Launching the soup category as the third pillar

「In addition to expanding sales channels from directly operated stores to the company's own e-commerce site, major e-commerce marketplaces and variety stores, the company also developed the casual gift and wedding-related gift markets. As a result, total soup category sales exceeded the previous period.」

「In addition to expanding sales channels from directly operated shops to the company's own e-commerce site, major e-commerce marketplaces and lifestyle shops, the company also developed the casual gift and wedding-related gift markets. As a result, total soup category sales exceeded the year-earlier period.」

「The soup category, being developed as the PIETRO A DAY brand featuring carefully selected ingredients and preparation methods, achieved steady sales growth through the company's own e-commerce site, major e-commerce marketplaces, directly operated stores in the store business segment and merchandise sales at restaurant locations. Sales exceeded the previous period due in part to significant growth in gift demand related to seasonal events and weddings.」

「The soup category, being developed as the PIETRO A DAY brand featuring carefully selected ingredients and preparation methods, achieved steady sales growth through mail-order sales, directly operated stores in the store business segment and merchandise sales at restaurant locations. Sales exceeded the previous period due in part to the rollout of seasonal limited-edition packaging and significant growth in gift demand.」

「The soup category, being developed as the PIETRO A DAY brand featuring carefully selected ingredients and preparation methods, achieved steady sales growth through mail-order sales, directly operated stores in the store business segment and merchandise sales at restaurant locations. Standard products such as Hokkaido Sweet Corn Potage and Vichyssoise made with Japanese potatoes performed well, while the winter limited-edition Boston-style White Clam Chowder was also well received, contributing to steady growth in sales.」

「The soup category, being developed as the PIETRO A DAY brand featuring carefully selected ingredients and preparation methods, achieved steady sales growth through mail-order sales, directly operated stores in the store business segment and merchandise sales at restaurant locations.」

「At direct-sales stores, including the soup-category PIETRO A DAY brand, we continued marketing initiatives that directly communicate the appeal of the soups to customers, such as fully resuming soup tastings that had been suspended during the pandemic, and continued opening limited-time pop-up stores to further increase awareness of PIETRO A DAY products. By strengthening the introduction of gift boxes tailored to seasons and events, demand for small and personal gifts increased, and sales volumes grew steadily.」

「In the soup category, a business under development, we worked to further strengthen sales through personalized customer service, including resuming tastings at directly operated stores that had been suspended during the COVID-19 pandemic. We also continued opening new stores and limited-time pop-up locations to provide more opportunities for customers to handle the products directly. By expanding the introduction of gift boxes suited to seasons and events, we captured demand for small and personal gifts and increased sales volume steadily.」

「In the soup category, a business under development, we worked to further strengthen sales through personalized customer service. We also continued opening new stores and limited-time pop-up locations to provide more opportunities for customers to handle the products directly. As demand for small and personal gifts increased, sales volume grew steadily.」

「We resumed soup tastings, which had been suspended during the COVID-19 pandemic, enabling customers to learn about the taste and care put into the products. Sales volume also grew steadily amid rising demand for small and personal gifts. We will also seek to further increase awareness of the soup brand through new store openings and use of the app.」

「By providing personalized customer service, we were able to generate not only store sales but also online sales. In addition, rising demand for personal gifts helped soup sales volume exceed the previous period.」

「In the soup category, a business under development, we worked to strengthen sales by providing new information through directly operated stores and limited-time shops. Although store sales became difficult due to reduced operating hours and other measures under the state of emergency, personalized customer service enabled us to generate not only store sales but also online sales, while rising gift demand helped soup sales exceed the year-earlier period.」

「In July, we opened the new PIETRO A DAY SOUP SHOP＆CAFE Grand Front Osaka store. In August, we reopened the Mizonokuchi store as a more gift-focused location, the PIETRO A DAY GIFT SHOP Mizonokuchi store. We will continue working to expand awareness through a thorough branding strategy.」

「In the soup category, a business under development, we worked to strengthen sales by providing new information through directly operated stores and limited-time shops, but struggled due to reduced operating hours and other measures under the state of emergency. However, online gift demand and other such demand is increasing, and we will continue to expand awareness while implementing a thorough branding strategy.」

「In the soup category, we will develop the brand through sales limited to directly operated locations, including directly operated shops, merchandise sales at restaurants and online stores. We will also serve PIETRO A DAY soups on restaurant menus, creating a business model in which customers can experience their taste and then purchase them in the merchandise section.」

「In the soup category, a business under development, we opened “PIETRO A DAY SOUP ＆ CAFÉ Nagoya Central Park” in November. Sales through gifts and online channels have been steadily increasing, and we will seek to further raise awareness through a comprehensive branding strategy.」

「Sales in the soup category, a business under development, have steadily grown through gift demand and online sales. In the second half, we plan to open limited-time shops and new stores, and will continue working to further increase awareness of the soup category.」

「In the soup category, a business under development, we opened “PIETRO A DAY SOUPSHOP&CAFE Yokohama Bay Quarter” in March. Through the opening of new shops, we sought to raise awareness and capture demand for gifts and other products.」

「In the soup category, we developed and sold 15 to 20 soup varieties year-round under the new PIETRO A DAY brand, whose main products are soups made with carefully selected ingredients, preparation methods and seasonal appeal. Products included "ARIGATO no SOUP Hokkaido Sweet Corn Potage" and "SHIAWASE no SOUP Vichyssoise Made with Japanese Potatoes and Fresh Cream."」

「The dressing category, our first pillar, will pursue sustainable growth, while the pasta category, our second pillar, will move from development to expanded sales. In addition, we will newly launch the soup category as our third pillar and actively develop the business.」