Management reform targets under MAP3, including a 3% ordinary profit margin
First written in FY2020. 15 of 23 entries say "Advanced", first in FY2021-Q1. Latest entry: 2026-08-10.
No other company in this theme has enough history to compare yet.
- 2026-08-10RestatedEarnings
「To achieve the initiatives under the medium-term management plan for the fiscal years ending March 2025 to March 2027—expanding profitability (expanding sales revenue to ¥100 billion and improving the ordinary income margin), improving capital efficiency (improving ROE), and enhancing shareholder returns and DOE—we are addressing the relevant issues and measures.」
The company continued its 3-pillar medium-term initiatives and policies to achieve sales revenue of ¥100 billion and improve the ordinary income margin, ROE, shareholder returns and DOE. - FY2026AdvancedAnnual report
「The main progress against the numerical targets under the medium-term management initiatives for the fiscal years ending March 2025 through March 2027 is as follows: indicator; fiscal year ending March 2027 (target); fiscal year ending March 2026 (actual). Sales: ¥100,000 million; ¥93,044 million. Ordinary profit margin: 4%; 2.6%. ROE: at least 10%; 6.8%. Payout ratio: at least 25%; 20.4%. DOE: at least 2.5%; 1.3%.」
The company disclosed fiscal year ending March 2026 results against the targets under its medium-term management initiatives. Sales were ¥93,044 million, the ordinary profit margin was 2.6%, ROE was 6.8%, the payout ratio was 20.4%, and DOE was 1.3%, all below the targets. - FY2026-H1AdvancedAnnual report
「The Group is addressing various challenges and measures to achieve the medium-term management initiatives for the fiscal years ending March 2025 through March 2027: expanding profitability through higher sales, including a ¥100,000 million sales target, and improving the ordinary profit margin; improving capital efficiency through measures to improve ROE; and enhancing shareholder returns through measures to improve the payout ratio of at least 25% and DOE. During the current interim consolidated accounting period, measures to expand profitability included maximizing sales through thorough implementation of everyday low prices and jointly developing, procuring, and selling popular products with the e-commerce business of a subsidiary. In stores, the Group worked to eliminate stockouts and reduce markdown and disposal losses. Rigorous product freshness management improved the markdown and disposal loss rate by approximately 6% year on year.」
The company continues the three pillars of its medium-term initiatives: ¥100,000 million in sales, improved ROE, and a payout ratio of at least 25% together with improved DOE. During the interim period, it advanced EDLP, joint e-commerce initiatives, and stockout and loss reduction measures, improving the markdown and disposal loss rate by approximately 6% year on year. - FY2025AdvancedAnnual report
「Sales: ¥100,000 million, ¥88,820 million; ordinary profit margin: 4%, 2.7%; ROE: at least 10%, 7.5%; payout ratio: at least 25%, 16.7%; DOE: at least 2.5%, 1.2%」
For the medium-term management initiatives through the fiscal year ending March 2027, the company disclosed first-year results of sales of ¥88,820 million, an ordinary profit margin of 2.7%, ROE of 7.5%, a payout ratio of 16.7%, and DOE of 1.2%. All were below the stated targets. - FY2025-H1ReframedAnnual report
「The Group is addressing various challenges and measures to achieve the medium-term management initiatives for the fiscal years ending March 2025 through March 2027: expanding profitability by increasing sales and improving the ordinary profit margin, improving capital efficiency through measures to raise ROE, and enhancing shareholder returns by increasing the payout ratio and DOE.」
The individual management reform targets disclosed under MAP3 have been reorganized into three pillars for the medium-term management initiatives for the fiscal years ending March 2025 through March 2027: profitability, capital efficiency, and shareholder returns. - FY2024AdvancedAnnual report
「Ordinary profit margin (before application of the revenue recognition accounting standard): 3%, 2.30%, 2.82%; markup rate (change from previous fiscal year): +0.2%, △0.5%, △0.5%; existing-store inventory (year-on-year change): △3%, +2.4%, △5.9%; markdown loss (year-on-year change excluding special-sale items): △3%, △7.3%, +1.6%; shrinkage loss at selling prices (year-on-year change): △0.02%, △1.9%, +5.3%」
As part of MAP3's annual progress, the ordinary profit margin improved to 2.82% but remained below the 3% target. Existing-store inventory declined 5.9%, exceeding the target, while markdown losses and shrinkage losses increased from the previous fiscal year, and the markup rate did not improve. - FY2024-Q3AdvancedAnnual report
「Operating profit was ¥1,980 million, up 27.6% year on year. Although personnel costs increased due to base-pay increases and other factors, the expense ratio improved by 0.9 percentage points as a result of higher gross profit accompanying increased net sales, improved productivity through work reforms, and lower utility expenses due to measures to reduce electricity consumption and lower electricity unit prices under the government's measures to mitigate sharp increases in prices.」
In connection with MAP3's reform targets, the expense ratio improved by 0.9 percentage points as a result of productivity gains from process reform, lower utility costs, and other factors. - FY2024-Q2AdvancedAnnual report
