Selecting Core Products and Introducing Strategic Products Through Seasonal Merchandising
First written in FY2018-Q2. 12 of 16 entries say "Advanced", first in FY2018-Q3. Latest entry: FY2026-H1.
The whole theme swung hardest in 2020: 2 of 11 companies on the "Worse" side.
10 other companies' latest entry also says "Advanced".
- FY2026-H1AdvancedAnnual report
「In anticipation of a prolonged hot summer, the Company sought to maintain the freshness of store merchandise by dividing its product assortment into two seasons, midsummer and late summer. In particular, after launching late-summer products in August, changes to store layouts and product assortments contributed to an increase in visitor numbers.」
Seasonal merchandising has progressed to a two-season division of midsummer and late summer and the launch of late-summer products in August, contributing to fresher store merchandise and increased visitor numbers. - FY2025-H1AdvancedAnnual report
「In terms of merchandise, while restraining purchases, we introduced a new range of cool-feeling products in June to address the recent trend toward longer, hotter summers, strengthening customer acquisition through a fresh merchandise offering.」
Seasonal merchandising has been put into practice as a response to a prolonged summer through a combination of curbed purchasing and the launch of new, lightweight product groups in June. - FY2024-Q3AdvancedAnnual report
「In terms of merchandise, in anticipation of a mild winter, we restrained purchases of cold-weather products such as coats and blousons, while strengthening leather products and knitwear that are less affected by temperature.」
Seasonal merchandising has been put into practice through curbing purchases of cold-weather products in anticipation of a mild winter and strengthening leather and knitwear. - FY2024-Q2AdvancedAnnual report
「In the first half of the second quarter, when high temperatures were expected, we increased inventories of short-sleeved products. In August, we introduced denim, patterned shirts, leather and other products early to create a fresh look on the sales floor and encourage visits by fashion-conscious customers.」
Seasonal merchandising has been put into practice through increased quantities of short-sleeved products based on expected temperatures and the early launch of autumn products in August. - FY2024-Q1AdvancedAnnual report
「In addition, we reviewed our product mix to respond to the earlier-than-usual rise in temperatures. In particular, from mid-April onward, we focused on introducing short-sleeved products with the aim of expanding sales.」
Seasonal merchandising has been put into practice through a review of product assortments in response to the earlier rise in temperatures and the launch of short-sleeved products from mid-April onward. - FY2023RestatedAnnual report
「We reviewed the timing of seasonal merchandise introductions and promoted the sell-through of previous-season products to reduce inventory.」
The Company continues its product operations by adjusting launch timing for each season and selling through products from the previous season. - FY2021-Q2AdvancedAnnual report
「In August, in addition to selling summer items at discount, we proceeded with the introduction of autumn/winter brand products to increase sales.」
As part of seasonal merchandising, the Company launched autumn/winter brand products in August, aiming to add to sales from summer sale products. - FY2021-Q1AdvancedAnnual report
「From late May, the Company prominently displayed brand T-shirts at each store to stimulate demand in line with the season, resulting in strong sales trends.」
The launch of core and brand products in line with the season has been put into practice through the rollout of brand T-shirts from late May and strong sales trends. - FY2020-Q3ReframedAnnual report
「As its policy for the period, the Company made inventory reduction a key theme and worked to strengthen a leaner, more efficient corporate structure. The Company worked to reduce inventory by improving the accuracy of product selection, narrowing the products purchased and promoting planned inventory sell-through. As a result, inventory at the end of the third-quarter accounting period was ¥720 million, a reduction of ¥54 million from the same period of the previous year. (Comparative figures are based on the Company’s non-consolidated financial statements.)」
The focus has shifted from product operations centered on launching core and strategic products to reducing inventory by improving product selection, narrowing purchased products and promoting planned inventory sell-through. - FY2020-Q2AdvancedAnnual report
「(Common to both brands) By launching new autumn/winter brand products in August, the Company was able to attract customers even during the off-season, contributing to higher sales.」
As part of seasonal merchandising, the Company launched new autumn/winter brand products in August, attracting customers during the off-season and contributing to higher sales. - FY2019RestatedAnnual report
「In its review of product strategy carried out as part of the refinement of merchandising, the Company carefully reviewed and selected core products and launched them in larger lots to build deeper inventory of best-selling products」
Seasonal merchandising based on careful review of core products and increased lot sizes continues as an annual product strategy. - FY2019-Q3AdvancedAnnual report
「Under the new merchandising structure, the Company established a product supply framework for sales growth by assigning a merchandising manager to each brand instead of the previous structure with 1 manager, thereby shortening the time required for additional orders and follow-up deliveries of best-selling products and ensuring timely and accurate product delivery.」
For ピート’s product operations, the Company established a structure that changed from the previous system with 1 manager to one with merchandising managers assigned to each brand, with the aim of shortening the time required for additional orders and follow-up deliveries. - FY2019-Q2AdvancedAnnual report
「After carefully reviewing and selecting core products, we introduced them in larger lots to build inventory of best-selling products, while promoting the sell-through of seasonal merchandise during its selling period to reduce slow-moving inventory and improve the composition of inventory.」
Seasonal merchandising has been put into a concrete operating process that includes careful review and selection of core products, increased lot sizes, accelerated sell-through of seasonal products and reduction of slow-moving inventory. - FY2018AdvancedAnnual report
「In particular, product launches with strategically increased lot sizes, including summer T-shirt hoodies and heavyweight T-shirts and autumn long cardigans and denim shirts, contributed to sales growth.」
The Company launched strategic autumn products following its summer products, and reported that product groups launched in larger lots contributed to sales growth. - FY2018-Q3AdvancedAnnual report
「In terms of products, to strengthen its merchandising function, the Company introduced a seasonal merchandising method that sets core products across 7 seasons a year. For summer, it launched strategic products such as T-shirt hoodies and heavyweight T-shirts, and for autumn, long cardigans and denim shirts, resulting in strong sales.」
Based on its 7-season merchandising method, the Company launched strategic autumn products following its summer products, and reported strong sales. - FY2018-Q2First statedAnnual report
「In terms of products, to strengthen our merchandising capabilities, we introduced a seasonal merchandising method that sets core products for 7 seasons a year. Beginning in June, we launched strategic products such as T-shirt hoodies and heavyweight T-shirts, resulting in strong sales.」
To strengthen its merchandising function, the Company introduced a method of setting core products across 7 seasons a year and, from June, launched strategic products such as T-shirt hoodies and heavyweight T-shirts.