increase openings, we opened the concept store "GENKISUSHI × Uobei" in Ueno, Taito-ku, Tokyo, in October 2025.」
As a concrete step in expanding store openings, launched the concept store "GENKISUSHI × Uobei" in Ueno in October 2025. In Japan, opened 7 stores and closed 4 stores, bringing total stores to 194. - FY2026-H1AdvancedAnnual report
「Regarding store expansion, we made preparations, centered on the concept store "GENKI SUSHI × Uobei Ueno," for opening multiple stores from the second half onward. The total number of stores in Japan was 191 after opening 1 store and closing 1 store. We also renovated 6 Uobei-format stores and 1 Senryo-format store.」
Advanced preparations for the concept store ahead of opening multiple stores from the second half onward. In Japan, opened 1 store, closed 1 store, and renovated 6 Uobei-format stores and 1 Senryo-format store. - FY2025AdvancedAnnual report
「Regarding store expansion, we opened multiple stores in new business formats, primarily eel specialty stores. We also rebranded the existing "Uobei" brand and opened "Uomai" in Utsunomiya, Tochigi Prefecture, as a new flagship store. As a result, we opened 8 stores and closed 2 stores, bringing the total number of stores in Japan to 191. We also renovated 7 stores to improve store services and customer convenience.」
Opened 8 stores and closed 2 stores in Japan, bringing total stores to 191. Multiple eel specialty stores, the opening of the "Uomai" flagship store and renovations at 7 stores broadened the previous store-opening and renovation initiatives to include new business formats and rebranding. - FY2025-H1AdvancedAnnual report
「Regarding store expansion, we opened 2 stores and closed 2 stores, bringing the total number of stores in Japan to 185.」
Opened and closed stores in Japan, maintaining total stores in Japan at 185. - FY2024AdvancedAnnual report
「Regarding store expansion, we opened 5 stores and closed 3 stores, bringing the total number of stores in Japan to 185. We also renovated 5 stores to improve store services and customer convenience.」
Opened 5 stores and closed 3 stores in Japan, bringing total stores in Japan to 185. Also renovated 5 stores, advancing store expansion and improvements to service and convenience at existing stores. - FY2024-Q3AdvancedAnnual report
「Regarding store expansion, we opened 4 stores and closed 3 stores, bringing the total number of stores in Japan to 184. We also renovated 3 stores to improve store services and customer convenience.」
Opened 4 stores, closed 3 stores and renovated 3 stores in Japan. Total stores in Japan reached 184. - FY2024-Q2AdvancedAnnual report
「Regarding store expansion, as a new initiative, we opened "Uobei mini Kanda University Hospital" in June 2023. At approximately 35 tsubo, it is smaller than our standard stores of approximately 120 tsubo. We opened 3 stores and closed 2 stores in Japan, bringing the total number of stores to 184.」
In June 2023, launched the new, smaller-format "Uobei mini" stores, and opened 3 stores and closed 2 stores in Japan, bringing total stores to 184. - FY2024-Q1AdvancedAnnual report
「Regarding store expansion, we opened 2 stores and closed 1 store, bringing the total number of stores in Japan to 184.」
Opened 2 stores and closed 1 store in Japan, bringing total stores in Japan to 184. - FY2023-Q3AdvancedAnnual report
「Regarding store expansion, we opened 12 stores and closed 4 stores, bringing the total number of stores in Japan to 188.」
Opened 12 stores and closed 4 stores in Japan, bringing total stores to 188 from 185 in the previous quarter. - FY2023-Q2AdvancedAnnual report
「Regarding store expansion, we opened 8 stores and closed 3 stores, bringing the total number of stores in Japan to 185.」
Opened 8 stores and closed 3 stores in Japan, bringing total stores to 185 from 180 at the end of the previous fiscal year. - FY2022AdvancedAnnual report
「Regarding store expansion, we opened 19 stores, including stores in new business formats, while closing 4 stores, bringing the total number of stores to 180.」
Continued expanding stores in Japan, opening 19 stores including new business formats and closing 4 stores. Total stores in Japan reached 180. - FY2022-Q2AdvancedAnnual report
「Regarding store expansion, we opened a tempura specialty store in Tokyo as a new business format. We opened 6 stores in Japan, including the new format, and closed 2 stores, bringing the total to 169.」
Opened 6 stores in Japan, including the new format, and closed 2 stores, bringing total stores in Japan to 169. - FY2022-Q1AdvancedAnnual report
「Regarding store expansion, we opened 3 stores and closed 1 store, bringing the total number of stores in Japan to 167.」
Continued the policy of opening stores in Japan, opening 3 stores and closing 1 store during the quarter. Total stores in Japan reached 167. - FY2021-Q3AdvancedAnnual report
「Regarding store expansion, while maintaining our policy of opening "conveyor-belt-free sushi" format stores, we proceeded steadily with new openings in anticipation of the post-COVID-19 environment. During the nine months ended the third quarter, we opened 12 new stores and closed 8 unprofitable and other stores, bringing the total number of stores in Japan to 162.」
Maintained the policy of opening "conveyor-belt-free sushi" format stores, opening 12 new stores and closing 8 stores during the nine months ended the third quarter. Total stores in Japan reached 162. - FY2021-Q2AdvancedAnnual report
