Enhancing Customer Value Through “New and Enjoyable Retail Environments” and Expanded Services

「In store operations, the company is rebuilding its store model to achieve both attractive merchandising and higher productivity, while accelerating the introduction of self-checkouts, which began in earnest in the previous year, and capital investment to revitalize stores, thereby further improving and optimizing store operating efficiency.」

「The company will actively expand its store network, centered on evolving the New Can★Do format and collaboration with the AEON Group.」

「Under the expansion of sales channels, the company will further evolve the format of its lifestyle-oriented New Can★Do stores and actively expand its store network, centered on the AEON Group.」

「To expand its sales channels, we have accelerated the opening of highly efficient stores centered on group store openings by promoting refinements to the lifestyle-oriented shop (New Can★Do).」

「Focusing on the New Can★Do lifestyle proposal-format shops, whose theme is communication, the company worked to further expand the range of hobby and preference-oriented products, including Can★Do original Disney goods, while establishing the composition of a head-office-led merchandising model and focusing on preventing differences in product displays between stores.」

「The company also opened a lifestyle-oriented shop (New Can★Do) focused on communicating its offerings on the first basement floor of Marunouchi Oazo in the Marunouchi and Otemachi area of Tokyo, one of Japan’s leading business districts and an area without ¥100 shops.」

「The company has also actively opened lifestyle-oriented shops (New Can★Do) with a refined brand concept.」

「While continuing to refine this format for future new and existing stores, we will actively roll it out, continue pursuing stores that meet customer expectations, and expand our business areas.」

「While refining the new shop format opened at AEON Mall Fukuoka, we will roll it out to future new and existing stores, advance lifestyle-oriented offerings, and increase customer numbers and average spending per customer.」

「For our stores, we worked to improve product assortment, customer service and convenience, based on the principle of “creating stores that continue to meet customer expectations.”」

「For our stores, we worked to improve product assortment, customer service and convenience, based on the principle of “creating stores that continue to meet customer expectations.”」

「As a result of strengthening sales of hygiene-related products, for which demand had increased, and working to maintain the supply of daily necessities, sales at existing directly operated stores were 102.1% of the previous year.」

「We also continued to implement head-office-led support for product ordering and initiatives to differentiate ourselves from a medium- to long-term perspective.」

「Under our sales strategy, to address diversifying customer needs, we enhanced cashless payments and customer service to increase average spending per customer. We also worked to improve the quality of merchandising from the customer's perspective and continued to carry out strategic renovations of major stores under the concept of a "new and enjoyable sales floor," together with a review of customer service training.」

「In our sales strategy, we enhanced cashless payments, customer service and events to meet increasingly diverse customer needs, and worked to increase average spend per customer.」

「To meet increasingly diverse customer needs, we will enhance the non-product aspects of our offering through expanded cashless payments, improved customer service and events, and seek to increase average spend per customer.」

「We implemented initiatives linked to our product strategy, including head-office-led support for product ordering and displays coordinated with social media, and pursued differentiation from a medium- to long-term perspective.」

「We implemented initiatives linked to our product strategy, including head-office-led support for product ordering and displays coordinated with social media, and pursued differentiation from a medium- to long-term perspective.」

「We implemented initiatives linked to our product strategy, including head-office-led support for product ordering and displays coordinated with social media, and pursued differentiation from a medium- to long-term perspective.」

「We worked to increase purchasing power through initiatives linked to our product strategy, including strategic store renovations, head-office-led support for product ordering, and displays coordinated with social media.」

「We continued to enhance the non-product aspects of our offering and pursued initiatives to bring out the appeal of our existing stores, including appearances by our original character “Hakken Wandou” in stores, workshops as participatory events, and a review of customer-service training.」

「With “new and enjoyable stores” as our concept, we pursued initiatives to enhance the non-product aspects of our offering and bring out the appeal of our existing stores, including appearances by our character “Hakken Wandou” in stores, workshops as participatory events, and a review of customer-service training.」

「While continuing to eliminate waste through thorough 4S and inventory management and improve productivity through infrastructure development, we will seek to increase customer traffic and average spend per customer by enhancing customer service, events and other non-product offerings. With “new and enjoyable stores” as our concept, we will expand the provision of new services in addition to customers’ existing shopping experiences, increase brand loyalty, sales and customer satisfaction, and work to establish a long-term differentiation strategy.」