Becoming a Global, Multi-Brand Fashion SPA Company

「Based on the Medium-Term Management Plan 2030, our group has worked to create synergies among group companies centered on our proprietary e-commerce platform, and ST, and strengthen collaboration with external partners, with the aim of evolving it into a “Play fashion! platformer.”」

「なかでもRANDOMOFF（ランダムオフ）、Relabel（リレーベル）、Grumpy Stuff（グロンピースタッフ）の3ブランドは、待望の“日本初のリアル出店”。」

「Under the Medium-Term Management Plan 2030, we aim to evolve our proprietary e-commerce platform, and ST, into a “Play fashion! platformer” by leveraging the strong connections between customers and our physical stores and staff, developed through our multibrand business, a strength of our group, while the three businesses of the platform business, global business, and brand retail business create synergies with one another.」

「Platform We aim to achieve gross merchandise value of ¥100 billion by accelerating the opening of our proprietary e-commerce site, and ST, as a marketplace and media platform to external companies and expanding both IDs, our customer base, and LTV, customer lifetime value. We also seek to expand earnings from the production business, including providing brands to external companies, and the solutions business, which sells our systems externally. Global We will accelerate investment in Southeast Asia and pursue an OMO strategy based on store expansion and the e-commerce platform developed in Japan, thereby capturing the region’s high economic growth. In Greater China, we will strengthen our multibrand strategy and pursue stable growth. Brand retail We will further advance brand portfolio management by moving toward a multicom pany structure in which each group company operates its business according to its mission, providing customers with a broad range of choices.」

「We formulated and announced the Medium-Term Management Plan 2030, which runs through the fiscal year ending February 2030, in April 2025. Under the Medium-Term Management Plan 2030, we aim to evolve our proprietary e-commerce platform, and ST, into a “Play fashion! platformer” by leveraging the strong connections with customers built through our physical stores and staff, which are strengths developed through our multibrand business, while the three businesses of the platform business, global business, and brand retail business create synergies with one another.」

「Growth Strategy I: Multi-brand, categories Balancing profitability improvement and growth through grouping according to each brand's role Growth Strategy II: Digital customer touchpoints and services Accelerating growth of the company's EC business and creating an engaging community Growth Strategy III: Glocal Developing models in mainland China and expanding into Southeast Asia Growth Strategy IV: New businesses Establishing the food-service business and creating new sources of appeal」

「Growth Strategy I: Multi-brand, categories Balancing profitability improvement and growth through grouping according to each brand's role Growth Strategy II: Digital customer touchpoints and services Accelerating growth of the company's EC business and creating an engaging community Growth Strategy III: Glocal Developing models in mainland China and expanding into Southeast Asia Growth Strategy IV: New businesses Establishing the food-service business and creating new sources of appeal」

「Our group announced a medium-term management plan on 13 April 2022 ending in the fiscal year ending February 2026, and on 4 April 2024 revised the initial targets upward as set out below.」

「Growth Strategy I: Multi-brand, categories Balancing profitability improvement and growth through grouping according to each brand's role Growth Strategy II: Digital customer touchpoints and services Accelerating growth of the company's EC business and creating an engaging community Growth Strategy III: Glocal Developing models in mainland China and expanding into Southeast Asia Growth Strategy IV: New businesses Establishing the food-service business and creating new sources of appeal」

「Growth Strategy I: Multi-brand, categories Balancing profitability improvement and growth through grouping according to each brand's role Growth Strategy II: Digital customer touchpoints and services Accelerating growth of the company's EC business and creating an engaging community Growth Strategy III: Glocal Developing models in mainland China and expanding into Southeast Asia Growth Strategy IV: New businesses Establishing the food-service business and creating new sources of appeal」

「Growth Strategy I: Multi-brand, categories Balancing profitability improvement and growth through grouping according to each brand's role Growth Strategy II: Digital customer touchpoints and services Accelerating growth of the company's EC business and creating an engaging community Growth Strategy III: Glocal Developing models in mainland China and expanding into Southeast Asia Growth Strategy IV: New businesses Establishing the food-service business and creating new sources of appeal」

「Growth Strategy I: Multi-brand, categories Balancing profitability improvement and growth through grouping according to each brand's role Growth Strategy II: Digital customer touchpoints and services Accelerating growth of the company's EC business and creating an engaging community Growth Strategy III: Glocal Developing models in mainland China and expanding into Southeast Asia Growth Strategy IV: New businesses Establishing the food-service business and creating new sources of appeal」

「The company has designated the fiscal year ending February 2021 not as an extension of existing issues but as the year in which it will formulate a new growth strategy toward 2025, and will give concrete shape to its vision for the future without interrupting its progress toward growth.」

「Under a 3-year plan ending in the fiscal year ending February 2021, the company aims for sustainable growth by steadily implementing priority measures based on each strategy and contributing to the resolution of social and industry issues through its business.」

「On 1 August 2018, the company carried out an absorption-type company split under which the PAGEBOY, MISTY WOMAN and LABORATORY WORK businesses of its consolidated subsidiary 株式会社アリシア were transferred to the company.」

「On 1 March 2018, the company carried out an absorption-type company split under which its BARNYARDSTORM and Babylon businesses were transferred to its consolidated subsidiary, 株式会社エレメントルール.」

「These changes occurred faster than we had anticipated, so we substantially revised the basic strategy announced in April 2017 and established the strategy to be implemented over the next 3 years, as set out below.」

「By integrating the 2 businesses with 株式会社エレメントルール, the company aims to enhance brand value, establish a stronger position in the select-shop market and expand the group portfolio. 1 March 2018 (scheduled): Effective date of the absorption-type company split」

「To achieve growth toward its next stage, the group advanced the development and commercialization of new businesses during the first quarter of the current consolidated accounting period as follows.」

「Against this backdrop, the company has focused on initiatives for its next stage, including further growth and improved profitability in its domestic brand businesses, expansion of its web business, preparations for the full-scale launch of new and overseas businesses, development of systems supporting its multi-brand operations, and stronger corporate branding, with the aim of becoming a global multi-brand fashion SPA company.」