「In these circumstances, to realize the medium- to long-term basic policy of becoming an easy-to-work-for, highly profitable company that contributes to society by providing customers with better products that make daily life richer, more enjoyable, healthier, and more comfortable, at reassuring prices and with warm service, the Group is pursuing the numerical management reform targets set out in the medium- to long-term management reform project MAP3 (Makiya-group Advancing Profit 3). Its priority initiatives are (1) thoroughly strengthening product capabilities and product range, (2) implementing reassuringly low prices (ELP) and strengthening sales of private-brand (PB) and local-brand (LB) products, (3) reducing loss amounts and eliminating excess and slow-moving inventory, (4) eliminating thin inventories and stockouts and using volume displays, and (5) promoting work-style reform through process reform. The Group is working to strengthen its management platform and enhance corporate value.」
The company reports measurable progress under MAP3's five priority initiatives, with the expense ratio improving by 1.0 percentage points through productivity gains from process reform, measures to reduce electricity consumption, and other initiatives. - FY2024-Q1RestatedAnnual report
「In these circumstances, to realize the medium- to long-term basic policy of becoming an easy-to-work-for, highly profitable company that contributes to society by providing customers with better products that make daily life richer, more enjoyable, healthier, and more comfortable, at reassuring prices and with warm service, the Group is pursuing the numerical management reform targets set out in the medium- to long-term management reform project MAP3 (Makiya-group Advancing Profit 3). Its priority initiatives are (1) thoroughly strengthening product capabilities and product range, (2) implementing reassuringly low prices (ELP) and strengthening sales of private-brand (PB) and local-brand (LB) products, (3) reducing loss amounts and eliminating excess and slow-moving inventory, (4) eliminating thin inventories and stockouts and using volume displays, and (5) promoting work-style reform through process reform. The Group is working to strengthen its management platform and enhance corporate value.」
The company continues MAP3 and its five priority initiatives. This disclosure does not present achievement results for individual MAP3 numerical targets. - FY2023AdvancedAnnual report
「To reduce loss amounts, the Group is actively working to reduce markdowns for products approaching their use-by dates and disposals of food and other products. Loss amounts were reduced by 14.3% from the previous fiscal year.」
As part of MAP3's annual progress, loss amounts were reduced by 14.3% from the previous fiscal year. Meanwhile, the ordinary profit margin was 2.30% against the 3% target, the markup rate declined 0.5% from the previous fiscal year, and existing-store inventory increased 2.4%, indicating that several targets were not achieved. - FY2023-Q3AdvancedAnnual report
「With regard to reducing loss amounts, the company has actively worked to reduce markdowns due to approaching expiry dates and disposals of food and other products, reducing loss amounts by 15.1% year on year.」
Regarding MAP3's reduction of loss amounts, the company reports that it reduced loss amounts by 15.1% year on year by cutting markdowns for products approaching their use-by dates and disposals. - FY2023-Q2AdvancedAnnual report
「To reduce loss amounts, the Group is actively working to reduce markdowns for products approaching their use-by dates and disposals of food and other products. Loss amounts have been reduced by 11.5% year on year.」
Regarding MAP3's reduction of loss amounts, the company reports measurable new progress, reducing loss amounts by 11.5% year on year by cutting markdowns for products approaching their use-by dates and disposals. - FY2023-Q1AdvancedAnnual report
「The Group organized the medium- to long-term management reform project MAP3 (Makiya-group Advancing Profit 3) and is making every effort to achieve its numerical management reform targets through (1) process improvements and work-style reform, (2) enhancements to product range, quality, prices, selling methods, and service, (3) recommended sales of First Choice products, (4) eliminating stockouts, improving shelf presentation, and using volume displays, and (5) reducing loss amounts and improving procurement costs. The Group is working to strengthen its management platform and enhance corporate value. Disposal loss amounts have been reduced by 3.7% year on year.」
The company is implementing five measures based on MAP3's three reform pillars and has reduced disposal loss amounts by 3.7% year on year. - FY2022-Q3AdvancedAnnual report
「From the previous consolidated fiscal year, the Group has organized the medium- to long-term management reform project MAP3 (Makiya-group Advancing Profit3), set numerical targets for each management reform initiative, and is strengthening its management platform and enhancing corporate value around three pillars: (1) reducing loss amounts from markdowns and disposals, (2) improving the markup rate by strengthening sales of private-brand and First Choice products, and (3) improving labor productivity through back-room operating rules and process improvements. Under these measures, disposal loss amounts have been reduced by approximately 15% year on year. Improvement in the markup rate, however, has been limited because of price matching against competitors and higher purchase prices resulting from rising raw material costs, although the Group continues to improve procurement costs and implement other measures.」
