1stステージは（2017年6月期～2026年6月期）は、収益力・財務基盤強化、海外事業の構築を目標とする「成長基盤創りの5年」の第一次中期経営計画（2017年6月期～2021年6月期）を終了し、現在は「成長軌道への5年」と位置付けた第二次中期経営計画（2022年6月期～2026年6月期）を推進中である。2ndステージは、水産練製品・惣菜事業の拡大、海外展開の加速、新領域への参入を目標として「成長の10年」と位置付けた。そして、3rdステージは「飛躍の10年」とし、国内練製品市場のベストカンパニー、海外多極化展開、新領域確立を目指す。■The medium to long-term growth strategy of Ichimasa Co., Ltd. <2904>
1. "ICHIMASA30 Vision"
The company, to mark its 50th anniversary since its founding in 2015, set forth the 'ICHIMASA30 Vision' for the fiscal year ending in June 2045 (fiscal year ending in June 2046). It divided the 30 years into three stages of 10 years each and further divided one stage into two sets of 5 years each, namely the '1st and 2nd medium-term management plans.' The medium-term management plans incorporate challenges identified through backward-looking analysis and the strategies and tactics for addressing them.
The 1st stage, from June 2017 to June 2026, completed the first 5-year medium-term management plan focusing on strengthening profitability and financial foundation and building overseas operations, known as the '5 years of creating growth foundation.' Currently, they are advancing the second 5-year medium-term management plan, positioned as the '5 years towards growth trajectory' from June 2022 to June 2026. The 2nd stage, labeled as '10 years of growth,' aims to expand the seafood processed products and delicatessen business, accelerate global expansion, and enter into new territories. The 3rd stage is called '10 years of leap,' aspiring to become the best company in the domestic processed food market, expand overseas diversification, and establish in new areas.
The desired state to achieve is to become a 'global enterprise' and a 'food bioenterprise,' delivering 'warmth' centered on 'food,' 'happiness,' and 'joy' to all stakeholders. A 'global enterprise' envisions contributing to the world with Japanese 'cuisine' by adding 'safety,' 'security,' 'health,' 'environment,' and 'spiritual richness.' A 'food bioenterprise' signifies constantly seeking technology and disseminating all kinds of 'food' information for the future.
The completed first medium-term management plan continued structural reforms to build a stronger organizational and financial foundation while promoting the provision of products and services with a thorough focus on customers and consumers. Specifically, it emphasized on strengthening the sales of crab sticks, reducing unprofitable items, increasing the product lineup of the '100% domestically sourced 'pure' series' that focused on sustainable domestic raw materials, establishing a joint venture company in Indonesia, achieving stronger profitability and competitive advantage, building a more robust organizational and financial foundation, and continuing structural improvements.
(Author: FISCO Guest Analyst Shuji Matsumoto)