Sustainable growth and improved corporate value over the medium to long term
First written in FY2016. 21 of 33 entries say "Restated". Latest entry: FY2027-H1.
- FY2027-H1RaisedAnnual report
「Against this backdrop, the Group is accelerating growth, focusing on initiatives including reforming the structure of existing businesses, strengthening the Group through M&A, and reinforcing new and overseas businesses, while making its top priority the challenge of becoming a brand-creation company through the implementation of “ASEEDING THE FUTURE: People, Planet, and Future — For All Smiles and Good Health.”」
While continuing its previous growth-strategy pillars of brand creation, restructuring existing businesses, M&A, and strengthening new and overseas businesses, the company has positioned the challenge of becoming a brand-creation company as its “highest priority.” - FY2026ReframedAnnual report
「Specifically, we will promote the execution of 6 key growth strategies.」
The company has reorganized its previous 4 pillars into 6 growth strategies: brand creation, the vending-machine operations retail business, the beverage manufacturing business, overseas business, logistics, and new investment. - 2026-05-13RestatedResults
「Our group is accelerating growth, with initiatives including the pursuit of becoming a brand-creation company as its highest priority in implementing “ASEEDING THE FUTURE: People, the Earth and the Future — For All Smiles and Good Health,” structural reform of existing businesses, strengthening the group through M&A, and reinforcing new and overseas businesses.」
The company continues to identify brand creation, structural reform of existing businesses, M&A, and the strengthening of new and overseas businesses as growth initiatives. - FY2026-H1RestatedAnnual report
「Under these conditions, the ASEED Group is working to accelerate growth, primarily through challenging itself to become a brand-creating company, restructuring existing businesses, strengthening the group through M&A, and reinforcing new and overseas businesses, in pursuit of “ASEEDING THE FUTURE: People, the Earth and the Future—for everyone’s smiles and health.”」
To put its group vision into practice, the company continues to pursue brand creation, restructuring existing businesses, M&A, and accelerated growth through strengthening new and overseas businesses. - FY2025-H1RestatedAnnual report
「Under these conditions, based on the revised medium-term management plan for realizing “ASEEDING THE FUTURE: People, the Earth and the Future—for everyone’s smiles and health,” the ASEED Group is working to accelerate growth, primarily through challenging itself to become a brand-creating company, restructuring existing businesses, strengthening the group through M&A, and reinforcing new and overseas businesses.」
Based on its updated medium-term management plan, the company continues to pursue brand creation, restructuring existing businesses, M&A, and accelerated growth through strengthening new and overseas businesses. - FY2024ReframedAnnual report
「Specifically, we will promote the execution of 4 key growth strategies.」
The company has organized its previous growth strategy into 4 pillars: ① taking on the challenge of becoming a brand-creation company, ② strengthening the competitiveness of the vending-machine operations retail business, ③ improving productivity in the beverage manufacturing business, and ④ promoting new investment to create new businesses and synergies. - FY2024-Q3RestatedAnnual report
「Under these conditions, based on the revised medium-term management plan for realizing “ASEEDING THE FUTURE: People, the Earth and the Future—for everyone’s smiles and health,” the ASEED Group is working to accelerate growth, primarily through challenging itself to become a brand-creating company, restructuring existing businesses, strengthening the group through M&A, and reinforcing new and overseas businesses.」
Based on its updated medium-term management plan, the company continues to pursue brand creation, restructuring existing businesses, M&A, and accelerated growth through strengthening new and overseas businesses. - FY2024-Q2RestatedAnnual report
「Under these conditions, based on the revised medium-term management plan for realizing “ASEEDING THE FUTURE: People, the Earth and the Future—for everyone’s smiles and health,” the ASEED Group is working to accelerate growth, primarily through challenging itself to become a brand-creating company, restructuring existing businesses, strengthening the group through M&A, and reinforcing new and overseas businesses.」
Based on its updated medium-term management plan, the company continues to pursue brand creation, restructuring existing businesses, M&A, and accelerated growth through strengthening new and overseas businesses. - FY2024-Q1ReframedAnnual report
「Based on the revised medium-term management plan, “ASEEDING THE FUTURE: People, the Earth and the Future—for everyone’s smiles and health,” the ASEED Group is working to accelerate growth, primarily through structural reform of the vending-machine operations retail business, strengthening the group through M&A, and reinforcing new and overseas businesses.」
To put its refreshed group vision into practice, the company has organized the priorities of its updated medium-term management plan around accelerating growth through structural reform of the vending-machine operations retail business, M&A, and strengthening new and overseas businesses. - FY2023-Q3RestatedAnnual report
「アシードホールディングス株式会社 celebrated its 50th anniversary on 20 November. Marking the 50th anniversary, the company adopted the Group vision 「ASEEDING THE FUTURE: People, the Earth and the Future — For all smiles and good health」 and, as the Aseed Group, has promoted initiatives to sow good seeds so that customers and employees, the Earth and the environment, and the society of the future will all be surrounded by smiles and good health.」
On the occasion of its 50th anniversary, the company continues its initiatives for customers, employees, the environment and future society under the group vision already in place. - FY2023-Q2AdvancedAnnual report
