Building a New Business Model for Long-Term Operation
First written in FY2017-Q1. 13 of 26 entries say "Advanced", first in FY2023. Latest entry: FY2027-H1.
3 other companies' latest entry also says "Advanced".
- FY2027-H1AdvancedAnnual report
「Yoshinoya promoted efforts to enhance customer value and digitize store operations.」
Regarding the transition to a new business model, the number of Yoshinoya stores operating under the new service model increased by 28 to 618. - FY2026-H1AdvancedAnnual report
「Yoshinoya continues to renovate and open stores under the new service model, “Cooking & Comfort” and “Jigsaw Counter,”」
The Group continued renovations and store openings under the new service model, increasing the number of Yoshinoya target stores by 23, from 540 to 563. - FY2025AdvancedAnnual report
「The number of stores being converted to the new service model increased by 128 during the fiscal year, from 412 to 540, while the number of takeout and delivery specialty stores increased by 7, from 37 to 44.」
Regarding the transformation of the existing business model, the number of new service model stores increased by 128 during the year to 540, while the number of takeout and delivery specialty stores increased to 44. - FY2025-H1AdvancedAnnual report
「As part of the Group’s initiatives in its existing businesses, Yoshinoya continues to actively renovate existing stores under the Cooking & Comfort format, while Hanamaru continues to refine its products, including improvements to its tempura batter. Both Yoshinoya and Hanamaru also hold product and customer service contests to strengthen service capabilities, and focus on enhancing the value of the dining space itself, in addition to the value of the food.」
Regarding the transformation of the existing business model, the Group gave concrete form to initiatives involving Cooking & Comfort renovations, product improvements, product and customer service contests, and enhancement of the value of the dining space. - FY2025-Q1AdvancedAnnual report
「The number of stores being converted to the new service model increased by 18, from 412 at the end of the previous fiscal year to 430, while the number of takeout and delivery specialty stores increased from 37 to 39.」
The Group continued converting stores to the new service model, increasing the number of target stores by 18 from the end of the previous fiscal year to 430. - FY2025-Q1AdvancedAnnual report
「Yoshinoya is actively renovating existing stores under the Cooking & Comfort format, while Hanamaru is refining its products, including improving its tempura batter, and strengthening service capabilities. Both are working to further differentiate themselves from competitors and focusing on enhancing the value of the dining space itself, in addition to the value of the food.」
Regarding the transformation of the existing business model, the Group continued Cooking & Comfort renovations at Yoshinoya and product improvements and service enhancements at Hanamaru, giving concrete form to initiatives aimed at improving the value of the dining space. - FY2024-Q3AdvancedAnnual report
「The number of stores converted to the new service model, “Cooking & Comfort” and “Jigsaw Counter,” reached 377 after 14 new store openings and renovations at 64 stores.」
The number of new service model stores aimed at transforming the existing model expanded to 377 through 14 new store openings and 64 renovations. - FY2024-Q3AdvancedAnnual report
「The number of stores converted to the new service model, “Cooking & Comfort” and “Jigsaw Counter,” reached 377 after 14 new store openings and renovations at 64 stores.」
To transform its existing business model, the Group advanced the conversion to new service model stores through 14 new store openings and 64 renovations, increasing the number of target stores from 350 in the previous quarter to 377. - FY2024-Q2AdvancedAnnual report
「The number of stores converted to the new service model, “Cooking & Comfort” and “Jigsaw Counter,” reached 350 after 10 new store openings and renovations at 41 stores.」
To transform its existing business model, the Group advanced the conversion to the new service model through 10 new store openings and 41 renovations, bringing the number of target stores to 350. - FY2023AdvancedAnnual report
「As part of its initiatives in technology, the Group will introduce equipment and devices that simplify and improve the efficiency of complex operations and improve the workplace environment, thereby securing labor and raising productivity. In March 2023, it separated the information systems function from the Group Finance and Accounting Division and established the Group Digital Technology Promotion Division. By responding to rapid changes in the business environment in an agile and proactive manner and promoting the effective use of digital technology, the Group will achieve digital transformation (DX) and drive the transformation of its existing business model.」
To build a new business model to replace the existing model, the Group separated its information systems function and established the Group Digital Technology Promotion Division, specifying concrete measures for transforming the model through DX. - FY2022RestatedAnnual report
「To achieve its long-term vision, “NEW BEGINNINGS 2025,” the Group’s challenge is to build a “new business model” that can operate over the long term in place of its current business model. In creating a model for market creation and value provision that goes beyond the existing restaurant industry, the Group has already begun initiatives that depart significantly from the past, including materials development and improvements to how products are provided.」
The Group continues to pursue, as challenges, a new model to replace its existing business model, materials development, and improvements to product provision. - FY2021RestatedAnnual report
「To achieve its long-term vision, “NEW BEGINNINGS 2025,” the Group’s challenge is to build a “new business model” that can operate over the long term in place of its current business model. In creating a model for market creation and value provision that goes beyond the existing restaurant industry, the Group has already begun initiatives that depart significantly from the past, including materials development and improvements to how products are provided.」
The Group continues to pursue, as challenges, a new model to replace its existing business model, materials development, and improvements to product provision. - FY2021-Q3RestatedAnnual report
「To achieve its long-term vision, “NEW BEGINNINGS 2025,” the Group’s challenge is to build a “new business model” that can operate over the long term in place of its current business model. In creating a model for market creation and value provision that goes beyond the existing restaurant industry, the Group has already begun initiatives that depart significantly from the past, including materials development and improvements to how products are provided.」
The Group continues to pursue, as challenges, a new business model to replace its current business model, materials development, and improvements to product provision. - FY2020-Q3RestatedAnnual report
「The Group’s medium- to long-term challenge is to build a “new business model” that can operate over the long term in place of its current business model. In creating a model for market creation and value provision that goes beyond the existing restaurant industry, the Group has already begun initiatives that depart significantly from the past, including materials development and improvements to how products are provided.」
