Innovation in Response to Environmental Changes

「The transition to the new core system, originally scheduled for spring 2026, is expected to be postponed until summer 2026 or later to secure sufficient development and testing time and ensure stable operation.」

「The transition to the new core system, originally scheduled for spring 2026, is expected to be postponed until summer 2026 or later to secure sufficient development and testing time and ensure stable operation.」

「As the development of its digital infrastructure through the DX promotion projects pursued to date is largely complete, the company plans to bring its new core system fully into operation in spring 2026. This will accelerate its evolution into a “community company” that creates value together with its stakeholders.」

「In bridal sales, the company fully rolled out its 3D digital customization system and promoted its use across all stores, contributing to sales support, including through an improved conversion rate.」

「As an SPA company, the company will promote supply-chain DX in cooperation with its production plant in Vietnam to achieve flexible production and efficient inventory management. It aims to reduce costs and improve sustainability while responding quickly to customer needs.」

「Regarding DX (Digital Transformation), which forms part of its growth investment, the company fully rolled out its 3D digital customization system for jewelry, mainly for bridal jewelry, as an offensive DX initiative. It also introduced the CRM (Customer Relationship Management) system “festaria Members Club,” which supports its OMO (Online Merges with Offline) strategy, at stores nationwide and promoted member registration.」

「Regarding DX (Digital Transformation), which the company positions as growth investment, it fully rolled out its 3D digital customization system for jewelry, mainly for bridal jewelry, as an offensive DX initiative. It also implemented the CRM (Customer Relationship Management) system “festaria Members Club,” which supports its OMO (Online Merges with Offline) strategy, and following its initial introduction in the online shop, proceeded with preparations for deployment across all stores.」

「As part of its efforts to establish a competitive advantage through DX (Digital Transformation), the company fully rolled out its 3D digital customization system for jewelry as part of its made-to-order initiatives. In addition to first introducing the CRM (Customer Relationship Management) system “festaria Members Club,” which supports its OMO (Online Merges with Offline) strategy, in its online shop, the company also introduced it first at trial stores to establish operating procedures that would promote member registration at stores nationwide.」

「By fully rolling out its 3D digital customization system for jewelry, the company aims to restore bridal sales by promoting a marketing strategy targeting growing demand for made-to-order products amid increasingly diverse customer needs. In addition to its existing customer management, it also aims to obtain a broad range of customer information and encourage repeat visits through tech-touch engagement by rolling out its new CRM system to all stores.」

「As part of its DX initiatives and made-to-order measures, the company implemented a 3D digital customization system for jewelry. It also introduced the CRM system “festaria Members Club,” which supports its OMO (Online Merges with Offline) strategy, first in its online shop to improve customer service.」

「As part of its DX initiatives, the company introduced a digital customization service for jewelry and worked to build a CRM system supporting its OMO (Online Merges with Offline) measures, enabling centralized management of customers across channels including physical stores, e-commerce and its official app.」

「To establish a competitive advantage through DX, the company introduced a digital customization service for jewelry. It also worked to build a CRM system supporting its OMO (Online Merges with Offline) measures, integrating customer databases across channels, including physical stores, e-commerce and its official app, to enable centralized management.」

「As part of its digital strategy centered on physical stores, the company worked to improve customer loyalty by gradually remodeling stores with an OMO approach in mind to provide new customer experiences, replacing its online site, optimizing customer communications through use of its official app and development of a CRM platform, and conducting Instagram Live broadcasts featuring store employees as ambassadors.」

「In addition, to create a customer experience integrating online and physical channels, the company worked to replace its online site and improve the convenience of its official app. It also launched Instagram Live broadcasts featuring store employees as ambassadors, conducting broadcasts focused on building a fan base rather than merely introducing new products.」

「In addition, to create a customer experience integrating online and physical channels as part of efforts to recover customer traffic, the company worked to improve the convenience of its online site and official app. It also launched Instagram Live broadcasts featuring store employees as ambassadors to lift sales through both e-commerce and physical stores, conducting broadcasts focused on building a fan base rather than merely introducing new products.」

「Specifically, while continuing to focus on thorough low-cost operations, the company advanced initiatives supporting a return to growth while securing profitability, including forming a DX promotion team, rationalizing headquarters and stores, visualizing and standardizing operations, reviewing product development and production and logistics systems, and rebuilding its marketing strategy and CRM to increase LTV (lifetime customer value).」

「Specifically, the company is improving the convenience of its website and official app, introducing digital customer services for jewelry, strengthening social media promotion and online customer service, centralizing customer data through CRM rebuilding, analyzing customer trends, and developing store environments suited to the new normal. Through these initiatives, it aims to provide customers with a more valuable purchasing experience and further strengthen customer relationships.」