「As part of the ASEED Group's growth strategy, we made 株式会社河村農園 a subsidiary on 1 August. We welcomed the company, which has steadily grown with the aim of creating the “world's most delicious healthy tea,” into the group, and will jointly develop new products in the healthy tea field and work to strengthen the Kawamura Farm brand in order to realize the group vision, “ASEEDING THE FUTURE People, Planet, Future — For All Smiles and Good Health.”」
As specific means of implementing its growth strategy and group vision, the company has set out the acquisition of 河村農園 as a subsidiary, joint development of healthy tea, and brand strengthening. - FY2022-Q3ReframedAnnual report
「Against this backdrop, under the group vision refreshed this year, “ASEEDING THE FUTURE People, Planet, Future — For All Smiles and Good Health,” the ASEED Group is steadily pursuing 3 key group growth strategies: ① taking on the challenge of becoming a brand-creation company, ② restructuring existing businesses, and ③ promoting new investment.」
While continuing its previous 3 group growth strategies, the company has refreshed its group vision to “People, Planet, Future — For All Smiles and Good Health” and reorganized its approach around pursuing the growth strategies under that vision. - FY2022-Q2RestatedAnnual report
「Against this backdrop, this year we are working on 3 key group growth strategies: ① taking on the challenge of becoming a brand-creation company, ② restructuring existing businesses, and ③ promoting new investment.」
The company continues to pursue 3 pillars of its group growth strategy for FY2022: brand creation, restructuring existing businesses, and new investment. - FY2022-Q1ReframedAnnual report
「Against this backdrop, we are pursuing three important group growth strategies this year: ① challenging ourselves to become a brand-creating company, ② restructuring existing businesses, and ③ promoting new investment.」
The company has organized its previous policy of improving corporate value and pursuing growth into 3 group growth strategies: taking on the challenge of becoming a brand-creation company, restructuring existing businesses, and promoting new investment. - FY2021-Q3RestatedAnnual report
「As the business environment surrounding the beverage-related businesses is expected to become increasingly challenging, amid weak domestic consumption and chronic labor shortages, we will strengthen the foundations of vending-machine operations and beverage manufacturing while actively pursuing business restructuring and rebuilding through alliances with food and beverage companies.」
In light of sluggish domestic consumption and chronic labor shortages, the company continues to pursue strengthening the foundations of its vending-machine operations and beverage manufacturing, as well as reorganizing and building the business through alliances with food and beverage companies. - FY2021-Q1ReframedAnnual report
「While the spread of infection remains difficult to predict, we are working steadily on three important, future-oriented priorities: expanding our own-brand products through brand unification supported by promotions; expanding the use of the ASEED Logistics Center (ALC) toward October 2020; and developing our global business, primarily in Thailand and Vietnam, while responding flexibly each day together with our business partners.」
In addition to its previous medium-term strategies of maximizing corporate value and reorganizing the business through alliances, the company has identified its own brands, ALC, and overseas expansion centered on Thailand and Vietnam as 3 future-oriented key priorities amid the spread of COVID-19. - FY2020RestatedAnnual report
「As its medium-term business strategy, our group has pursued strengthening the management foundation and maximizing corporate value, as well as reorganizing and building the business through alliances with food and beverage companies, and has steadily carried out activities to earn the trust and support of all stakeholders.」
The company reaffirmed for the full year the initiatives presented in FY2020-Q2: strengthening the management foundation and maximizing corporate value, and reorganizing and building the business through alliances with food and beverage companies. - FY2020-Q2ReframedAnnual report
「As its medium-term business strategy, the group has identified strengthening its management platform and maximizing corporate value, as well as restructuring and rebuilding its business through alliances with food and beverage companies, and is steadily carrying out initiatives to earn the trust and support of all stakeholders.」
The company has organized its strategy around a shift from the previous medium-term strategy centered on creating demand, improving profitability and transforming services to language emphasizing strengthening the management foundation and maximizing corporate value, as well as reorganizing and building the business through alliances with food and beverage companies. - FY2020-Q1ReframedAnnual report
「Through its medium-term management strategies of transforming the business structure to create demand and improve profitability, and transforming and developing services and business models, the group aims to establish competitive advantages and become a corporate group that earns the trust and support of all stakeholders. Specifically, to enhance the group’s raison d’être (purpose), we are promoting a selective focus on the Beverage Manufacturing Retail Business (SPA), which provides products and services that respond to social change.」
The company has given more concrete form to its previous goals of sustainable growth and improved corporate value by expressing its medium-term management strategy in terms of creating demand, improving profitability, transforming services and business models, and earning the trust of stakeholders. - FY2019RestatedAnnual report
「To enhance the company's raison d'être, our group has promoted selective focus on the beverage manufacturing retail business (SPA), which provides products and services that respond to social change, while working to transform its business structure with an emphasis on profitability.」