The company reports that MAP3 reduced disposal loss amounts by approximately 15% year on year, while improvement in the markup rate has been limited by competitive pricing and higher raw material costs. - FY2022-Q2RestatedAnnual report
「Since the previous consolidated fiscal year, the group has organised the Medium- to Long-Term Management Reform Project MAP3 (Makiya-group Advancing Profit3), established management reform targets centred on (1) reducing losses from markdowns and disposals, (2) improving the initial markup rate by strengthening sales of private-label and First Choice products, and (3) improving labour productivity through backroom operating rules, work improvements and other measures, and has been working to strengthen its management foundation and enhance corporate value.」
The company continues its policy of setting MAP3's three reform pillars and numerical management reform targets. This filing does not present any new target achievement figures. - FY2022-Q1RestatedAnnual report
「Since the previous consolidated fiscal year, the group has organised the Medium- to Long-Term Management Reform Project MAP3 (Makiya-group Advancing Profit3), established management reform targets centred on (1) reducing losses from markdowns and disposals, (2) improving the initial markup rate by strengthening sales of private-label and First Choice products, and (3) improving labour productivity through backroom operating rules, work improvements and other measures, and has been working to strengthen its management foundation and enhance corporate value.」
The company continues to pursue MAP3's reform targets and three pillars. Although some results are described as broadly in line with plan, no new specific target achievement figures are presented. - FY2021AdvancedAnnual report
「Ordinary profit margin: target 3%, 1.41%, 3.27%; markup rate: +0.2%, △0.5%, △1.0%; inventory: △3%, existing stores △6.3%, existing stores △1.0%; markdown loss: △3%, —, △16.5%; shrinkage loss: △0.02%, +6.0%, △9.9%」
As part of MAP3's annual progress, the ordinary profit margin reached 3.27%, exceeding the 3% target, while markdown losses and shrinkage losses also improved. The markup rate and existing-store inventory, however, remained below their respective targets. - FY2021-Q3AdvancedAnnual report
「From the current consolidated fiscal year, the Group organized the MAP3 management reform project (Makiya-group Advancing Profit3), set numerical targets for each management reform initiative, and is promoting them around three pillars: (1) reducing loss amounts, (2) improving the markup rate, and (3) improving labor productivity. In particular, reductions in loss amounts improved the gross profit margin for the nine-month period ended in the third quarter by 0.33 percentage points from the same period of the previous year.」
The company reports a new measurement showing that, while continuing MAP3's reform initiatives, the gross profit margin for the nine-month period ended in the third quarter improved by 0.33 percentage points year on year as a result of lower loss amounts. - FY2021-Q2AdvancedAnnual report
「From the current consolidated fiscal year, the Group organized the MAP3 management reform project (Makiya-group Advancing Profit3), set numerical targets for each management reform initiative, and is promoting (1) reductions in loss amounts, (2) improvement in the markup rate, and (3) improvement in labor productivity. In particular, reductions in loss amounts improved the gross profit margin for the six-month period ended in the second quarter by 0.42 percentage points from the same period of the previous year.」
While continuing MAP3's reform initiatives, the gross profit margin for the six-month period ended in the second quarter improved by 0.42 percentage points year on year as a result of lower loss amounts, an improvement from the 0.29 percentage-point improvement in the previous quarter. - FY2021-Q1AdvancedAnnual report
「From the current consolidated fiscal year, the Group organized the MAP3 management reform project (Makiya-group Advancing Profit 3), set numerical targets for each management reform initiative, and is working to reduce (1) loss amounts, improve (2) the markup rate, and improve (3) labor productivity, while making every effort to enhance the Group's six strengths: product range, quality, prices, selling methods, service, and management. Operating income was ¥908 million, up 500.9% year on year. This was attributable to an increase in gross profit accompanying higher sales and a 0.29 percentage-point improvement in the gross profit margin.」
While continuing MAP3's reform initiatives, the gross profit margin improved by 0.29 percentage points in the first quarter, representing measurable progress related to the management reform targets. - FY2020First statedAnnual report
「The main numerical management reform targets under the MAP3 management reform project are as follows: ordinary profit margin, 3%; sales, 1% year-on-year growth each fiscal year; markup rate, a year-on-year improvement of 0.2% each fiscal year; inventory, a year-on-year reduction of at least 3% each fiscal year; markdown loss, a year-on-year improvement of at least 3% each fiscal year; shrinkage loss rate, a year-on-year improvement of at least 0.02% each fiscal year; sales per labor hour, a year-on-year improvement of at least 2% each fiscal year; and expense ratio, a year-on-year reduction of at least 0.26% each fiscal year.」
The company newly organized the MAP3 management reform project and set annual targets including a 3% ordinary profit margin, 1% year-on-year sales growth, improvement in the markup rate, reductions in inventory and markdown losses, improvement in sales per labor hour, and a lower expense ratio.