Maintaining Store Freshness Through Timely, Appropriate-Volume Product Introductions and Product Turnover
First written in FY2017. 18 of 29 entries say "Advanced", first in FY2018-Q1. Latest entry: 2026-07-14.
The whole theme swung hardest in 2026: 7 of 56 companies on the "Worse" side.
40 other companies' latest entry also says "Advanced".
- 2026-07-14AdvancedEarnings
「The main factors were increases in advances paid of ¥1.845 billion, buildings and structures, net, of ¥19 million, and construction in progress of ¥184 million, among others, together with decreases in cash and deposits of ¥754 million, merchandise of ¥577 million, other receivables of ¥402 million and goodwill of ¥12 million, among others.」
Merchandise decreased by ¥577 million from the previous consolidated fiscal year-end, providing a numerical indication of inventory drawdown. - FY2026AdvancedAnnual report
「In terms of merchandise, during the first half we provided outfits for Yokohama FC, introduced unisex apparel, and offered matching sets of reasonably priced jackets and bottoms to increase brand awareness and acquire new customers. In view of the trend toward longer summers, we also introduced summer-weight products in autumn colors.」
The response to seasonal fluctuations has taken concrete form in introducing summer-weight products in autumn colors in view of the prolonged summer, as well as developing unisex products and matching sets. - FY2026-H1AdvancedAnnual report
「In terms of merchandise, in anticipation of a prolonged hot summer, we worked to maintain freshness on the sales floor by dividing our merchandise proposals into two seasons, midsummer and late summer. In particular, after introducing late-summer products in August, we changed the layout and merchandise mix on the sales floor, contributing to an increase in visitor numbers.」
Seasonal merchandise planning has taken concrete form in proposals divided into midsummer and late-summer seasons in anticipation of a prolonged summer, and the introduction of late-summer products in August. - FY2025AdvancedAnnual report
「This was mainly attributable to a loss before income taxes of ¥473 million, an increase in funds of ¥56 million from internal reserves such as depreciation, a decrease in funds of ¥12 million from the allowance for doubtful accounts, a decrease in funds of ¥11 million from an increase in trade receivables, and an increase in funds of ¥97 million from a decrease in inventories, among other factors.」
The ¥97 million decrease in inventories increased operating cash flow, demonstrating the results of improved inventory efficiency. - 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.」
While restraining purchases, we introduced a new range of cool-feeling products in June to address the longer, hotter summers, adapting to seasonal demand and pursuing customer acquisition. - 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.」
Merchandise turnover and inventory-efficiency management has progressed through restrained purchases of cold-weather products in anticipation of a mild winter and selective introduction of leather products and knitwear that are less affected by temperature. - 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.」
Maintaining merchandise turnover and sales-floor freshness has been implemented through increased inventories of short-sleeved products in anticipation of high temperatures and the early introduction of denim, patterned shirts, leather and other products in August. - FY2024-Q1AdvancedAnnual report
「We grouped stores into those focused on full-price sales and those focused mainly on selling inventory products, then sought to improve sales capabilities by sharing successful practices between stores within each group.」
Merchandise turnover and inventory-efficiency management has taken concrete form in grouping stores by sales policy and combining inventory-product sales with the sharing of successful practices. - FY2023RestatedAnnual report
「We reviewed the timing of seasonal merchandise introductions and promoted the sell-through of previous-season products to reduce inventory.」
Inventory efficiency initiatives involving revised introduction timing and the sell-through of previous-season products have continued. - FY2023-Q3AdvancedAnnual report
「In terms of merchandise, we restrained advance introductions for customers, strengthened the introduction of merchandise suited to actual demand, and expanded the range of price points from high-priced products to reasonably priced product lines to attract a broad range of customers. We also worked to improve margins by keeping markdowns to a minimum.」
Merchandise turnover and inventory management has taken concrete form in restraining advance introductions, strengthening products that meet actual demand, broadening the range of price points, and restraining markdowns. - FY2023-Q2AdvancedAnnual report
「In terms of merchandise, we sought to expand sales by efficiently managing inventory through precise control over merchandise introductions and expanding our original-brand product range.」
While the practice of precise order and introduction management continues in the First Business Division, the Second Business Division is reducing unsold inventory by reviewing the timing of seasonal launches, and チチカカ is strengthening repeat orders of high-turnover products. - FY2023-Q1AdvancedAnnual report
