Expanding Trading Areas Through Community-Based Sales and New Store Openings
First written in FY2016. 13 of 24 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2025: 1 of 10 companies on the "Worse" side.
6 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「Total capital expenditures during the consolidated fiscal year amounted to ¥245 million, mainly for the cost of acquiring land in Izumiotsu, Osaka Prefecture.」
In connection with expanding market areas and community-based sales, the company describes a specific site-related investment involving the acquisition of land in Izumiotsu, Osaka Prefecture. However, it does not specify whether a new sales office will be opened or how the land will be used. - FY2025AdvancedAnnual report
「Total capital expenditures during the consolidated fiscal year amounted to ¥1,700 million, mainly for expansion of the head office building, construction of the Oyama Sales Office, renovation of the Hattori employee housing, and costs for developing a new core system.」
In connection with community-based sales and expanding market areas, the company describes specific facility development as capital expenditures, including construction of the Oyama Sales Office. - FY2024RaisedAnnual report
「② Expansion into new markets Horizontal expansion from the existing network ・Leverage relationships with the supplier chain across our group's 64 current sales locations to expand into additional regions. M&A strategy ・Use M&A to fill gaps in industries and regions where we currently have no presence.」
For expansion into new markets, the company explicitly identifies regional expansion using its network of 64 group sales locations and filling gaps in industries and regions through M&A, broadening its methods beyond the previous focus on opening new locations and community-based sales. - FY2024-Q3RestatedAnnual report
「Based on the five policies of the Third Medium-Term Management Plan, namely, 1. business strategy, 2. new market development, 3. investment in the IT field, 4. initiatives for personnel development, and 5. initiatives addressing environmental issues, we worked to enhance corporate value by pursuing proactive business development as a united group from the customer's perspective amid a rapidly changing business environment.」
The company continues proactive business development based on the five policies of the Third Medium-Term Management Plan, including new market development. - FY2024-Q1RestatedAnnual report
「Against this backdrop, our group celebrated its 100th anniversary (2021) in February the year before last and formulated the Third Medium-Term Management Plan, MOOVING ONE, aimed at the next 200th anniversary. Based on the plan's five policies, namely, 1. business strategy, 2. new market development, 3. investment in the IT field, 4. initiatives for personnel development, and 5. initiatives addressing environmental issues, we worked to enhance corporate value by pursuing proactive business development as a united group from the customer's perspective amid a rapidly changing business environment.」
The company reiterates new market development, one of the five policies of the Third Medium-Term Management Plan, as a continuing policy toward its 200th anniversary. No new results, such as market development or store-opening figures, are provided. - FY2023AdvancedAnnual report
「Total capital expenditures during the consolidated fiscal year amounted to ¥743 million, mainly for construction of the Yokaichi Sales Office, construction of a new head office building for ㈱スギモト, and costs for developing a new core system.」
In connection with expanding market areas and community-based sales, the company constructed the Yokaichi Sales Office. Its corporate history also records the relocation to a newly constructed facility in August 2022. - FY2023-Q2RestatedAnnual report
「Against this backdrop, our group celebrated its 100th anniversary (2021) in February last year and formulated the Third Medium-Term Management Plan, MOOVING ONE, aimed at the next 200th anniversary. Based on the plan's five policies, namely, 1. business strategy, 2. new market development, 3. investment in the IT field, 4. initiatives for personnel development, and 5. initiatives addressing environmental issues, we worked to enhance corporate value by pursuing proactive business development as a united group from the customer's perspective amid a rapidly changing business environment.」
The company reiterates new market development, one of the five policies of the Third Medium-Term Management Plan, as a policy for continued business development toward its 200th anniversary. - FY2023-Q1RestatedAnnual report
「Against this backdrop, our group celebrated its 100th anniversary (2021) in February last year and formulated the Third Medium-Term Management Plan, MOOVING ONE, aimed at the next 200th anniversary. Based on the plan's five policies, namely, 1. business strategy, 2. new market development, 3. investment in the IT field, 4. initiatives for personnel development, and 5. initiatives addressing environmental issues, we worked to enhance corporate value by pursuing proactive business development as a united group from the customer's perspective amid a rapidly changing business environment.」
The company reiterates new market development, one of the five policies of the Third Medium-Term Management Plan, as a policy for continued business development toward its 200th anniversary. - FY2022AdvancedAnnual report
「Total capital expenditures during the consolidated fiscal year amounted to ¥797 million, mainly for construction of the Ogaki Sales Office, purchase of land for the Yokaichi Sales Office and the headquarters of ㈱スギモト, preparation of a web catalog, and development of the e-commerce site よいしな.」
