Efficiency and Standardization for a “Small Headquarters” and “Strong Stores”

「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. These efforts are intended to further improve and optimize store operating efficiency. The company is also promoting productivity gains across the organization by using AI in head-office operations.」

「Regarding the enhancement of corporate value, we completed the verification of the effects of standardizing store operations, correcting disparities between stores, and introducing self-checkout registers, and promoted productivity improvements by moving to expand the number of stores with self-checkout registers.」

「To improve productivity through standardized store operations and enhance corporate value, the company established a head-office-led framework for (1) rolling out priority products horizontally across stores, (2) standardizing promotional products with an emphasis on trends and (3) standardizing store operations, and is implementing the framework across all stores.」

「To improve productivity by standardizing store operations and enhance corporate value, we built a head-office-led framework for (1) horizontal rollout of priority products across stores, (2) standardization of promotional products with an emphasis on trends, and (3) standardization of store operations, and began implementing it at stores on a phased basis.」

「To enhance corporate value, we have worked to improve productivity through the introduction of head-office-led operations, focusing on improving convenience, reducing costs and making upfront investments.」

「Going forward, we will seek to achieve both growth and profit generation by promoting the opening of highly profitable stores, pursuing products supported by customers, and improving productivity through the introduction of head-office-led operations.」

「We will continue to pursue further efficiency improvements in store and head-office operations and strengthen our profit-generating structure.」

「We also continued to improve infrastructure, including 4S (sort, set in order, shine and standardize) in stores, eliminating waste through rigorous inventory management, and building in-store logistics from product ordering and receipt through display. Although we worked to improve productivity by eliminating overburden, waste and unevenness in store operations, sales at existing directly operated stores were 98.8% compared with the previous fiscal year. As sales fell below plan, the labor cost ratio rose 0.2 percentage points and the rent ratio rose 0.4 percentage points.」

「We also continued to improve infrastructure, including 4S (sort, set in order, shine and standardize) in stores, eliminating waste through rigorous inventory management, and building in-store logistics from product ordering and receipt through display. Although we worked to improve productivity by eliminating overburden, waste and unevenness in store operations, sales at existing directly operated stores were 98.9% year on year. As sales fell below plan, the labor cost ratio rose 0.2%.」

「We also continued to improve infrastructure, including 4S (sort, set in order, shine and standardize) in stores, eliminating waste through rigorous inventory management, and building in-store logistics from product ordering and receipt through display. Although we worked to improve productivity by eliminating overburden, waste and unevenness in store operations, the sales ratio for existing directly operated stores was 99.1% year on year, partly due to the impact of logistics and other factors during Golden Week. As sales fell below plan, the labor cost ratio rose 0.1%.」

「Under the sales strategy, we continued to improve infrastructure, including 4S (sort, set in order, shine and standardize) in stores, eliminating waste through rigorous inventory management, and building in-store logistics from product ordering and receipt through display. By eliminating overburden, waste and unevenness in store operations and improving productivity, the labor cost ratio remained at the same level as in the same period of the previous year.」

「Under its sales strategy, the company continued to develop infrastructure, including 4S at stores (sort, set in order, shine and standardize), waste reduction through rigorous inventory management, and in-store logistics from product ordering through receipt and display, thereby seeking to improve productivity. It also worked to improve the quality of store selling spaces from the customer’s perspective by eliminating unreasonable workloads, waste and inconsistencies at stores.」

「Under its sales strategy, the company continued to develop infrastructure, including 4S at stores (sort, set in order, shine and standardize), waste reduction through rigorous inventory management, and in-store logistics from product ordering through receipt and display, thereby seeking to improve productivity.」

「Under our sales strategy, we continued to develop infrastructure, including 4S at stores (sort, set in order, shine, and standardize), thorough inventory management to eliminate waste, and an in-store logistics network covering the process from product ordering and receiving through to display, with the aim of improving productivity.」

「Under our business strategy, the thorough enforcement of basic rules, including the development of in-store logistics functions covering the process from product ordering and receiving through to display, based on 4S at stores (sort, set in order, shine, and standardize), improved the efficiency and standardization of store operations and inventory management, with results gradually emerging.」

「Under its operating strategy, the company improved the efficiency and standardization of store operations, and the benefits gradually began to emerge, through communicating and enforcing basic rules, including the development of in-store logistics functions from product ordering through receipt and display based on 4S at stores.」

「Under its operating strategy, the company continued to promote and enforce more efficient and standardized store operations by reviewing basic rules, including the development of in-store logistics functions from product ordering through receipt and display, while continuing to use 4S at stores as the foundation.」

「Using 4S at stores as the foundation, the company worked to establish and enforce more efficient and standardized store operations by reviewing basic rules, including the development of in-store logistics functions from product ordering through receipt and display.」

「The company worked on business improvement activities to create a “Small Head Office” and “Strong Stores.” At the stores, while using 4S as the foundation, it worked to improve the efficiency and standardization of store operations by reviewing basic rules, including the development of in-store logistics functions from product ordering through receipt and display.」

「The company also worked on efficiency and standardization through accumulated business improvement activities to create a “Small Head Office” and “Strong Stores.”」

「The company also worked on efficiency and standardization through accumulated business improvement activities to create a “Small Head Office” and “Strong Stores.”」