Integration Synergies with LIXILビバ in Joint Procurement, Logistics, Systems, Human Resources and Other Areas
First written in FY2021-Q1. 9 of 15 entries say "Restated". Latest entry: FY2025.
6 other companies' latest entry also says "Advanced".
- FY2025AdvancedAnnual report
「We will also reduce costs through the standardization of products at ムサシ and ビバホーム and pursue ongoing improvements in gross margin.」
The integration synergies with ビバホーム were developed into specific measures involving the standardization of PB brands, the standardization of products at ムサシ and ビバホーム, cost reductions and gross margin improvements. - FY2025-Q1RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the three-month period ended June 30.」
The company stated that there were no material changes to its existing management strategy, including integration synergies from joint procurement, logistics, systems, human resources and EC with ビバホーム. - FY2024AdvancedAnnual report
「By establishing a specialized PB product development department, we aim to expand the PB product mix by strengthening the development of proprietary products with added value. We will also integrate procurement and product development functions, not limited to PB products, to achieve ongoing improvements in gross margin.」
The establishment of a specialized PB product development department and the integration of procurement and product development functions were presented as specific implementation measures for integration synergies with ビバホーム. - FY2024-Q3RestatedAnnual report
「There were no material changes during the cumulative third quarter to the management policies, management strategies or other matters established by the Group.」
The company stated that there were no material changes to its existing management strategy, including integration synergies from joint procurement, logistics, systems, human resources and EC with ビバホーム. - FY2024-Q1RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the three-month period ended June 30.」
The company stated that there were no material changes to its existing management strategy, including integration synergies from joint procurement, logistics, systems, human resources and EC with ビバホーム. - FY2023-Q3RestatedAnnual report
「There were no material changes during the cumulative third quarter to the management policies, management strategies or other matters established by the Group.」
The company stated that there were no material changes to its existing management strategy, including integration synergies from joint procurement, logistics, systems, human resources and EC with ビバホーム. - FY2023-Q2AdvancedAnnual report
「株式会社ビバホーム was absorbed through a merger effective 1 September 2022. 2. Overview of the accounting treatment to be implemented」
The implementation of the absorption-type merger gave the integration synergy measures with ビバホーム a concrete legal and organizational foundation. No realized amount of the synergies themselves was stated. - FY2023-Q1RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the three-month period ended June 30.」
The company stated that there were no material changes to its existing management strategy, including integration synergies from joint procurement, logistics, systems, human resources and EC with ビバホーム. - FY2022AdvancedAnnual report
「The two companies are developing proprietary PB products with added value rather than commodity products. By sharing approximately 40,000 existing PB SKUs of both companies, they aim for PB products to account for 40% of sales. They will also integrate procurement and product development functions, not limited to PB products, to achieve ongoing improvements in gross margin.」
The integration synergy measures with ビバホーム were set out in the annual report, including the sharing of approximately 40,000 PB SKUs, a target for PB products to account for 40% of sales, and the integration of procurement and product development functions. - FY2022-Q3RestatedAnnual report
「There were no material changes during the cumulative third quarter to the management policies, management strategies or other matters established by the Group.」
The company stated that there were no material changes to its existing management strategy, including integration synergies from joint procurement, logistics, systems, human resources and EC with ビバホーム. - FY2022-Q2RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the six-month period ended September 30.」
The company stated that there were no material changes to its existing management strategy, including integration synergies from joint procurement, logistics, systems, human resources and EC with ビバホーム. - FY2021RestatedAnnual report
「The two companies will consider and implement mutual business alliances in the following areas: ① sharing and new joint development of PB (private-label) products; ② joint procurement of products; ③ joint procurement of fixtures, equipment, materials and other items; ④ cooperation on store-opening and store-operation strategies; ⑤ information sharing and cooperation relating to M&A; ⑥ cooperation in the EC (e-commerce) business; and ⑦ strengthening overseas expansion.」
The integration synergy initiatives with ビバホーム, including PB products, joint procurement, store openings, store operations, M&A, EC and overseas expansion, were also explicitly described in the annual report. - FY2021-Q3RestatedAnnual report
「There were no material changes during the cumulative third quarter to the management policies, management strategies or other matters established by the Group.」
The company disclosed that there were no material changes to its existing management strategy, including integration synergies from joint procurement, logistics, systems, human resources and EC with LIXILビバ. - FY2021-Q2AdvancedAnnual report
「Promptly after completion of the tender offer, an integration committee comprising officers and employees of both companies will be established, and discussions on business operating policies and other matters will begin toward the early realization of the objectives of the capital and business alliance agreement.」
Following completion of the tender offer, the capital and business alliance with LIXILビバ entered the implementation phase, with the establishment of an integration committee and the commencement of discussions on business operating policies stipulated. - FY2021-Q1First statedAnnual report
「The two companies will consider and implement mutual business alliances in the following areas: ① sharing and new joint development of PB (private-label) products; ② joint procurement of products; ③ joint procurement of fixtures, equipment, materials and other items; ④ cooperation on store-opening and store-operation strategies; ⑤ information sharing and cooperation relating to M&A; ⑥ cooperation in the EC (e-commerce) business; and ⑦ strengthening overseas expansion.」
The company newly presented a framework for sharing and jointly developing PB products, joint procurement of products and other items, cooperation on store openings and store operations, M&A, EC and overseas expansion through its alliance with LIXILビバ. The standardization and reorganization of head-office functions, systems and logistics, personnel systems, recruitment and training, customer management and group branding were also identified for consideration.