Strengthening Sales Through Core Products, Promotions and In-Store Displays

「To commemorate the 30th anniversary of “TORNADO MART,” we launched collaboration T-shirts with 5 creators, strengthening relationships with existing customers and approaching new customer segments. We also launched a collection using sheer fabrics, a trend material, to address seasonal demand and strengthen our product offering.」

「In addition, holding live commerce sessions twice a week on a regular basis, defined as real-time video sales over the internet, helped retain high-value customers of closed stores and secure new sales channels.」

「On the sales front, we restrained discounting to improve gross margin, selected products to strengthen each month, and strengthened sales of them across all stores.」

「On the sales front, to strengthen sales of selected products and achieve the sales targets set by each store, we shared successful examples at the weekly Sales Department meetings and rolled them out across stores.」

「On the sales front, we strengthened customer acquisition for brand fairs by mailing seasonal catalogs to high-ranking members. From April, we also introduced PRAMS ORDER at some stores, a system that delivers items unavailable in stores from e-commerce inventory to customers’ homes, to reduce lost sales when products were out of stock in stores and improve sales and inventory efficiency.」

「On the sales front, we worked to encourage regular customers to visit when high-priced products such as military jackets, leather jackets and sukajan jackets arrived, with the aim of increasing average spending per customer. We also introduced the following month’s new products to the brand’s fan base and sought to increase visit frequency by taking reservations.」

「On the sales front, we held regular meetings attended by area managers and buyers, shared successful sales methods and model store displays, and disseminated the information to all stores, thereby working to improve each store’s understanding of and commitment to the sales policies.」

「On the sales front, we worked to strengthen sales by proposing coordinated outfits combining T-shirts, bottoms and outerwear, while promoting sales of higher-priced products by offering novelty-item benefits with branded products.」

「On the sales front, we worked to increase average spend per customer. At METHOD, we strengthened consultative selling through complete outfit proposals centered on bottoms and expanded sales of branded outerwear. At Ryuugi Assaku, we focused on selling higher-priced branded products centered on sukajan jackets.」

「On the sales front, we restrained discounting and focused on full-price sales, while sharing information from high-performing stores across all stores, which improved storefront operating rates.」

「We strengthened non-discount customer-attraction initiatives, such as distributing novelty items for major brands and sending direct mail to regular customers to encourage store visits. In addition, after Golden Week, when sales had previously been the main focus, we promoted full-price sales by attracting customers with sale items at the storefront while presenting quality-oriented product groups in the stores and selling them through customer service.」

「On the sales front, we took measures to address the decline in customer numbers, including sending direct mail offering benefits such as “3X POINTS” to attract customers to physical stores, introducing upcoming products on tablets to visiting customers, and encouraging repeat visits by distributing coupons at checkout. We also strengthened efforts to control inventory through sales methods such as reservation events, while seeking to expand sales through limited-time stores in vacant shopping-center units and event spaces, a format designed to minimize investment risk.」

「On the sales front, we strengthened efforts to use sales methods that do not require inventory, such as reservation events, and continued to run sales campaigns, including bundle discounts and coupon distribution, to stimulate purchase intent.」

「In March, we held a reservation event for new products that is well received every year, with the aim of securing sales. By offering delivery services to customers who wanted them, we sought to improve customer convenience while people were refraining from going out.」

「Our sales policy for the current fiscal year was “customer first.” We worked to provide service and create stores that customers would choose, thereby raising customer satisfaction and ultimately generating sales. In stores, actively encouraging customers to enter improved the entry rate. Inside the stores, proactive and courteous communication with customers improved the purchase rate, while distributing coupons at the register helped improve the repeat-visit rate.」

「By actively inviting customers into the stores, we sought to create an image that was “bright and easy to enter” and increase the entry rate. We also observed and identified which products customers encountered before entering, used this information to improve subsequent displays, and focused on keeping the storefront attractive at all times.」

「Specifically, the Merchandising Department and Store Planning Department took the lead in working directly at store locations to implement merchandising, established model stores as examples to follow, and provided thorough guidance to ensure that all stores adopted similar merchandising.」

「Specifically, the Merchandising Department and Store Planning Department took the lead in working directly at store locations to implement merchandising, established model stores as examples to follow, and provided thorough guidance to ensure that all stores adopted similar merchandising. Subsequently, we had every store submit photographs of its displays and repeatedly verified and revised them, steadily improving displays at each store under head-office direction.」

「As a specific sales measure, we prepared a compact booklet summarizing the monthly policies as a Sales Strategy Book and implemented it thoroughly at each store. This strengthened and raised sales capabilities across all stores and built up shared know-how.」

「As a specific sales measure, we prepared the Sales Strategy Book, a tool providing specific explanations of the monthly sales strategy, including “key products,” “merchandising” and “promotional methods,” and implemented it thoroughly at each store. This strengthened and raised sales capabilities across all stores and built up shared know-how.」

「We prepared the Sales Strategy Book, a tool providing specific explanations of the monthly sales strategy, including “key products,” “merchandising” and “promotional methods,” and implemented it thoroughly at each store. This strengthened and raised sales capabilities across all stores, built up shared know-how, and contributed to the improvement in sales seen in the latter half of the second quarter.」

「Against this backdrop, on the sales front we made improving store staff awareness around the theme of “maximizing the time spent engaging with customers” a priority and sought to strengthen customer service. We also held goal-setting training for all store managers to improve the execution of sales initiatives at each store.」

「In addition, to expand sales company-wide, we designated core enhanced stores and carried out concentrated improvements in product assortments, promotional activities and in-store displays.」

「To expand sales company-wide, we designated core enhanced stores, carried out concentrated improvements in product assortments, promotional activities and in-store displays, and worked to strengthen and improve sales capabilities.」

「We identified core products that would serve as pillars of revenue and strengthened sales by conducting promotional activities using posters and other materials and by improving merchandise displays at each store.」