In connection with expanding market areas and community-based sales, the company carried out specific facility development, including construction of the Ogaki Sales Office and the purchase of land for the Yokaichi Sales Office. - FY2022-Q1RestatedAnnual report
「Against this backdrop, our group celebrated its 100th anniversary (2021) in February this year and formulated and announced on 18 June the Third Medium-Term Management Plan, MOOVING ONE, aimed at the next 200th anniversary. Based on the plan's five policies, namely, 1. business strategy, 2. new market development, 3. investment in the IT field, 4. initiatives for personnel development, and 5. initiatives addressing environmental issues, we worked to enhance corporate value by pursuing proactive business development as a united group from the customer's perspective amid a rapidly changing business environment.」
The company identifies new market development as one of the five policies of the Third Medium-Term Management Plan and continues business development toward its 200th anniversary. No specific results, such as the number of new locations opened or market development achievements, are provided. - FY2021AdvancedAnnual report
「Total capital expenditures during the consolidated fiscal year amounted to ¥438 million, mainly for the construction of the Chiba Sales Office, installation of disaster-recovery equipment, and development of an e-commerce site.」
In connection with community-based sales and expanding market areas, the company describes specific facility development involving the construction of the Chiba Sales Office and the Chiba and Ichikawa Sales Offices. - FY2021-Q3RestatedAnnual report
「Against this backdrop, while maintaining the policy underpinning the Second Medium-Term Management Plan, Sincerity to 100, for the company's 100th anniversary (2021), namely, to enhance and expand face-to-face sales and problem-solving consultative sales while developing and utilizing infrastructure capable of meeting customers' needs for greater operating efficiency, our group made every effort to mitigate infection risks, making the safety and health of employees and customers its top priority, while pursuing priority measures including opening new locations, acquiring new customers, deepening relationships with customers, launching new products and expanding priority products through innovative sales activities, and working to further enhance corporate value.」
The company continues to pursue priority measures under the Second Medium-Term Management Plan, including opening new locations and acquiring new customers, while taking measures to mitigate infection risks. - FY2021-Q2RestatedAnnual report
「Against this backdrop, while maintaining the policy underpinning the Second Medium-Term Management Plan, Sincerity to 100, for the company's 100th anniversary (2021), namely, to enhance and expand face-to-face sales and problem-solving consultative sales while developing and utilizing infrastructure capable of meeting customers' needs for greater operating efficiency, our group made every effort to mitigate infection risks, making the health of employees and customers its top priority, while pursuing priority measures including opening new locations, acquiring new customers, deepening relationships with customers, launching new products and expanding priority products through innovative sales activities, and working to further enhance corporate value.」
The company continues to pursue opening new locations and acquiring new customers as priority measures under the Second Medium-Term Management Plan while taking measures to mitigate infection risks. - FY2021-Q1RestatedAnnual report
「Against this backdrop, while maintaining the policy underpinning the Second Medium-Term Management Plan, Sincerity to 100, for the company's 100th anniversary (2021), namely, to enhance and expand face-to-face sales and problem-solving consultative sales while developing and utilizing infrastructure capable of meeting customers' needs for greater operating efficiency, our group made every effort to mitigate infection risks, making the health of employees and customers its top priority, while pursuing priority measures including opening new locations, acquiring new customers, deepening relationships with customers, launching new products and expanding priority products through innovative sales activities, and working to further enhance corporate value.」
Even amid the spread of infection, the company continues to pursue priority measures under the Second Medium-Term Management Plan, including opening new locations and acquiring new customers. No specific results, such as the number of new locations opened, are provided. - FY2020AdvancedAnnual report
「Total capital expenditures during the consolidated fiscal year amounted to ¥543 million, mainly for the purchase of land for the Akashi and Chiba Sales Offices, renovation of the Omori Sales Office, and implementation of a thin-client system (VDI) platform and a core system platform.」
In connection with expanding market areas and community-based sales, the company describes specific facility development involving the purchase of land for the Akashi and Chiba Sales Offices. - FY2020-Q3RestatedAnnual report
「Against this backdrop, based on the fundamental concept of the Second Medium-Term Management Plan, Sincerity to 100, in preparation for the company's 100th anniversary (2021), namely, to enhance and expand face-to-face sales and problem-solving consultative sales while developing and utilizing infrastructure capable of meeting customers' needs for greater operating efficiency, our group steadily advanced priority measures including opening new locations, acquiring new customers, deepening relationships with customers, launching new products and expanding priority products, while working to further enhance corporate value.」