The company continues to pursue selective focus on SPA, responding to social change, and a business-structure transformation emphasizing profitability. - FY2019-Q3RestatedAnnual report
「Against this backdrop, our group has promoted selective focus on the beverage manufacturing retail business (SPA), which provides products and services that respond to social change, in order to enhance the company's raison d'être, while working to transform its business structure with an emphasis on profitability.」
To enhance the company's raison d'être, the company continues to pursue selective focus on SPA, which provides products and services that respond to social change, and a business-structure transformation emphasizing profitability. - FY2019-Q2RestatedAnnual report
「Against this backdrop, our group has promoted selective focus on the beverage manufacturing retail business (SPA), which provides products and services that respond to social change, in order to enhance the company's raison d'être, while working to transform its business structure with an emphasis on profitability.」
The company continues to pursue selective focus on SPA, the provision of products and services that respond to social change, and a business-structure transformation emphasizing profitability. - FY2019-Q1RestatedAnnual report
「Against this backdrop, we have promoted a selective focus on the Beverage Manufacturing Retail Business (SPA), which provides products and services that respond to social change and enhance the group’s raison d’être, while working to transform our business structure with an emphasis on profitability.」
The company continues to pursue the provision of products and services that respond to social change, selective focus on SPA, and a business-structure transformation emphasizing profitability. - FY2018RestatedAnnual report
「Our group will achieve growth by creating business value based on the business concept of competing on value, rather than on price. Through business activities that consistently emphasize humanity, society and economic performance, we aim to increase the company's corporate value by enhancing human value, social value, business value and capital value.」
The company has reaffirmed its policy of increasing corporate value by enhancing business value and capital value, together with its emphasis on value and non-price competition. - FY2018-Q3RestatedAnnual report
「Against this backdrop, the Group has pursued a strategy of focus and selection centered on the Beverage Manufacturing Retail Business (SPA), which provides products and services that satisfy customers and enhance the Group’s raison d’être, while working to transform its business structure with an emphasis on profitability.」
The company continues to pursue selective focus on SPA and a business-structure transformation emphasizing profitability. - FY2018-Q2RestatedAnnual report
「Our group has promoted selective focus on the beverage manufacturing retail business (SPA), which provides products and services that satisfy customers, in order to enhance the company's raison d'être, while working to transform its business structure with an emphasis on profitability.」
The company continues to pursue selective focus on SPA and a business-structure transformation emphasizing profitability. - FY2018-Q1ReframedAnnual report
「Against this backdrop, the Group is pursuing selective focus and concentration on the beverage manufacturing retail business (SPA), which provides products and services that satisfy customers and enhance the Group's raison d'être.」
In addition to the previous wording of sustainable growth and improved corporate value, the company has framed its objectives as selective focus on the beverage manufacturing retail business, centered on customer satisfaction, to enhance the company's raison d'être. - FY2017-Q3RestatedAnnual report
「From a CSR perspective, the Group is pursuing scrap-and-build for these vending machines while proposing new sources of value for vending machines. Although this will temporarily force a decline in sales, we believe it is the appropriate policy for contributing to the Group's sustainable growth and enhancing corporate value over the medium to long term.」
The company has reaffirmed its policy of pursuing sustainable growth and improved corporate value over the medium to long term while accepting a short-term decline in sales through the scrap-and-build of vending machines and new value propositions. - FY2017-Q2RestatedAnnual report
「This will inevitably result in a temporary decline in sales, but we believe it is the appropriate policy for achieving sustainable growth and improving the corporate value of our group over the medium to long term.」
The company has reaffirmed its policy of accepting a short-term decline in sales associated with scrap-and-build while pursuing sustainable growth and improved corporate value over the medium to long term. - FY2017-Q1RestatedAnnual report
「From a CSR perspective, the Group is pursuing scrap-and-build for these vending machines while proposing new sources of value for vending machines. Although this will temporarily force a decline in sales, we believe it is the appropriate policy for contributing to the Group's sustainable growth and enhancing corporate value over the medium to long term.」
The company has reaffirmed its policy of accepting a short-term decline in sales through the scrap-and-build of vending machines while pursuing sustainable growth and improved corporate value over the medium to long term. - FY2016First statedAnnual report
「This will inevitably result in a temporary decline in sales, but we believe it is the appropriate policy for achieving sustainable growth and improving the corporate value of our group over the medium to long term.」
The company has presented the scrap-and-build of outdoor vending machines as a policy for achieving long-term growth and improving corporate value, even if this entails a short-term decline in sales.