Cost Optimization and Assortment Optimization
First written in FY2016-Q2. 18 of 36 entries say "Restated". Latest entry: 2026-10-09.
No other company in this theme has enough history to compare yet.
- 2026-10-09AdvancedEarnings
「Can★Doならではの「新カテゴリー」や「楽しさ」を追求しつつ、100円商品と他価格帯商品の構成比の最適化や、イオングループのスケールとシナジーを活用した商品開発を推進し」
100円商品と他価格帯商品の構成比最適化に加え、新カテゴリー、楽しさ、イオングループのスケールとシナジーを組み合わせた商品差別化へ具体化している。 - FY2027-H1ReframedAnnual report
「In product planning, the company has pursued the establishment of the Can★Do brand and differentiation that creates a competitive advantage. While pursuing Can★Do’s distinctive “new categories” and “fun,” it is optimizing the product mix between ¥100 products and products at other price points, promoting product development that leverages the AEON Group’s scale and synergies, and working to strengthen its attractive product lineup.」
The product strategy has been reorganized and expanded from simply increasing ¥100 products and products at other price points to establishing the brand, creating new categories, optimizing the product mix and leveraging the AEON Group’s scale. - 2026-07-09ReframedEarnings
「While pursuing Can★Do's distinctive new categories and sense of fun, the company is optimizing the mix of ¥100 products and products at other price points and promoting product development using the AEON Group's scale and synergies to strengthen its attractive product lineup.」
Product differentiation was described as combining new categories and fun, optimization of the mix of ¥100 products and products at other price points, and the AEON Group's scale and synergies. - FY2026RestatedAnnual report
「Regarding product and brand differentiation, we worked to attract new customers by strengthening our core ¥100 products while selectively expanding higher-value products in other price ranges, thereby offering an assortment aligned with customer needs and creating new product categories through line extension.」
We continue to differentiate our products by combining the retention and strengthening of ¥100 products, higher-value products in other price ranges, and the creation of new categories through line extension. - FY2026-H1ReframedAnnual report
「Regarding product and brand differentiation, we worked to acquire new customers by maintaining ¥100 products while expanding higher-value products at other price points, thereby creating an assortment aligned with customer needs and new product categories through line extension.」
The focus has broadened from developing a merchandise mix of ¥100 products and products in other price ranges to product differentiation combining the retention of ¥100 products, expansion of value-added products, and creation of new categories through line extension. - FY2024-Q2RestatedAnnual report
「Regarding product and brand differentiation, we promoted a differentiation strategy centered on product development for priority target customers, assortments suited to large-format stores, and ¥100 consumables for cost-conscious consumers.」
The Group continues to pursue a differentiation strategy based on products for priority target customers, assortments for large-format stores and ¥100 products for cost-conscious consumers. - FY2024ReframedAnnual report
「To pursue products supported by customers, we will strengthen product development for priority target customers, assortments suited to large-format stores, and ¥100 consumables for cost-conscious consumers. For products at other price points, we will continue to offer products with added value that meet customer needs.」
The product strategy has been organized around priority areas including products for priority target customers, assortments for large-format stores, ¥100 consumables for cost-conscious consumers, and higher-value products at other price points, in addition to expanding ¥100 products and products at other price points. - FY2023-Q4RestatedAnnual report
「Regarding product and brand differentiation, we pursued improvements in brand value by supplying products supported by customers, and built a merchandise mix of ¥100 products suited to customers' cost-conscious lifestyles and products at other price points that provide added value.」
The Group continues to differentiate its products and brands by building a merchandise mix of ¥100 products and products at other price points that provide added value. - FY2023-Q2ReframedAnnual report
「Regarding product and brand differentiation, we pursued improvements in brand value by supplying products supported by customers, and built a merchandise mix of ¥100 products suited to customers' cost-conscious lifestyles and products at other price points that provide added value.」
The product strategy is presented as a combination of a merchandise mix comprising ¥100 products suited to customers' cost-conscious lifestyles and products at other price points that provide added value. - FY2023ReframedAnnual report
「To pursue products supported by customers, we will promote the development of products including essential daily goods, expanded hobby and lifestyle products, and environmentally friendly products, while optimizing store assortments and inventory levels.」
The product strategy has been reorganized around maintaining essential daily goods, expanding hobby and lifestyle products, and environmentally friendly products, in addition to the previous focus on products suited to new lifestyles and expanding products at other price points. - FY2022-Q3RestatedAnnual report
「Regarding product and brand differentiation, we pursued products supported by customers by promoting the development of products suited to new lifestyles, environmentally friendly products and an expanded range of products at other price points. We also promoted the optimization of assortments and inventory levels at individual stores using POS data. In addition, we expanded our business areas by leveraging marketing and information dissemination capabilities through social media and other channels.」
The Group continues to use products suited to new lifestyles, environmentally friendly products, an expanded range of products at other price points, POS data to optimize assortments and inventory, and social media as product and brand differentiation measures. - FY2022-Q1RestatedAnnual report
「Regarding product and brand differentiation, we promoted the development of products such as those suited to new lifestyles, environmentally friendly products and an expanded range of products at other price points, in pursuit of products supported by customers. We also promoted the optimization of assortments and inventory levels at individual stores using POS data.」
