Developing New Sales Channels
First written in FY2016. 19 of 27 entries say "Advanced", first in FY2018-Q1. Latest entry: FY2026.
Pietro moved to the "Worse" side of this theme in 2026, the same year as the typical company in this theme.
0 other companies' latest entry also says "Softened".
- FY2026SoftenedAnnual report
「At its stores, we will promote table marketing, allowing customers to try a variety of dressings and salad toppings, while opening 2–3 new stores annually, primarily in areas where we have not previously operated, with the aim of creating synergies with the products business.」
The stated policy for new store openings was reduced from “3–5 stores per year” to “2–3 stores per year.” The policy of linking table marketing with the products business remains in place. - FY2025-H1AdvancedAnnual report
「June 2024 | Pietro Yokohama World Porters store September 2024 | Pietro Amu Plaza Nagasaki store」
The company opened new stores in Yokohama and Nagasaki as new customer touchpoints and sales channels. - FY2024AdvancedAnnual report
「New store openings were as follows. Opening or renovation date | Store name April 2023 | Pietro Aeon Mall Niigata Minami store April 2023 | Pietro Aeon Mall Sapporo Hassamu store May 2023 | Pietro Tokyo Dome City LaQua store June 2023 | PIETRO MIOMIO Fukuoka Daimyo Garden City store August 2023* | Direct-operated store: Pietro OFFICIAL STORE Nagoya Lachic store December 2023 | Pietro Aeon Mall Hamamatsu Ichino store February 2024 | Pietro Aeon Mall Nogata store」
The company pursued restaurant openings in areas where it had not previously operated and developed new customer touchpoints, including its first official store, opening 7 stores during the fiscal year. - FY2024-Q3AdvancedAnnual report
「December 2023 PIETRO Aeon Mall Hamamatsu Ichino store」
To expand sales channels and customer touchpoints in areas where it had not previously operated, the company opened a new Hamamatsu Ichino store in December 2023. - FY2024-Q2AdvancedAnnual report
「We opened Nagoya’s first official shop carrying the company’s full range of product series.」
As a new customer touchpoint and sales channel, the company opened its first official shop carrying its full range of product series in Nagoya. - FY2024-Q1AdvancedAnnual report
「As part of its store-opening strategy, the company also actively opened stores in areas where it had not previously operated.」
The company proceeded with new store openings in areas where it had not previously operated, opening 4 stores between April and June 2023. - FY2023-Q2AdvancedAnnual report
「To increase opportunities for customers to handle products directly, we continued opening not only new stores but also limited-time pop-up stores. As demand for “small gifts” and “personal gifts” grew, sales volume increased steadily. New store openings were as follows: Opening date: April 2022 PIETRO A DAY Urawa PARCO store」
For customer touchpoints and sales channels for soup products, the company opened the Urawa PARCO store in April 2022 and continued operating limited-time pop-up stores. - FY2023-Q1AdvancedAnnual report
「We opened and remodelled the stores listed below, positioning them as places to build a fan base and strengthen area marketing functions. All stores have performed well in terms of sales.」
To expand customer touchpoints and sales channels, we opened and remodelled stores positioned as hubs for building a fan base and conducting area marketing, and reported strong sales. - FY2022AdvancedAnnual report
「We will strengthen experiential brand marketing strategies that communicate our appeal directly: “restaurant and directly operated shop marketing,” through which customers can handle products directly at restaurants and directly operated shops; “event marketing,” through cooking classes and events in various regions to familiarise customers with the taste of our products; and “area marketing,” which involves opening 3 to 5 stores annually, mainly in areas where we have no presence, to strengthen our communications capabilities.」
We gave concrete form to the development of new sales channels and customer touchpoints through experiential brand marketing, including restaurants and directly operated shops, events, and the annual opening of 3 to 5 stores in areas where we have no presence. - FY2022-Q3AdvancedAnnual report
「To strengthen our branding strategy and further raise awareness, we have opened new stores and remodelled existing stores as follows. Opening/remodelling date: store name. July 2021: PIETRO A DAY SOUP SHOP ＆ CAFE Grand Front Osaka. August 2021: remodelled, PIETRO A DAY GIFT SHOP Mizoguchi. October 2021: remodelled, PIETRO A DAY SOUP SHOP ＆ CAFE Yokohama Bay Quarter.」
As new sales channels for the soup category, we opened the Grand Front Osaka store, remodelled the Mizoguchi store as a gift-focused outlet, and remodelled the Yokohama Bay Quarter store. - FY2022-Q2AdvancedAnnual report
「In July, we opened “PIETRO A DAY SOUP SHOP＆CAFE Grand Front Osaka,” and in August, we reopened “PIETRO A DAY GIFT SHOP Mizoguchi” as a store specialising more heavily in gifts.」
As new sales channels, we opened a soup-related store in Osaka and remodelled the Mizoguchi store as a gift-focused outlet. - FY2022-Q1AdvancedAnnual report
「With an eye to the post-pandemic period and the development of fan-base hubs, we opened 2 new stores in April: “PASTA&TAPAS PIETRO Ikebukuro” and “Amu Plaza Kumamoto.”」
As part of developing new sales channels and customer touchpoints, we opened 2 new stores in April to serve as fan-base hubs. - FY2021AdvancedAnnual report
