Four Transformations: Products, Stores, People and Costs
First written in FY2017-Q2. 19 of 32 entries say "Restated". Latest entry: FY2026.
Gfoot moved to the "Worse" side of this theme in 2022.
1 other company's latest entry also says "Reframed".
- FY2026ReframedAnnual report
「In the fiscal year ending February 2027, we will implement the following priority initiatives to restore performance. Priority Initiatives for the Fiscal Year Ending February 2027 (1) Store and store-floor reform ① Promote the conversion of Konse Asbee stores into specialty stores ② Establish new models for tenant Asbee and Asbee Kids (2) Product and marketing reform ① Create competitively advantaged private-brand products and clarify the national-brand product strategy ② Strengthen coordination across the entire supply chain (3) Work-style reform ① Create strengths unique to physical stores ② Develop talent and energize the organization through digital tools (4) Growth and expansion of the e-commerce business Expand sales opportunities by leveraging the app and OMO infrastructure」
The existing reform policy was reorganized for the fiscal year ending February 2027 into four areas: stores and store floors, products and marketing, work styles, and e-commerce. - FY2025-H1RestatedAnnual report
「There were no material changes during the interim consolidated accounting period to the Group's management policies, management strategies or other matters.」
It was explicitly stated that there were no material changes to the management policies or strategies, and the existing reform policy continued. - FY2024-Q3RestatedAnnual report
「There were no material changes during the nine-month consolidated period under review to the management policies, management strategies or other policies established by our Group.」
It was explicitly stated that there were no material changes to the management policies or strategies. - FY2023ReframedAnnual report
「<Priority Initiatives for the Fiscal Year Ending February 2024> (1) Merchandising-structure reform (2) Business-structure reform (3) Organizational and cost-structure reform (4) Growth and expansion of the e-commerce business」
The previous reform items were reorganized for the fiscal year ending February 2024 into four areas: merchandising, business, organization and costs, and e-commerce. - FY2023-Q3RestatedAnnual report
「To rebuild the management foundation through stronger equity capital and a stable financial base, both damaged by the impact of COVID-19, we identified “reliable recovery of business earnings” and “a digital shift to drive new growth” as priority measures.」
The two priority pillars—recovering business earnings and the digital shift—continued from the previous quarter. - FY2023-Q2ReframedAnnual report
「To rebuild the management foundation through stronger equity capital and a stable financial base, both damaged by the impact of COVID-19, we identified “reliable recovery of business earnings” and “a digital shift to drive new growth” as priority measures. From the current consolidated fiscal year, we have been implementing a business-revitalization plan aligned with three reforms: business-structure reform, merchandising-structure reform, and organizational and cost-structure reform.」
The previous two pillars were reorganized as a business-revitalization plan aligned with three reforms: business structure, merchandising structure, and organizational and cost structure. - FY2022ReframedAnnual report
「<Priority Initiatives for the Fiscal Year Ending February 2023> 1. Reliable recovery of business earnings 2. Digital shift to drive new growth」
For the fiscal year ending February 2023, the priorities were reorganized from the five reforms into two pillars: restoring business earnings and the digital shift. - FY2022-Q2RestatedAnnual report
「To respond to the new lifestyle, our Group will further advance the five reforms—product reform, sales reform, digital reform, work-style reform and business-structure reform.」
The existing five reforms continued to be presented as the framework for strengthening the management foundation. - FY2022-Q1RestatedAnnual report
「To respond to the new lifestyle, our Group will further advance the five reforms—product reform, sales reform, digital reform, work-style reform and business-structure reform. In particular, we regard completing product reform with determination and execution capability as the most important task for restoring performance, and will pursue these initiatives.」
The five reforms established in the previous year continued to serve as the core of efforts to strengthen the management foundation. - FY2021ReframedAnnual report
「<2021 Priority Initiatives> In fiscal 2021, we will advance the following priority measures. “Five Reforms” ① Product reform ② Sales reform ③ Digital reform ④ Work-style reform ⑤ Business-structure reform」
The framework was reorganized from the previous three reforms—products, stores and work styles—to five reforms by adding sales reform, digital reform and business-structure reform. - FY2021-Q3RestatedAnnual report
「To respond to this environment, our Group thoroughly implemented measures to prevent the spread of COVID-19, while promoting three reforms—product reform, store and store-floor reform, and work-style reform—and working to strengthen the management foundation for a recovery in performance. We also advanced cost-structure reform, including streamlining head-office functions and improving operating efficiency through the use of IT.」
The three reforms and cost-structure reform, including streamlining head-office functions and using IT, continued despite the spread of COVID-19. - FY2021-Q2RestatedAnnual report
「To respond to this environment, our Group thoroughly implemented measures to prevent the spread of COVID-19, while promoting three reforms—product reform, store and store-floor reform, and work-style reform—and working to strengthen the management foundation for a recovery in performance. We also advanced cost-structure reform, including streamlining head-office functions and improving operating efficiency through the use of IT.」
The three reforms and cost-structure reform continued despite the spread of COVID-19. - FY2021-Q1RestatedAnnual report
「To respond to this environment, our Group promoted three reforms—product reform, store and store-floor reform, and work-style reform—and worked to strengthen the management foundation for a recovery in performance.」
The existing three reforms continued, with no material change to management policy explicitly stated. - FY2020ReframedAnnual report
「In addition to the four shifts—the digital shift, urban shift, senior shift and Asia shift—we will make community-based operations the foundation of our management strategy and advance reforms in products, stores, people and costs as our medium- to long-term strategy.」
