Strengthening Existing Stores and Improving Sales per Tsubo
First written in FY2016. 15 of 20 entries say "Restated". Latest entry: 2026-09-29.
50 other companies' latest entry also says "Advanced".
- 2026-09-29AdvancedEarnings presentation
「As a community-based small-format retailer, strengthen profitability through store renovations using DCM resources」
Profitability improvements through renovations at DCMニコット were reported, with sales at all stores at 103.8% of the prior year and operating profit at 119.2%. - FY2026RaisedAnnual report
「In addition to store renovations, we will promote format conversions, launch new businesses and strategically deploy group resources across stores, making maximum use of management resources to achieve sustainable growth and strengthen our earnings structure. We will also work to secure new revenue sources by effectively using store parking lots, vacant land and other assets.」
The means of transforming existing stores were expanded beyond store renovations to include format conversions, new businesses, strategic deployment of group resources and use of parking lots and vacant land. - FY2024RestatedAnnual report
「We will advance a store strategy centered on transforming existing stores by clarifying the roles of stores by size and forming an in-house renovation team, while working to create stores that are more familiar and convenient for customers.」
The transformation of existing stores through clarification of roles by store size and an in-house renovation team was reconfirmed as a priority measure. - FY2024-Q1RestatedAnnual report
「In this environment, we launched the Third Medium-Term Management Plan for fiscal 2023 through fiscal 2025, under the policy of “Taking on the Challenge of Creating a New-Generation Home Improvement Retailer: ‘Re’energizing Stores + Expanding Business Domains.” Alongside a store strategy centered on transforming existing stores, further pursuit of low-cost operations, development of our distinctive BOPIS (buy online, pick up in store) model, enhancement of our private-brand product development structure and expansion of business domains through M&A, we are pursuing sustainable business value and greater shareholder value as we work toward realizing our 2030 vision of becoming a “comprehensive company enhancing the quality of daily life.”」
The store strategy centered on transforming existing stores was reconfirmed as a measure under the Third Medium-Term Management Plan. No new implementation results or specific milestones were provided. - FY2023Specific measures for transforming existing storesAnnual report
「We will advance a store strategy centered on transforming existing stores by clarifying the roles of stores by size and forming an in-house renovation team, while working to create stores that are more familiar and convenient for customers.」
For the transformation of existing stores, clarifying store roles by size and forming an in-house renovation team were newly identified as implementation measures. - FY2021RestatedAnnual report
「While improving sales-floor productivity, we will introduce new product categories and sales floors with enhanced specialization, and work to create stores that provide greater motivation for customers to visit with a specific purpose.」
The policy of transforming existing stores by improving sales-floor productivity, introducing new product categories and enhancing specialization was reconfirmed. - FY2020-Q3RestatedAnnual report
「Outdoor products for which the assortment was enhanced performed well, while rush demand was seen for electric bicycles and other products ahead of the tax increase.」
The strengthening of products and sales floors at existing stores through assortment enhancements and other measures was reconfirmed. - FY2020-Q2RestatedAnnual report
「For daily consumables and other products, sales fell below the previous year as the company promoted a change in selling methods from price-led to solution-oriented, but gross profit increased.」
The continued transition from price-led selling to solution-oriented selling was reconfirmed, with sales below the previous year while gross profit increased. - FY2020-Q1Changing from price-led selling to solution-oriented sellingAnnual report
「For daily consumables and other products, sales fell below the previous year as the company promoted a change from price-led selling to solution-oriented selling, but gross profit increased.」
The company noted its move from price-led selling to solution-oriented selling for daily consumables and other products, together with growth in gross profit. - FY2019-Q2RestatedAnnual report
「Among DCM-brand products, hose reels, plant seedlings, landscaping gravel and other products for which sales-floor presentation was enhanced performed well.」
The strengthening of products and sales floors at existing stores through enhanced sales-floor presentation, assortment and promotional planning was reconfirmed. - FY2019-Q1RestatedAnnual report
「Detergents, air fresheners and other products for which bulk-purchase initiatives and price-focused measures were implemented performed well. Among DCM-brand products, newly developed men's umbrellas and bags for recreational outings promoted through high-volume displays also performed well.」
The strengthening of sales floors and selling methods through bulk-purchase initiatives, price-focused measures and high-volume displays was reconfirmed. - FY2018RestatedAnnual report
「Sales of tools at professional specialty stores performed well.」
Strong sales at professional specialty stores were reconfirmed as a result of strengthening specialized sales floors and store formats. - FY2018-Q3RestatedAnnual report
「While sales of disaster-preparedness products struggled, sales of tools and workwear at professional specialty stores performed well.」
Strong sales of tools and workwear at professional specialty stores were reconfirmed as a result of strengthening specialized sales floors and store formats. - FY2018-Q2RestatedAnnual report
「Sales of tools at professional specialty stores performed well.」
Strong sales at professional specialty stores were reconfirmed as a result of strengthening specialized sales floors and store formats. - FY2018-Q1RestatedAnnual report
「Sales of disaster-preparedness products struggled following the decline in demand after the Kumamoto earthquake, but sales at professional specialty stores performed well.」
Strong sales at professional specialty stores were reconfirmed as a result of strengthening specialized sales floors and store formats. - FY2017RestatedAnnual report
「We will introduce new product categories and sales floors with enhanced specialization according to store size, and work to create stores that provide greater motivation for customers to visit with a specific purpose.」
As part of the transformation of existing stores, the introduction of product categories by store size and the enhancement of specialization were identified as specific measures. - FY2017-Q3RestatedAnnual report
「Sales of towels subject to focused sales efforts, together with long seat cushions and bath mats introduced proactively mainly at large-format stores, performed well, while sales of bedding and large furniture were weak.」
The strengthening of sales floors and products through focused sales efforts and product introductions, particularly at large-format stores, was reconfirmed. - FY2017-Q2RestatedAnnual report
「Sales of mats and cushions subject to focused sales efforts, together with sofas and towels introduced proactively mainly at large-format stores, performed well, while sales of beds, bedding and large furniture were weak.」
The strengthening of sales floors and products through focused sales efforts and product introductions, particularly at large-format stores, was reconfirmed. - FY2017-Q1RestatedAnnual report
「In leisure products, sales remained steady as a result of launching promotional activities early to capture demand for outings and recreational activities.」
Early promotional activities to capture seasonal demand were noted as part of efforts to strengthen product offerings and promotional activities at existing stores. - FY2016First statedAnnual report
「We will review the existing planogram formats, introduce new varieties and focus categories, and seek to improve sales-floor productivity. We will also strengthen product presentation and event planning to create attractive sales floors.」
Planograms, new varieties and focus categories, sales-floor presentation and event planning were identified as specific measures to strengthen existing stores.