Preparations to Sell Products in Price Tiers Other Than ¥100
First written in FY2019. 7 of 16 entries say "Restated". Latest entry: FY2027-H1.
Can Do moved to the "Worse" side of this theme in 2025.
0 other companies' latest entry also says "Reframed".
- FY2027-H1ReframedAnnual report
「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.」
The description has expanded from simply increasing products at other price points to product planning that optimizes the mix of ¥100 products and products at other price points, combined with new categories and brand distinctiveness. - FY2026RestatedAnnual report
「While strengthening its core ¥100 products, the company aims to offer an assortment aligned with customer needs and create new product categories through line robbing by carefully selecting high-value-added products in other price ranges.」
The company continues to build its product assortment by strengthening its core ¥100 products while combining them with products in other price ranges and new categories. - 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 company’s strategy has been reorganized from expanding products in other price ranges to combining the maintenance of ¥100 products with value-added products and line robbing to create new categories. - FY2024-Q2RestatedAnnual report
「Amid continued inflation driven by soaring raw material costs and exchange rate movements, the company continued efforts to reduce costs, mainly for products at other price points, and maintain prices. As a result, the cost ratio declined by 0.8% year on year.」
The company continued efforts to reduce costs, mainly for products at other price points, and maintain prices, resulting in a 0.8% year-on-year decline in the cost ratio. - FY2024AdvancedAnnual report
「Regarding product and brand differentiation, the company has pursued higher brand value by supplying products supported by customers, expanded its range of ¥100 products suited to consumers’ focus on managing household budgets and products in other price ranges that offer added value, and built its merchandising strategy.」
The company’s measures progressed from selling and expanding products in other price ranges to building a merchandising strategy combining ¥100 products for budget-conscious consumers with value-added 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 company continues to build a merchandising strategy combining ¥100 products with products at other price points as a differentiation measure following the expansion of products in other price ranges. - FY2023-Q2AdvancedAnnual 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 company progressed from selling and expanding products in price ranges other than ¥100 to the stage of building a merchandising strategy combining ¥100 products with products at other price points. - FY2022-Q3RestatedAnnual report
「Regarding product and brand differentiation, the company is promoting the development of products that “address new lifestyles,” “take the environment into consideration,” and “expand products in other price ranges,” among others, in pursuit of products supported by customers, while」
The company continues to expand products in other price ranges as a measure to develop products supported by customers and differentiate its products and brands. - FY2022-Q1RestatedAnnual report
「To develop products supported by customers, the company is promoting the development of products that “address new lifestyles,” “take the environment into consideration,” and “expand products in other price ranges,” among others, while」
The company continues to expand products in other price ranges, including products priced other than ¥100, as part of product development that addresses customer needs. - FY2021-Q3AdvancedAnnual report
「We also continued actively opening and renovating stores by expanding the lineup of products in other price ranges and leveraging diverse contract structures.」
After beginning sales of products in price ranges other than ¥100, the company has progressed to expanding its lineup of products in other price ranges. - FY2021-Q1AdvancedAnnual report
「We also continued actively opening and renovating stores by expanding the lineup of products in other price ranges and leveraging diverse contract structures.」
After beginning sales of products in price ranges other than ¥100, the company has progressed to expanding its lineup of products in other price ranges. - FY2020AchievedAnnual report
「For the consolidated fiscal year, the company established its product development policy as “developing products that meet customer needs” and began selling products in price ranges other than ¥100 in response to diversifying customer needs.」
The company progressed from preparing to sell products in price ranges other than ¥100 to actually beginning sales. - FY2020-Q3AdvancedAnnual report
「For the current fiscal year, we established "product development that meets customer needs" as our product development policy and began selling products in price ranges other than ¥100 to address diversifying customer needs.」
The company progressed from preparing to sell products in price ranges other than ¥100 to actually beginning sales. - FY2020-Q2RestatedAnnual report
「During the fiscal year, the company established its product development policy as “developing products that meet customer needs” and is preparing to begin selling products in price ranges other than ¥100 in response to diversifying customer needs.」
As a measure to address diversifying customer needs, the company continues to prepare for the sale of products in price ranges other than ¥100. - FY2020-Q1RestatedAnnual report
「To create stores that can meet diversifying customer needs, the company is preparing to begin selling products in price ranges other than ¥100, in addition to ¥100 products.」
The company continues to prepare for the sale of products in price ranges other than ¥100. - FY2019First statedAnnual report
「To address diversifying customer needs, we will prepare to begin selling products in price bands other than ¥100.」
The company presented preparations to sell products in price bands other than ¥100 as a new product strategy initiative.