「Regarding store expansion, while maintaining our policy of opening "conveyor-belt-free sushi" format stores, we proceeded steadily with new openings in anticipation of the post-COVID-19 environment.」
Maintained the policy of opening "conveyor-belt-free sushi" format stores in Japan, opening 6 new stores and closing 4 stores during the six months ended the second quarter. Total stores in Japan reached 160. - FY2021-Q1AdvancedAnnual report
「During the three months ended the first quarter, we opened 3 new stores and closed 2 unprofitable and other stores, bringing the total number of stores in Japan to 159.」
Maintained the policy of opening "conveyor-belt-free sushi" format stores, opening 3 new stores and closing 2 stores during the three months ended the first quarter. Total stores in Japan reached 159. - FY2020AdvancedAnnual report
「Regarding store expansion, we focused on expanding stores in the "conveyor-belt-free sushi" format while working to strengthen our competitiveness. During the consolidated fiscal year, we opened 10 new stores and closed 6 unprofitable and other stores, bringing the total number of stores in Japan to 158, including 136 in the "conveyor-belt-free sushi" format. We also renovated 2 stores.」
During the year, opened 10 new stores, closed 6 stores and renovated 2 stores in Japan. Of the 158 stores in Japan, 136 were in the "conveyor-belt-free sushi" format. - FY2020-Q3AdvancedAnnual report
「Regarding store expansion, we focused on expanding our "conveyor-belt-free sushi" stores while working to strengthen our competitiveness. During the nine months ended the third quarter, we opened 5 new stores and closed 4 unprofitable stores, bringing the total number of stores in Japan to 155, including 131 "conveyor-belt-free sushi" stores. We also renovated 2 stores.」
During the nine months ended the third quarter, opened 5 new stores, closed 4 stores and renovated 2 stores. Total stores in Japan reached 155, including 131 "conveyor-belt-free sushi" stores. - FY2020-Q2AdvancedAnnual report
「Regarding store expansion, we focused on expanding our "conveyor-belt-free sushi" stores while working to strengthen our competitiveness. During the six months ended the second quarter, we opened 3 new stores and closed 1 unprofitable store, bringing the total number of stores in Japan to 156, including 127 "conveyor-belt-free sushi" stores. We also renovated 1 store.」
During the six months ended the second quarter, opened 3 new stores, closed 1 store and renovated 1 store. Total stores in Japan reached 156, including 127 "conveyor-belt-free sushi" stores. - FY2020-Q1AdvancedAnnual report
「Regarding store expansion, we focused on expanding our "conveyor-belt-free sushi" stores while working to strengthen and enhance our competitiveness. During the consolidated fiscal year, we opened 2 new stores, bringing the total number of stores in Japan to 156, including 126 "conveyor-belt-free sushi" stores.」
Continued expanding "conveyor-belt-free sushi" stores, with 2 new stores, 156 stores in Japan in total, including 126 of this format. - FY2019-Q3AdvancedAnnual report
「Regarding store expansion, we concentrated management resources on opening and renovating “non-conveyor-belt sushi” stores and continued to focus on increasing the number of stores in this format. During the cumulative third quarter, we opened 10 new stores and closed 9 unprofitable and other stores, bringing the total number of stores to 153.」
Continued to concentrate management resources on “non-conveyor-belt sushi,” opening 10 stores and closing 9 stores during the cumulative third quarter. The total number of domestic stores reached 153. - FY2019-Q2AdvancedAnnual report
「Regarding store expansion, we concentrated management resources on opening and renovating “non-conveyor-belt sushi” stores and continued to focus on increasing the number of stores in this format. During the cumulative second quarter, we opened 5 new stores and closed 7 unprofitable stores, bringing the total number of stores to 150.」
Continued to focus on opening and renovating “non-conveyor-belt sushi” stores, opening 5 stores and closing 7 stores during the cumulative second quarter. The total number of domestic stores reached 150. - FY2019-Q1ReframedAnnual report
「The buildings housing our stores, excluding building fixtures, had traditionally been depreciated over a useful life of 7 years. During the cumulative first quarter, we reviewed the useful life, primarily to 20 years, and applied the change prospectively after considering the expected future periods of use and investment plans. This followed the completion of the conversion from conventional “conveyor-belt sushi” to all-made-to-order “non-conveyor-belt sushi” stores under the policy of rebuilding and strengthening dominant areas, the resulting predominance of steel-frame store structures, and our policy of focusing on investment in new stores going forward.」
The company indicated that the conversion of existing stores to “non-conveyor-belt sushi” was largely complete and that the focus of its policy had shifted to investment in new stores. - FY2018AdvancedAnnual report
「Regarding store expansion, we concentrated management resources on opening and renovating “non-conveyor-belt sushi” stores and continued to focus on increasing the number of stores in this format. During the fiscal year, we opened 13 new stores and closed 9 unprofitable stores, bringing the total number of stores to 152. We also carried out renovations and other work at 9 stores.」