The four reforms continued as the medium- to long-term strategy, while the 2020 priorities reorganized the focus more specifically as store and store-floor reform and work-style reform. - FY2020-Q3RestatedAnnual report
「To respond to this environment, under our management philosophy of helping customers express their style from the ground up, our Group focused on continuing to provide attractive, healthy and comfortable shoes at reasonable prices. We sought to recover customer traffic and secure sales by strengthening our sports- and casual-oriented product assortment and reforming our stores, while improving inventory efficiency and the cost ratio by optimizing product inventories.」
The existing reform policy, centered on products, stores and inventory, continued. - FY2020-Q2RestatedAnnual report
「To respond to this environment, our Group made strengthening our sports- and casual-oriented assortment and reforming our stores, together with improving inventory efficiency and the cost ratio through product-inventory optimization, the highest-priority measures for this fiscal year, and continued developing assortments and stores that would satisfy customers as a specialty retailer.」
Against the backdrop of the existing three reforms, the Group continued to prioritize sports- and casual-oriented assortment and store reform, together with inventory optimization. - FY2020-Q1RestatedAnnual report
「To respond to this environment, under our management philosophy of helping customers express their style from the ground up, our Group focused on continuing to provide attractive, healthy and comfortable shoes at reasonable prices. We sought to recover customer traffic and secure sales by strengthening our sports- and casual-oriented product assortment and reforming our stores, while improving inventory efficiency and the cost ratio by optimizing product inventories.」
No material change was made to the management strategy. The Group continued to strengthen its sports- and casual-oriented assortment, reform stores and optimize inventory. Specific progress is recorded in the product reform and inventory management threads. - FY2019RestatedAnnual report
「In addition to the four shifts—the digital shift, urban shift, senior shift and Asia shift—we will make community-based operations the foundation of our management strategy and advance reforms in products, stores, people and costs as our medium- to long-term strategy.」
The five shifts form the foundation, while reforms in products, stores, people and costs continue as the medium- to long-term strategy. - FY2019-Q3RestatedAnnual report
「To respond to this environment, our Group positioned this fiscal year as the first year of business-structure reform aimed at new growth. Under product reform, we strengthened our product proposal capabilities by reforming the merchandising process and advanced our private-brand strategy through the development of value-added products. Under store reform, we advanced structural reform of the e-commerce business through reform of our core formats and deeper omni-channel integration. Under people reform, we promoted work-style reform and productivity improvements supported by IT.」
The three reforms—products, stores and people—continued to form the core of business-structure reform. - FY2019-Q2RestatedAnnual report
「We positioned this fiscal year as the first year of business-structure reform aimed at new growth. Specifically, under product reform, we strengthened our product proposal capabilities by reforming the merchandising process, advanced our private-brand strategy through the development of value-added products, and implemented revival plans for women's and men's shoes. Under store reform, we advanced structural reform of the e-commerce business through reform of our core formats and deeper omni-channel integration. Under people reform, we implemented reforms focused on improving individual selling capabilities, the foundation of our specialty-store business.」
The three reforms—products, stores and people—continued to serve as the pillars of business-structure reform, with their contents defined more specifically. - FY2019-Q1RestatedAnnual report
「To respond to this environment, our Group implemented business-structure reforms aimed at new growth following the significant decline in earnings in the previous fiscal year, and pursued a management strategy centered on three reforms: products, stores and people.」
The management strategy centered on the three existing reforms continues. - FY2018ReframedAnnual report
「In addition to the four shifts—the digital shift, urban shift, senior shift and Asia shift—we will make community-based operations the foundation of our management strategy and advance reforms in products, stores, people and costs as our medium- to long-term strategy.」
The medium- to long-term strategy restates the four reforms, while the current fiscal year's performance discussion organizes the focus around three reforms: products, stores and people. - FY2018-Q3RestatedAnnual report
「Against this backdrop, we pursued a management strategy centered on product reform, store reform and work-style reform, and during the third quarter we began full-scale implementation of product reform, where progress in translating policy into action had lagged.」
The three-pillar management strategy continued. Specific implementation and progress in product reform are recorded in a separate thread. - FY2018-Q2RestatedAnnual report
「To respond to this environment, we pursued a management strategy centered on three policy pillars: product reform, store reform and work-style reform.」
Product reform, store reform and work-style reform continued to be presented as the three policy pillars. - FY2018-Q1ReframedAnnual report
「To respond to this environment, we launched a three-year medium-term plan beginning in fiscal 2017 and pursued a management strategy centered on three policy pillars: product reform, store reform and work-style reform.」
The framework was reorganized from the previous five shifts and four reforms into three policy pillars under the medium-term three-year plan. - FY2017-Q3RestatedAnnual report
「To respond to this environment, we have pursued reforms in products, stores, people and costs, based on the five pillars of our business development: the digital shift, urban shift, senior shift, Asia shift and community-based operations.」
The same five shifts and four reforms continue to serve as the foundation of business development. - FY2017-Q2First statedAnnual report
「We have pursued reforms in products, stores, people and costs, based on the five pillars of our business development: the digital shift, urban shift, senior shift, Asia shift and community-based operations.」
The four reforms are explicitly identified as the basic business development policy.