Accelerating Apparel Store Openings Under a New Retail Brand
First written in FY2017. 7 of 14 entries say "Advanced", first in FY2018. Latest entry: 2026-09-17.
The whole theme swung hardest in 2025: 2 of 10 companies on the "Worse" side.
15 other companies' latest entry also says "Advanced".
- 2026-09-15AdvancedRevisions to earnings forecasts
「Rollout of a derivative new brand scheduled to launch in September」
The company has specifically announced plans to launch a derivative new brand in September as part of the opening and rollout of a new store brand. - FY2023-Q3AdvancedAnnual report
「In the regular-size apparel business, as a new initiative, the Company opened a physical store for NOEMIE, an e-commerce-born brand targeting Generation Z, on Takeshita Street in Harajuku in October. By strengthening integration with e-commerce, the Company is increasing brand awareness and attracting customers.」
As part of its apparel store openings under new store brands, the Company opened a physical store for NOEMIE, an e-commerce-born brand targeting Generation Z, on Takeshita Street in Harajuku in October and began strengthening integration with e-commerce. - FY2020-Q1AdvancedAnnual report
「During the opening and closing of stores, 14 new stores were opened and 8 stores were closed. As a result, the store count at the end of the first quarter stood at 484, an increase of 11 stores from the same period of the previous year.」
Under its policy of expanding store openings centered on new brands and others, the Company opened 14 stores, increasing the number of stores at the end of the fiscal year by 11 from the same period of the previous year. - FY2019AdvancedAnnual report
「During the opening and closing of stores, 38 new stores were opened, including 10 Rudic Park stores, the apparel business's flagship brand, and 20 Illusie 300 stores, a growth brand in the general merchandise business. At the same time, 29 stores were closed, including stores that became unprofitable amid a rapid deterioration in the business environment and stores whose contracts had expired. As a result, the store count stood at 478 at the end of the consolidated fiscal year.」
For store openings centered on new and growth brands, the Company reported annual results of 38 stores in total, including 10 Rudic Park stores and Iluci 300 stores. - FY2019-Q3RestatedAnnual report
「As a means of creating future growth engines, the Company also focused on expanding store openings centered on new apparel brands and ¥300 fixed-price general merchandise shops.」
The Company positioned new apparel brands and ¥300 fixed-price general merchandise shops as growth engines and continued to focus on expanding store openings. - FY2019-Q2RestatedAnnual report
「As a means of creating future growth engines, the Company also focused on expanding store openings centered on new apparel brands and ¥300 fixed-price general merchandise shops.」
The Company positioned new apparel brands and ¥300 fixed-price general merchandise shops as growth engines and continued to focus on expanding store openings. - FY2019-Q1RestatedAnnual report
「As a means of creating future growth engines, the Company also focused on expanding store openings centered on new apparel brands and ¥300 fixed-price general merchandise shops.」
The Company positioned new apparel brands and ¥300 fixed-price general merchandise shops as growth engines and continued to focus on expanding store openings. - FY2018AdvancedAnnual report
「During the fiscal year, 27 new stores were opened, mainly 12 Rudic Park stores, the apparel business's flagship brand, and 7 Illusie 300 stores in the general merchandise business. At the same time, 53 stores were closed, primarily stores whose fixed-term lease agreements had expired and unprofitable stores. As a result, the store count stood at 469 at the end of the consolidated fiscal year.」
The Company opened 12 stores, centered on Rudic Park, one of its new brands, demonstrating the results of its expansion of stores centered on new brands. - FY2018-Q3RestatedAnnual report
「To increase revenue from the next fiscal year onward, the Company also strengthened and expanded new store openings, centered on new brands in the apparel business and Iluci 300, a ¥300 fixed-price general merchandise shop, in the general merchandise business.」
The Company continues to pursue a store-opening strategy centered on new apparel brands. Although Iluci 300 in the general merchandise business was explicitly identified as a central driver of store expansion, there was no change from the existing policy of opening stores under new apparel brands. - FY2018-Q2RestatedAnnual report
「Under these circumstances, the Company continued optimizing inventory and maintaining and improving merchandise freshness in its store retail business, while accelerating the closure of unprofitable stores and openings under new brands to establish a profitable operating structure in its core businesses. It also strengthened initiatives to secure new sales staff and optimize sales operations at existing stores in preparation for further expansion of store openings from the next fiscal year onward.」
The Company continued to close unprofitable stores and accelerate store openings under new brands, while building the foundation for expanding store openings from the next fiscal year onward. - FY2018-Q1RestatedAnnual report
「By accelerating store openings centered on new brands launched in the previous fiscal year, while closing unprofitable stores, the Company built a foundation for higher revenue and profit from the next fiscal year onward, following the increase in profit in the current fiscal year.」
The Company continued to accelerate store openings centered on new brands launched in the previous fiscal year, positioning this as the foundation for higher revenue and profit from the next fiscal year onward. - FY2017First statedAnnual report
「In the apparel business, we believe it is necessary to accelerate store openings under the new brands launched during the fiscal year while also actively pursuing the revitalization of existing stores.」
The Company first explicitly identified accelerating store openings under new brands, together with the revitalization of existing stores, as a means of stabilizing its store base.