Transition to a business model built around a digital community

「Against this backdrop, our group formulated the medium-term management plan “festaria 2030” with a view to transforming from a “No. 1 SPA company in emotional value” into a “community company that carries people’s sentiments into the future,” in pursuit of our corporate philosophy, “Bijoux de Famille (family jewels),” whose mission is to deepen ties between people through jewelry and deliver value passed down across generations.」

「Specifically, we will implement the empathy-based platform “festaria ONE,” centered on a new core system. As a core component of the medium-term management plan “festaria 2030,” “festaria ONE” will create a proprietary community platform connecting customers, business partners, shareholders and employees so that they can create value together.」

「Our group is pursuing a group strategy for sustainable growth with a view to transforming from a company described as the “No. 1 SPA company in emotional value” into a “community company that carries people’s sentiments into the future.”」

「In parallel with developing and expanding various customer touchpoints, we will advance our CRM strategy and strengthen 360-degree touchpoints through an approach that optimizes the experience for each individual customer.」

「Through various initiatives to strengthen customer touchpoints and advance its CRM strategy, we aim to create 360-degree touchpoints centered on customers.」

「We implemented the CRM (Customer Relationship Management) system "festaria Members Club," which supports the OMO (Online Merges with Offline) strategy, and proceeded with preparations for rolling it out to all stores following its initial introduction to the online shop.」

「In addition to first introducing the CRM (Customer Relationship Management) system "festaria Members Club," which supports the OMO (Online Merges with Offline) strategy, to the online shop, we also introduced it first at trial stores in order to establish operating procedures to promote member registration at stores nationwide.」

「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.」

「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.」

「In addition to these business structure reforms, we will pursue growth initiatives and, over the medium to long term, create new brand value centered on a community.」

「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.」

「We are developing our business infrastructure with a view to investing in DX (digital transformation).」

「We will complete efforts to secure stable earnings through these business structure reforms and, over the medium to long term, create new brand value centered on a community, while balancing growth investment and shareholder returns and advancing the evolution and rebuilding of a business model based on both community-building and personalization.」

「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.」

「Going forward, we will evolve and rebuild our business model around the integration of digital and physical channels, with customer centricity at its core and a balance between community-building and personalization.」

「Over the medium to long term, the company intends to transition from jewelry sales and customer service centered on physical stores to a new business that includes these operations but is developed around a digital community. It will promote DX (digital transformation) based on customer centricity and work to evolve and rebuild its business model around both community-building and personalization.」