The Group continues to differentiate its products and brands through products suited to new lifestyles, environmentally friendly products and an expanded range of products at other price points. - FY2021ReframedAnnual report
「We will pursue cost synergies and reduce costs through joint procurement of products in collaboration with the AEON Group.」
In addition to strengthening procurement capabilities through the use of conventional suppliers and Group companies, the Group newly identifies cost synergies and cost reductions through joint procurement with the AEON Group. - FY2021-Q3RestatedAnnual report
「For products, we promoted new product development and initiatives to enhance added value, centered on an assortment that meets customer needs. In new product development, we promoted the expansion of products at other price points and the development of products suited to new lifestyles and based on the seasonal direction map, working to commercialize products with a high likelihood of meeting customer needs. In initiatives to enhance added value, we worked to expand the product lineup, improve assortment precision and strengthen procurement capabilities by leveraging Group companies.」
The Group continues to focus on assortments based on customer needs, products at other price points, products suited to new lifestyles, seasonal product development and stronger procurement capabilities. - FY2021-Q2Increase in cost ratioAnnual report
「The cost of sales ratio increased 0.1 percentage points year on year to 61.8%, due to the introduction of products at other price points and an increase in the sales mix of franchise stores, where store openings were being accelerated.」
The cost of sales ratio increased 0.1 percentage points year on year to 61.8% due to the introduction of products at other price points and the increase in the sales mix of franchise stores. - FY2021-Q1ReframedAnnual report
「For products, we promoted new product development and initiatives to enhance added value, centered on an assortment that meets customer needs. In new product development, we promoted the expansion of products at other price points and the development of products suited to new lifestyles and based on the seasonal direction map, working to commercialize products with a high likelihood of meeting customer needs. In initiatives to enhance added value, we worked to expand the product lineup, improve assortment precision and strengthen procurement capabilities by leveraging Group companies.」
The product strategy is presented as a combination of products at other price points, products suited to new lifestyles, seasonal products and Group procurement, centered on an assortment that meets customer needs, in addition to conventional originality and assortment optimization. - FY2020ReframedAnnual report
「For products, we will promote the development of new products that meet customer needs and initiatives to enhance added value. In developing new products, we will expand products at price points other than ¥100, develop products suited to new lifestyles and based on the seasonal direction map, and work to commercialize products with a high likelihood of meeting customer needs. To enhance added value, we will expand the product lineup, improve assortment precision, strengthen procurement capabilities by leveraging Group companies, and relocate logistics facilities to improve delivery efficiency and store operations.」
The product strategy has expanded beyond cost and assortment optimization to enhancing added value through products at other price points, products suited to new lifestyles, seasonal product development, Group procurement and the relocation of logistics facilities. - FY2020-Q3RestatedAnnual report
「The cost of sales ratio increased 0.3 percentage points year on year to 61.7%, as the sales mix shifted away from directly operated stores due to store closures and reduced operating hours at commercial facilities amid the spread of COVID-19, while the sales mix of franchise stores, where store openings were being accelerated, increased.」
While continuing to collaborate with suppliers and improve product quality, the cost of sales ratio increased 0.3 percentage points year on year to 61.7% due to changes in the store mix. - FY2020-Q2Increase in cost ratioAnnual report
「The cost of sales ratio increased 0.3 percentage points year on year to 61.7%, as the sales mix shifted away from directly operated stores due to store closures and reduced operating hours at commercial facilities amid the spread of COVID-19, while the sales mix of franchise stores, where store openings were being accelerated, increased.」
While continuing to collaborate with suppliers and improve product quality, the cost of sales ratio increased 0.3 percentage points year on year to 61.7% as the proportion of directly operated stores declined due to store closures and other factors and the proportion of franchise stores increased. - FY2020-Q1RestatedAnnual report
「We continued to pursue greater product originality and a differentiation strategy based on communicating and analyzing information through social media. In addition, to address logistics and environmental issues, we worked with suppliers to develop products with improved quality. As a result, the cost of sales ratio was 61.3%, the same level as in the same period of the previous year.」
The Group continues to pursue product originality, communicate and analyze information through social media, and improve quality through collaboration with suppliers, while the cost of sales ratio was 61.3%, the same level as in the same period of the previous year. - FY2019RestatedAnnual report
「Under the product strategy, we continued to pursue greater product originality as a core element of the medium-term plan's company-wide policy of establishing distinctive offerings that customers choose. To make our differentiation strategy more effective, we also continued initiatives that leverage our strengths, including identifying popular products based on social media communications and analysis, collaboration projects with well-known bloggers and video creators, and development of our Do!STARS private-brand products. In addition, to address cost increases, particularly in logistics and environmental issues, we worked with our business partners to improve product quality. As a result, the cost of sales ratio remained at the same level as in the previous fiscal year.」