「We also view restaurants as places to meet customers, build a fan base, and serve as bases for communicating area marketing initiatives, and plan to open stores in 4 cities during the fiscal year.」
As part of developing new sales channels, we positioned restaurants as information and communications hubs and announced plans to open stores in 4 cities during the fiscal year. - FY2021-Q3AdvancedAnnual report
「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.」
As a new sales channel for the soup category, we opened the Nagoya Central Park store in November and pursued growth in gift and online sales and greater brand awareness. - FY2021-Q2AdvancedAnnual report
「We plan to open limited-time shops and new stores in the second half, and will continue to further raise awareness of the soup category.」
For new sales channel development, we announced plans to open a limited-time shop and a new store in the soup category in the second half. - FY2021-Q1AdvancedAnnual report
「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.」
To develop new sales channels, we opened a new soup-category shop in Yokohama, seeking to raise awareness and capture gift demand. - FY2020AdvancedAnnual report
「In the soup category, our third core business, we proposed products suited to the gift market, which have also been highly regarded as gifts. We also worked to raise awareness by opening new shops.」
To develop new sales channels, we proposed soup products for the gift market and opened new shops. - FY2020-Q3RestatedAnnual report
「We will further strengthen sales of the strong-performing pasta category and seek sales growth in the dressing category by communicating product value, including ways to use and enjoy dressings as a “versatile seasoning.”」
We continue to strengthen sales of the strong-performing pasta category and strengthen dressing sales and sales channels by proposing ways to use and enjoy the products. - FY2020-Q1RestatedAnnual report
「Under this fiscal year’s management policies of “increasing sales in the pasta category” and “selecting and concentrating on the 280ml dressing series,” we worked to further strengthen sampling sales and expand shelf space for standard products, pursuing active sales growth.」
We continue to strengthen sales by strengthening sampling sales and expanding shelf space for standard products. - FY2019RestatedAnnual report
「Under this fiscal year’s management policies of “creating a new market with dressings,” “continuing to expand sales of existing products,” and “strengthening the pasta category,” we worked to further strengthen sampling sales and expand shelf space for standard products, pursuing sales growth.」
We continue to strengthen sales and sales channels by creating new markets, conducting sampling sales, and expanding shelf space for standard products. - FY2019-Q3RestatedAnnual report
「We worked to further strengthen sampling sales and expand shelf space for standard products, pursuing sales growth.」
We continue to strengthen sales by strengthening sampling sales and expanding shelf space for standard products. - FY2019-Q2RestatedAnnual report
「We worked to further strengthen sampling sales and expand shelf space for standard products, pursuing active sales growth.」
We continue to strengthen sales and sales channels by strengthening sampling sales and expanding shelf space for standard products. - FY2019-Q1AdvancedAnnual report
「Through this fiscal year’s management initiatives, including “creating a new market with dressings,” “continuing to expand sales of existing products,” and “strengthening the pasta business,” we worked to further strengthen sampling sales and expand shelf space for standard products, pursuing active sales growth.」
We implemented specific measures to develop sales channels and strengthen sales, including creating new markets, strengthening sampling sales, and expanding shelf space for standard products. - FY2018-Q3AdvancedAnnual report
「To increase brand awareness and sales in the Tokyo metropolitan area, we concentrated our first-ever campaign of locally targeted commercials in the Kanto region from late October to early November 2017.」
To increase brand awareness and sales in the Tokyo metropolitan area, we concentrated locally targeted commercials in the Kanto region from late October to early November 2017. A specific advertising initiative was added to the existing policy of strengthening sales in the Tokyo metropolitan area. - FY2018-Q2RestatedAnnual report
「As a “versatile seasoning,” we will further strengthen sales activities that communicate product value, including suggestions for how to use and enjoy the product, while focusing on expanding sales in the Tokyo metropolitan area as part of our regional strategy.」
We continue our policy of expanding sales regions by proposing ways to communicate product value and expanding sales in the Tokyo metropolitan area. - FY2018-Q1AdvancedAnnual report
「We pursued sales growth under this fiscal year’s management policies: “strengthen sales of the 6 core 280ml items,” “continue the brand strategy,” “advance the zoning strategy,” and “deepen penetration in northern Kyushu and strengthen sales in the Tokyo metropolitan area.”」
The policy of developing sales channels and strengthening sales was presented through specific regional and sales initiatives, including zoning, deeper penetration in northern Kyushu, and stronger sales in the Tokyo metropolitan area. - FY2016First statedAnnual report
「We will expand our product range, including dressings, while continuing our brand strategy and developing new sales channels.」
Our policy is to expand sales channels while continuing our existing brand strategy.