Continued to concentrate management resources on “non-conveyor-belt sushi,” opening 13 stores, closing 9 stores and renovating 9 stores during the year. The number of domestic stores at year-end reached 152. - FY2018-Q3AdvancedAnnual report
「Regarding store expansion, we concentrated management resources on opening and renovating “non-conveyor-belt sushi” stores and continued to focus on increasing the number of stores in this format. During the cumulative third quarter, we opened 12 new stores and closed 7 unprofitable and other stores, bringing the total number of stores to 153. We also carried out renovations and other work at 9 stores.」
Continued to concentrate management resources on “non-conveyor-belt sushi,” opening 12 stores, closing 7 stores and renovating 9 stores during the cumulative third quarter. The total number of domestic stores reached 153. - FY2018-Q2AdvancedAnnual report
「Regarding store expansion, we concentrated management resources on opening and renovating “non-conveyor-belt sushi” stores and continued to focus on increasing the number of stores in this format. During the cumulative second quarter, we opened 6 new stores and closed 2 unprofitable stores, bringing the total number of stores to 152. We also carried out renovations and other work at 6 stores.」
Continued to concentrate management resources on “non-conveyor-belt sushi,” opening 6 stores, closing 2 stores and renovating 6 stores during the cumulative second quarter. The total number of domestic stores reached 152. - FY2018-Q1AdvancedAnnual report
「Regarding store expansion, we concentrated management resources on opening and renovating “non-conveyor-belt sushi” stores and continued to focus on increasing the number of stores in this format. During the cumulative first quarter, we opened 3 new stores and closed 1 unprofitable store, bringing the total number of stores to 150. We also carried out renovations and other work at 4 stores.」
Continued to concentrate management resources on “non-conveyor-belt sushi,” opening 3 stores, closing 1 store and renovating 4 stores during the cumulative first quarter. The total number of domestic stores reached 150. - FY2017AdvancedAnnual report
「Regarding store expansion, we concentrated management resources on opening and renovating all-made-to-order “non-conveyor-belt sushi” stores and continued to focus on increasing the number of stores in this format. During the fiscal year, we opened 19 new stores and closed 4 unprofitable stores, bringing the total number of stores to 148. We also carried out renovations and other work at 10 stores.」
Continued to focus on all-made-to-order stores, opening 19 stores, closing 4 stores and renovating 10 stores during the year. The total number of domestic stores reached 148. - FY2017-Q3AdvancedAnnual report
「Regarding store expansion, we concentrated management resources on opening and renovating all-made-to-order “non-conveyor-belt sushi” stores and continued to focus on increasing the number of stores in this format. During the cumulative third quarter, we opened 14 new stores and closed 2 unprofitable stores, bringing the total number of stores to 145. We also carried out renovations and other work at 10 stores.」
Continued to concentrate management resources on all-made-to-order stores, opening 14 stores, closing 2 stores and renovating 10 stores on a cumulative basis. The total number of stores reached 145. - FY2017-Q2AdvancedAnnual report
「Regarding store expansion, we concentrated management resources on opening and renovating all-made-to-order “non-conveyor-belt sushi” stores and continued to focus on increasing the number of stores in this format. During the cumulative second quarter, we opened 7 new stores and closed 1 unprofitable store, bringing the total number of stores to 139. We also carried out renovations and other work at 9 stores.」
Continued to focus on all-made-to-order stores, opening 7 new stores and renovating 9 stores on a cumulative basis. The total number of stores reached 139. - FY2017-Q1AdvancedAnnual report
「Regarding store expansion, we concentrated management resources on opening and renovating all-made-to-order stores without conveyor belts and continued to focus on increasing the number of stores in this format. During the cumulative first quarter, we opened 4 new stores and closed 1 unprofitable store, bringing the total number of stores to 136. We also carried out renovations and other work at 5 stores, bringing the total number of all-made-to-order stores to 66.」
Continued to concentrate management resources on all-made-to-order stores, opening 4 new stores and renovating 5 stores during the quarter. The number of stores in this format reached 66. - FY2016First statedAnnual report
「Regarding store expansion, we concentrated management resources on opening and renovating all-made-to-order stores that have no conveyor belt and deliver all items ordered via touch panels on a high-speed lane, and continued to focus on increasing the number of stores in this format.」
Identified concentrating store openings and renovations on all-made-to-order stores using touch-panel ordering and high-speed lanes as the central initiative for allocating management resources.