Based on the Second Medium-Term Management Plan for the company's 100th anniversary, the company continues to pursue opening new locations and acquiring new customers as priority measures. No new results, such as the number of new locations opened, are provided. - FY2020-Q2RestatedAnnual report
「Against this backdrop, based on the fundamental concept of the Second Medium-Term Management Plan, Sincerity to 100, in preparation for the company's 100th anniversary (2021), namely, to enhance and expand face-to-face sales and problem-solving consultative sales while developing and utilizing infrastructure capable of meeting customers' needs for greater operating efficiency, our group steadily advanced priority measures including opening new locations, acquiring new customers, deepening relationships with customers, launching new products and expanding priority products, while working to further enhance corporate value.」
Based on the Second Medium-Term Management Plan for the company's 100th anniversary, the company continues to pursue priority measures including opening new locations and acquiring new customers. No new results, such as the number of new locations opened, are provided. - FY2020-Q1RestatedAnnual report
「Against this backdrop, based on the fundamental concept of the Second Medium-Term Management Plan, Sincerity to 100, in preparation for the company's 100th anniversary (2021), namely, to enhance and expand face-to-face sales and problem-solving consultative sales while developing and utilizing infrastructure capable of meeting customers' needs for greater operating efficiency, our group steadily advanced priority measures including opening new locations, acquiring new customers, deepening relationships with customers, launching new products and expanding priority products, while working to further enhance corporate value.」
Based on the Second Medium-Term Management Plan, the company continues to pursue opening new locations and acquiring new customers as priority measures. - FY2019-Q3RestatedAnnual report
「Against this backdrop, based on the fundamental concept of the Second Medium-Term Management Plan, Sincerity to 100, which began in the current fiscal year in preparation for the company's 100th anniversary (2021), namely, to enhance and expand face-to-face sales and problem-solving consultative sales while developing and utilizing infrastructure capable of meeting customers' needs for greater operating efficiency, our group steadily advanced priority measures including opening new locations, acquiring new customers, deepening relationships with customers, launching new products and expanding priority products, while working to further enhance corporate value.」
Based on the medium-term management plan for the company's 100th anniversary, the company continues to pursue opening new locations and acquiring new customers as priority measures. No new results, such as the number of new locations opened, are provided. - FY2019-Q2RestatedAnnual report
「Against this backdrop, based on the fundamental concept of the Second Medium-Term Management Plan, Sincerity to 100, which began in the current fiscal year in preparation for the company's 100th anniversary (2021), namely, to enhance and expand face-to-face sales and problem-solving consultative sales while developing and utilizing infrastructure capable of meeting customers' needs for greater operating efficiency, our group steadily advanced priority measures including opening new locations, acquiring new customers, deepening relationships with customers, launching new products and expanding priority products, while working to further enhance corporate value.」
The company continues to pursue opening new locations and acquiring new customers as priority measures under the Second Medium-Term Management Plan. No specific results, such as the number of new locations opened, are provided. - FY2019-Q1AdvancedAnnual report
「The business performed steadily, helped in part by the contribution of 2 newly opened sales offices.」
Regarding new locations by region, the company states that it opened 2 new sales offices and that their contribution was reflected in business performance. - FY2018AdvancedAnnual report
「Total capital expenditures during the consolidated fiscal year amounted to ¥262 million, mainly for the acquisition of land for and construction of the Inazawa Sales Office. The company plans to invest resources in and focus on the eastern region, where market size and growth potential are substantial but market share remains low, with the aim of expanding both sales and profit.」
For the new location, the company describes specific capital expenditures involving the acquisition of land for and construction of the Inazawa Sales Office, while also explicitly identifying the allocation of management resources to the eastern region as a priority policy. - FY2017AdvancedAnnual report
「Total capital expenditures during the consolidated fiscal year amounted to ¥394 million, mainly for the acquisition of land for the Matsusaka Sales Office and the construction of new Ryomo, Komaki and Matsusaka sales offices.」
In connection with its policy of opening new locations and expanding its network, the company describes specific facility development, including the acquisition of land for the Matsusaka Sales Office and the construction of several new sales offices. - FY2016First statedAnnual report
「In addition to opening new sales offices and liaison offices to expand our market areas, we will thoroughly pursue community-based consultative sales by securing and developing young personnel in order to differentiate ourselves from other companies.」
The company uses the opening of new sales offices and liaison offices, a sales policy emphasizing local characteristics, and consultative sales to expand its market areas.