「In response to the accelerating digitalization of society and the economy, the company aimed to rebuild and evolve its business model around the integration of physical and digital retail. As part of its shift of resources to growth areas, it closed festaria bijou SOPHIA GINZA (Ginza flagship store), which had previously been positioned as its flagship, on 25 December 2020.」

「In response to the accelerating digitalization of society and the economy prompted by the COVID-19 pandemic, the company aimed to rebuild and evolve its business model around the integration of physical and digital retail. As part of its shift of resources to growth areas, it closed festaria bijou SOPHIA GINZA (Ginza flagship store), which had previously been positioned as its flagship, on 25 December 2020.」

「Against the backdrop of stronger online consumption, the e-commerce business grew substantially, up 282.6% year on year.」

「The company will invest in a digital strategy to achieve further growth in the post-pandemic era, using the profits and expertise generated by its existing businesses as capital.」

「In February 2020, the company opened “Diaplus produced by festaria” (Diaplus (※)), a jewelry brand combining digital and physical retail, and continued responding to customers’ diverse needs.」

「In February 2020, the company opened “Diaplus produced by festaria” (hereinafter, “Diaplus”), a jewelry brand combining digital and physical retail, at the Ginza Mitsukoshi store.」

「As technological progress accelerated, the company invested in digital initiatives to optimize its omnichannel operations and strengthen bridal visit reservations, including by considering modifications to and integration of its e-commerce and brand sites, introducing its own app, and reviewing its CRM system in response to changes in consumer behavior.」

「Although sales in the e-commerce business, positioned as a core growth strategy, remained sluggish, the company advanced initiatives toward early monetization, including by focusing on revitalizing cross-referrals with physical stores, renewing its website, and considering strengthening its operating structure.」

「Although sales in the e-commerce business, positioned as a core growth strategy, remained sluggish, the company advanced preparations for monetization by focusing on revitalizing cross-referrals with physical stores and making partial improvements to its own e-commerce site.」

「Although sales in the e-commerce business, positioned as a core growth strategy, remained sluggish, the company advanced preparations for monetization by focusing on revitalizing cross-referrals with physical stores and reviewing the design and user navigation of its own e-commerce site.」

「Although sales in the e-commerce business, positioned as a core growth strategy, remained sluggish, the company advanced preparations for monetization by shifting the focus of its web strategy toward revitalizing cross-referrals with physical stores and reviewing the design and user navigation of its own e-commerce site.」

「Although the company made aggressive investments in its e-commerce and wholesale businesses, which were positioned as new channels supporting future growth, they fell substantially short of the initial plan.」

「Meanwhile, although the company made aggressive investments in its e-commerce and wholesale businesses, which were positioned as new businesses, they fell substantially short of the initial plan.」

「Meanwhile, the company’s e-commerce and wholesale businesses, positioned as new businesses, fell substantially short of the initial plan. In e-commerce in particular, the company made aggressive, heavily weighted investments to expand sales through its own e-commerce site, but continued trial and error led to a situation requiring a fundamental review.」

「In addition to implementing aggressive promotional measures centered on social media advertising to expand sales during the December shopping season, the company shifted the focus of its web strategy toward expanding bridal reservations, strengthening O2O initiatives, and revitalizing cross-referrals by leveraging the strengths of physical stores. It also reviewed the design and user navigation of its own e-commerce site, the festaria online shop.」

「In addition to rebuilding its e-commerce business, the company aims to deliver tangible results in new areas under its growth strategy, including strengthening its response to consumer needs through O2O and omnichannel initiatives, strengthening the capture of bridal demand through partnerships with wedding-related businesses and stronger web marketing, and strengthening its inbound business by pursuing greater uniqueness.」

「However, following a review of its organizational structure, including stronger support from external organizations and additional personnel, site traffic and conversion rates, among other metrics, began to improve, and sales gradually rose.」

「In the e-commerce business, a core growth area, the company expanded into major e-commerce marketplaces and launched its own e-commerce site, which began full-scale operations in December 2016.」

「In October of the same year, the company launched its own e-commerce site and began trial operations ahead of full-scale operations in December.」

「To develop new channels centered on internet-based services, the company analyzed and reviewed its supply chain and made the necessary investments. It also advanced customer-attraction initiatives, including building infrastructure for a cross-border O2O business aimed at capturing demand from inbound tourists, whose numbers were expected to continue increasing ahead of the 2020 Tokyo Olympics, in addition to domestic e-commerce.」

「Responding to changes in the business environment through innovation」