The Group continues to pursue, as medium- to long-term challenges, a new business model to replace the existing model, materials development, and improvements to product provision. - FY2019-Q3RestatedAnnual report
「The Group’s medium- to long-term challenge is to build a “new business model” that can operate over the long term in place of its current business model. In creating a model for market creation and value provision that goes beyond the existing restaurant industry, the Group has already begun initiatives that depart significantly from the past, including materials development and improvements to how products are provided. Going forward, it will further intensify these initiatives while pursuing a breakthrough through even more distinctive “innovation.” It has named this “innovation” the “Redefinition of the Restaurant Industry” and will pursue it as a growth theme for the Group as a whole.」
The Group continues to describe a new business model, materials development, improvements to product provision, and a breakthrough through innovation as growth themes. - FY2018SoftenedAnnual report
「Although creating a previously unseen “new business model” will take several more years, the Group aims during this period to achieve market creation and value provision that go beyond the existing restaurant industry. Going forward, it must further increase the pace of its efforts while pursuing a breakthrough through even more distinctive innovation.」
The period required to achieve the new business model was described as “several more years,” rather than the previous “approximately 2 or 3 years,” reducing the specificity of the timeframe. The Group continues to pursue market creation beyond materials development and improvements to product provision, as well as innovation. - FY2018-Q3RestatedAnnual report
「The Group’s medium- to long-term challenge is to build a “new business model” that can operate over the long term in place of its current business model. In creating a model for market creation and value provision that goes beyond the existing restaurant industry, the Group has already begun initiatives that depart significantly from the past, including materials development and improvements to how products are provided. Going forward, it will further intensify these initiatives while pursuing a breakthrough through even more distinctive “innovation.” It has named this “innovation” the “Redefinition of the Restaurant Industry” and will pursue it as a growth theme for the Group as a whole.」
The Group continues to describe a new business model, materials development, improvements to product provision, and a breakthrough through innovation as growth themes. - FY2018-Q2RestatedAnnual report
「The Group’s medium- to long-term challenge is to build a “new business model” that can operate over the long term in place of its current business model. In creating a model for market creation and value provision that goes beyond the existing restaurant industry, the Group has already begun initiatives that depart significantly from the past, including materials development and improvements to how products are provided. Going forward, it will further intensify these initiatives while pursuing a breakthrough through even more distinctive “innovation.” It has named this “innovation” the “Redefinition of the Restaurant Industry” and will pursue it as a growth theme for the Group as a whole.」
The Group continues to describe a new business model, materials development, improvements to product provision, and a breakthrough through innovation as growth themes. - FY2018-Q1RestatedAnnual report
「The Group’s medium- to long-term challenge is to build a “new business model” that can operate over the long term in place of its current business model. In creating a model for market creation and value provision that goes beyond the existing restaurant industry, the Group has already begun initiatives that depart significantly from the past, including materials development and improvements to how products are provided. Going forward, it will further intensify these initiatives while pursuing a breakthrough through even more distinctive “innovation.” It has named this “innovation” the “Redefinition of the Restaurant Industry” and will pursue it as a growth theme for the Group as a whole.」
The Group continues to pursue, as growth themes, a new model to replace its current business model, materials development and improvements to product provision, and a breakthrough through innovation. - FY2017Specify the period for implementationAnnual report
「Although creating a previously unseen “new business model” will take approximately 2 or 3 years, the Group aims during this period to achieve market creation and value provision that go beyond the existing restaurant industry. Going forward, it must further increase the pace of its efforts while pursuing a breakthrough through even more distinctive innovation.」
The Group specified a timeframe of approximately 2 or 3 years for creating a new business model, in addition to its existing materials development and improvements to product provision, and stated its policy of increasing the pace of these efforts. - FY2017-Q3RestatedAnnual report
「The Group’s medium- to long-term challenge is to build a “new business model” that can operate over the long term in place of its current business model. In creating a model for market creation and value provision that goes beyond the existing restaurant industry, the Group has already begun initiatives that depart significantly from the past, including materials development and improvements to how products are provided. Going forward, it will further intensify these initiatives while pursuing a breakthrough through even more distinctive “innovation.” It has named this “innovation” the “Redefinition of the Restaurant Industry” and will pursue it as a growth theme for the Group as a whole.」
The Group continues to describe a new business model, materials development and improvements to product provision as growth themes, together with a breakthrough through innovation. - FY2017-Q2RaisedAnnual report
「The Group’s medium- to long-term challenge is to build a “new business model” that can operate over the long term in place of its current business model. In creating a model for market creation and value provision that goes beyond the existing restaurant industry, the Group has already begun initiatives that depart significantly from the past, including materials development and improvements to how products are provided. Going forward, it will further intensify these initiatives while pursuing a breakthrough through even more distinctive “innovation.”」
The Group states that, in addition to its existing materials development and improvements to product provision, it will further intensify these efforts and pursue a breakthrough through distinctive innovation. - FY2017-Q1First statedAnnual report
「The Group’s medium- to long-term challenge is to build a “new business model” that can operate over the long term in place of its current business model. In creating a model for market creation and value provision that goes beyond the existing restaurant industry, the Group has already begun initiatives that depart significantly from the past, including materials development and improvements to how products are provided.」
The Group identifies a new model to replace the existing model as a medium- to long-term challenge and states that it has begun developing materials and improving methods of product provision.