Specialty store model focused on a limited range of products and recurring purchases
First written in FY2016. 6 of 14 entries say "Restated". Latest entry: 2026-07-31.
No other company in this theme has enough history to compare yet.
- FY2023ReframedAnnual report
「The company has also revised its sales method at launch for products introduced after “Pinte.” To reduce the burden of preparations before launch and enable internal resources to be prioritized for products with a high likelihood of selling, it changed from its previous method of launching all products on a subscription-purchase basis to launching them as one-time purchases and offering them as subscription products only if they meet a specified sales threshold.」
The sales model was revised from the previous approach of making all products subscription purchases to a screening process under which products are initially sold as one-time purchases to assess marketability and only those meeting a specified sales threshold are shifted to subscription purchases. - FY2023-Q2RestatedAnnual report
「The company had combined its niche-top strategy of securing a dominant share in niche markets with a strategy of securing a share of mass markets. Following a fresh review of current conditions and its strengths, however, it is again pursuing the niche-top strategy in which it excels from the current consolidated fiscal year.」
The company is reaffirming, following the previous quarter, its policy of shifting the focus back from a combination with the mass-market strategy to the niche-top strategy. - FY2023-Q1ReframedAnnual report
「The company had combined its niche-top strategy of securing a dominant share in niche markets with a strategy of securing a share of mass markets. Following a fresh review of current conditions and its strengths, however, it is again pursuing the niche-top strategy in which it excels from the current consolidated fiscal year.」
The company reviewed its strategy, shifting from a combination of niche-top and mass-market strategies to renewed pursuit of the niche-top strategy in which it excels, beginning in the current consolidated fiscal year. - FY2022ReframedAnnual report
「In developing and selling its original health and beauty products, the company places particular importance on the following 3 proprietary business models. By maintaining high profitability while continuing to create products that address customers’ concerns and that they will use throughout their lives, it aims to achieve sustainable long-term growth and development: ① reliable product quality unaffected by trends; ② a subscription-purchase system, supported by quality, that customers will want to renew; and ③ thorough test marketing.」
The previous description of a limited-product, niche-top/mass-market model has been reorganized into 3 proprietary models: product quality, subscription purchases and test marketing. - FY2022-Q3AdvancedAnnual report
「The first product, “Shinpiist” medicinal quasi-drug dermal-care all-in-one gel, was launched on 17 August 2021, followed by the second product, “Moudas” medicinal quasi-drug hair-growth stimulant, on 19 October 2021.」
In its mass-market product rollout, the company launched “Moudas” as its second product following “Shinpiist.” - FY2022-Q2AdvancedAnnual report
「The first product, “Shinpiist” medicinal quasi-drug dermal-care all-in-one gel, was launched on 17 August 2021, and efforts have focused on acquiring new customers since its launch. The company will continue working toward its target of launching multiple mass-market products during the current consolidated fiscal year, including from the third quarter onward.」
The company made its policy of combining its niche-top and mass-market strategies more concrete by launching its first mass-market product and setting a target of multiple launches during the current consolidated fiscal year. - FY2022-Q1ReframedAnnual report
「The company is entering a transition in its product strategy. In addition to its niche-top strategy of securing a dominant share in its traditional niche markets, it will pursue a strategy of securing a share of mass markets.」
The product strategy shifted toward combining the traditional focus on niche markets with a strategy of securing a certain share of mass markets. - FY2019RestatedAnnual report
「The company’s e-commerce business uses a sales model focused on a limited number of products, enabling it to provide the attentive customer support associated with a specialist store.」
The company continues to describe a business model focused on a limited number of products and specialist-store customer support. - FY2018RestatedAnnual report
「The company’s e-commerce business uses a sales model focused on a limited number of products. This focus enables it to provide the attentive customer support associated with a specialist store and establish a system that encourages repeat purchases.」
The company continues to describe its specialist-store model focused on a limited number of products and its repeat-purchase system, listing 27 products as of the end of April 2018. - FY2017RestatedAnnual report
「Through “Kita no Kaiteki Kobo,” a comprehensive website that primarily sells health and beauty products, the company offers customers 22 products, including “Kaiteki Oligo,” as of the end of April 2017, helping them address health and beauty concerns.」
The specialist-store sales model focused on a limited number of products continues, with 22 products offered. - FY2016First statedAnnual report
「The company’s e-commerce business uses a sales model focused on a limited number of products. This focus enables it to provide the attentive customer support associated with a specialist store and establish a system that encourages repeat purchases.」
The business model narrows the product range and seeks to encourage repeat purchases and reduce costs through customer support and streamlined logistics.