Rebuilding the Business Model for the ¥100 Shop Business
First written in FY2016-Q3. 16 of 18 entries say "Restated". Latest entry: 2026-10-09.
The whole theme swung hardest in 2025: 1 of 7 companies on the "Worse" side.
6 other companies' latest entry also says "Advanced".
- 2026-10-09AdvancedManagement planning
「100 円ショップ事業の差別化戦略による進化」
100円ショップ事業のビジネスモデル改善について、店舗・商品・ブランド・EC・DXを含む差別化戦略として具体化した。 - FY2026-H1RestatedAnnual report
「Against this backdrop, our group, which operates ¥100 shops including Watts and Watts with that stand alongside customers in their everyday lives, is focusing on creating stores that are close to customers, maximizing brand value and improving the efficiency of operating activities.」
Reaffirms the business-model improvement policy by emphasizing customer-focused stores, higher brand value and more efficient operations. - FY2024RestatedAnnual report
「We will continue to pursue the goal of developing shops that provide value exceeding the price by making further improvements to our business model in response to diversifying customer needs.」
Reaffirms the policy of providing value exceeding the price through further business-model improvements. - FY2023RestatedAnnual report
「We will continue to pursue the goal of developing shops that provide value exceeding the price by making further improvements to our business model in response to diversifying customer needs.」
Reaffirms the policy of addressing customer needs and providing value exceeding the price through further business-model improvements. - FY2022RestatedAnnual report
「We will continue to pursue the goal of developing ¥100 shops where customers feel they receive value of more than ¥100 by making further improvements to our business model in response to diversifying customer needs.」
Continues to improve the business model to address customer needs and provide value exceeding ¥100. - FY2021RestatedAnnual report
「We will continue to pursue the goal of developing ¥100 shops where customers feel they receive value of more than ¥100 by making further improvements to our business model in response to diversifying customer needs.」
Reaffirms the policy of addressing customer needs and enhancing value through further improvements to the business model. - FY2019-Q3RestatedAnnual report
「In our domestic ¥100 shop business, we are pursuing further improvements based on the business-model rebuilding initiative undertaken to create new brand value in response to diversifying customer needs.」
Continues to pursue further improvements based on the rebuilt business model. - FY2019-Q1RestatedAnnual report
「In addition, we are pursuing further improvements based on the business-model rebuilding initiative undertaken to create new brand value in response to diversifying customer needs.」
Continues to address customer needs and pursue further improvements based on the rebuilt business model. - FY2018RestatedAnnual report
「We are pursuing further improvements based on the business-model rebuilding initiative undertaken to create new brand value in response to diversifying customer needs.」
Continues to pursue further improvements in stores, products, systems and operations based on the rebuilt business model. - FY2018-Q3RestatedAnnual report
「In addition, we are pursuing further improvements based on the business-model rebuilding initiative undertaken to create new brand value in response to diversifying customer needs.」
Reaffirms the continuation of improvements based on the rebuilt business model. - FY2018-Q2RestatedAnnual report
「In addition, we are pursuing further improvements by rebuilding our business model, comprehensively reviewing store formats, product mix and other areas in order to create new brand value in response to diversifying customer needs.」
Reaffirms the continued rebuilding of the business model, including a comprehensive review of store formats and product mix, together with further improvements. - FY2018-Q1RestatedAnnual report
「In addition, we are pursuing further improvements by rebuilding our business model, comprehensively reviewing store formats, product mix and other areas in order to create new brand value in response to diversifying customer needs.」
Reaffirms the continued rebuilding of the business model, including a comprehensive review of store formats and product mix, together with further improvements. - FY2017RestatedAnnual report
「We have been working to rebuild our business model since the fiscal year ended August 2015 and are pursuing further improvements.」
Continues to review store formats and operations while retaining expertise developed through low-cost operations and other established practices. - FY2017-Q3RestatedAnnual report
「We continue to work on further advancing the rebuilding of our business model. This initiative seeks to create new brand value in response to diversifying customer needs while leveraging the expertise we have developed over the years. We develop and sell value-for-money products, primarily everyday household goods, under our private brand Watts Select. At our stores, we continue to pursue low-cost store openings and closures and low-cost operations, thereby seeking to improve customer satisfaction while securing store profitability. At the same time, we are comprehensively reviewing both the physical aspects, including store formats, product mix and the introduction of POS and ordering-support systems, and the operational aspects, including store operations and employee training.」
Continues to reaffirm the further advancement of the business-model rebuilding initiative and the review of products, stores, systems, store operations and employee training. - FY2017-Q2RestatedAnnual report
「We continue to work on further advancing the rebuilding of our business model. This initiative seeks to create new brand value in response to diversifying customer needs while leveraging the expertise we have developed over the years. We develop and sell value-for-money products, primarily everyday household goods, under our private brand Watts Select. At our stores, we continue to pursue low-cost store openings and closures and low-cost operations, thereby seeking to improve customer satisfaction while securing store profitability. At the same time, we are comprehensively reviewing both the physical aspects, including store formats, product mix and the introduction of POS and ordering-support systems, and the operational aspects, including store operations and employee training.」
Continues the comprehensive review of products, stores, systems, store operations and employee training as part of the further advancement of the business-model rebuilding initiative. - FY2017-Q1RestatedAnnual report
「We continue to work on further advancing the rebuilding of our business model.」
Reaffirms the continued advancement of the business-model rebuilding initiative. - FY2016RestatedAnnual report
「Since the previous consolidated fiscal year, we have been working to rebuild our business model.」
Continues to describe efforts to review store formats, product mix, systems, store operations and employee training in order to create new brand value in response to diversifying customer needs. - FY2016-Q3First statedAnnual report
「Since the previous consolidated fiscal year, we have been working to rebuild our business model.」
Described as a comprehensive review of products, store formats, systems, store operations and employee training.