Gifu-based remodeling company ロビン, which operates 7 stores, shifted from P&L-led management to balance-sheet management and raised its equity ratio. The company’s 26-year history and turning points are explored through an interview with its chairman.
ロビン, which is based in Gifu City and operates 7 stores, marked 26 years since its founding. The company discusses its major turning points, including its withdrawal from the new-build business, organizational development, and its shift from P&L-led management to balance-sheet management, which raised its equity ratio.
In its early years, the company launched a full-scale flyer campaign in 2001, generating ¥100 million in sales in its first year and growing to a ¥300 million-scale business in about 3 years. It initially faced ongoing challenges, including the opening of its Nagoya store, as well as difficulties with local recruitment and securing skilled craftsmen of sufficient quality.
As issues such as earthquake-resistance falsification and unscrupulous remodeling came to the fore as social concerns, the company revised its business strategy, including by entering the new-build business, and pursued organizational development and financial soundness. Its future management strategy is expected to center on embedding balance-sheet management and maintaining and improving its equity ratio.