The Group continues to pursue product originality, analyze and communicate information through social media, collaborate with business partners to maintain quality, and develop Do!STARS products, while the cost of sales ratio remained at the same level as in the previous fiscal year. - FY2019-Q3RestatedAnnual report
「To make our differentiation strategy more effective, we continued initiatives that leverage our strengths, including identifying popular products based on social media communications and analysis, and collaboration projects with well-known bloggers and video creators, as well as continued developing our Do!STARS private-brand products. To address cost increases, particularly in logistics and environmental issues, we also worked with our business partners to maintain product quality. As a result, the cost of sales ratio remained at the same level as in the same period of the previous year.」
The Group continues to address cost increases related to logistics and environmental issues, maintain quality through collaboration with business partners, and keep the cost of sales ratio at the same level as in the same period of the previous year. - FY2019-Q2RestatedAnnual report
「To address cost increases, particularly in logistics and environmental issues, we worked with our business partners to maintain product quality. As a result, the cost of sales ratio remained at the same level as in the same period of the previous year.」
The Group continued to develop products that maintain quality through collaboration with business partners in response to cost increases, particularly those related to logistics and environmental issues, while the cost of sales ratio remained at the same level as in the same period of the previous year. - FY2019-Q1RestatedAnnual report
「To address cost increases, particularly in logistics and environmental issues, we worked with our business partners to maintain product quality. As a result, the cost of sales ratio remained at the same level as in the same period of the previous year.」
The Group continued to address cost increases driven by logistics and environmental issues and maintain quality through collaboration with business partners, while the cost of sales ratio remained at the same level as in the same period of the previous year. - FY2018-Q3RestatedAnnual report
「To address cost increases, particularly in logistics and environmental issues, we worked with our business partners to develop products while maintaining product quality.」
The Group continues to develop products that maintain quality through collaboration with business partners in response to cost increases, particularly those related to logistics and environmental issues. - FY2018-Q2RestatedAnnual report
「To continue addressing cost increases, particularly in logistics and environmental issues, we worked with our business partners to develop products while maintaining product quality.」
The Group continues to develop products that maintain quality through collaboration with business partners in response to cost increases, particularly those related to logistics and environmental issues. - FY2018-Q1RestatedAnnual report
「To address cost increases, particularly in logistics and environmental issues, we worked with our business partners to develop products while maintaining product quality.」
The Group continues to address cost increases, particularly those related to logistics and environmental issues, by working with business partners and maintaining quality. - FY2017ReframedAnnual report
「To address cost increases, particularly in logistics and environmental issues, we will work with our business partners to develop products while maintaining product quality.」
The focus has broadened from conventional cost and assortment optimization to addressing cost increases driven by logistics and environmental issues while maintaining quality. - FY2017-Q3AdvancedAnnual report
「We addressed customer needs across products, stores and operations in order to firmly establish the increasingly embedded shift from quantity to quality as a behavioral standard.」
The shift from quantity to quality is positioned as an increasingly embedded behavioral standard, and the Group is described as having moved to the stage of establishing it firmly. - FY2017-Q2RestatedAnnual report
「To promote differentiation from other companies, we strengthened the dissemination of product information through social media using our website as the platform throughout the cumulative second quarter of the fiscal year. We also developed and expanded collaborations with well-known characters and popular bloggers in categories with strong customer demand, including women's hobbies and lifestyle products, cosmetics, stationery and daily necessities. In addition, to promote the shift from quantity to quality, we strengthened the development of our private-brand Do!STARS products, emphasizing functionality and quality.」
The Group continues to pursue the shift from quantity to quality, product differentiation, and product development focused on functionality and quality. - FY2017-Q1ReframedAnnual report
「Under the product strategy, we continued to review products based on sales performance and profitability in coordination with the sales division, promoting the shift from quantity to quality, optimizing costs and product assortments, and working to improve gross profit.」
While continuing to optimize costs and product assortments, the product strategy is described as a shift from quantity to quality that prioritizes sales performance and profitability. - FY2016RestatedAnnual report
「Under the product strategy, we continued to optimize costs and product assortments.」
Cost optimization and assortment optimization remain core measures under the product strategy. - FY2016-Q3RestatedAnnual report
「Under the product strategy, the pressure from rising costs eased somewhat due to the shift from a weaker yen to a stronger yen and the stable low level of crude oil prices, and we continued to optimize costs and product assortments.」
Even as pressure from rising costs eased, the Group continued to optimize costs and product assortments. - FY2016-Q2First statedAnnual report
「Under the product strategy, the pressure from rising costs eased somewhat due to the shift from a weaker yen to a stronger yen and the stable low level of crude oil prices, but we continued to optimize costs and product assortments.」
The product strategy sets out measures to optimize both procurement costs and product assortments.