「We sought to minimize inventory through the expansion of high-margin original-brand products, targeted merchandise introductions, and precise order control.」
Merchandise turnover and inventory-efficiency management has taken concrete form in expanding high-margin products, targeting merchandise introductions, and minimizing inventory through precise order control. - FY2022RestatedAnnual report
「In response to the decline in customer numbers caused by COVID-19, we maintained an assortment for regular customers while restraining purchases by reducing the quantity per SKU. We also limited the introduction of heavy apparel such as coats, which have short selling periods, and focused on products such as jackets that can be sold over longer periods.」
Selective purchasing and inventory management has continued, reducing the quantity per SKU while maintaining assortment breadth, restraining heavy apparel, and introducing products that can be sold over longer periods. - FY2022-Q3ReframedAnnual report
「In view of the declining number of customers, we restrained purchases by reducing the depth of inventory for each product while maintaining assortment breadth, preserving customers' purchasing opportunities and improving inventory efficiency.」
Merchandise turnover and inventory-efficiency management has taken concrete form in restraining purchases by reducing the depth of each product while maintaining assortment breadth. - FY2022-Q2RestatedAnnual report
「In terms of merchandise, we improved purchasing and inventory efficiency by increasing the introduction of original character products for which a certain level of demand can be expected, promoting advance sales to regular customers, and holding sales focused mainly on past-season brand products. In addition, we restrained purchases of business-related products and other products for which demand is declining, while increasing the introduction of big-silhouette and sports-inspired products with strong sales trends and expected early sell-through. We also restrained purchases of summer merchandise in view of the continuing state of emergency in urban areas, where we operate many stores.」
Selective merchandise and inventory management, consisting of increasing the introduction of products for which demand is expected while restraining purchases of products with declining demand and summer merchandise, has continued. - FY2022-Q1ReframedAnnual report
「We restrained purchases of business-related products and basic product lines for which demand is declining, while increasing the introduction of big-silhouette and sports-inspired products showing strong market sales trends, in an effort to attract new customer segments.」
At スピックインターナショナル, merchandise turnover and inventory-efficiency management has taken the form of selective merchandise management combining restrained purchases of products with declining demand and increased introduction of big-silhouette and sports-inspired products. - FY2021AdvancedAnnual report
「We reviewed the merchandise mix, strengthening the assortment of brand and character products supported by regular customers who visit frequently, while controlling the introduction of casual apparel and fashion accessories that depend on the customer-attraction capabilities of commercial facilities, thereby improving purchasing and inventory efficiency.」
We strengthened purchases of products with a loyal customer base and controlled the introduction of products highly dependent on commercial facilities, implementing selective inventory management. Merchandise inventory was ¥432 million, down ¥62 million from the previous fiscal year. - FY2021-Q3ReframedAnnual report
「We strengthened procurement of product groups with established fan bases, including branded and character merchandise. For product groups that depend on the customer-drawing power of commercial facilities, such as basic casual apparel and fashion accessories, we controlled procurement according to conditions to improve procurement and inventory efficiency.」
Merchandise turnover and inventory-efficiency management has been reorganized from broad-based purchasing restraint into selective purchasing management that strengthens products with a loyal customer base while restraining products dependent on commercial facilities according to conditions. - FY2021-Q2RestatedAnnual report
「In response to circumstances in which company-wide sales growth could not be expected, we implemented defensive measures such as restraining product purchases while also taking the measures below to secure sales.」
Merchandise management centered on timely introduction of appropriate quantities and planned sell-through has continued as a defensive approach of restraining purchases where sales growth cannot be expected. - FY2021-Q1ReframedAnnual report
「Against this backdrop, in response to a situation in which company-wide sales growth could not be expected, we pursued defensive measures such as curbing merchandise purchases. At the same time, we worked to secure sales by implementing the measures described below at our operating stores and elsewhere.」
The merchandise-management approach centered on timely introduction of appropriate quantities and planned sell-through has been temporarily replaced by defensive merchandise management that restrains purchasing where sales growth cannot be expected. - FY2020AdvancedAnnual report
「We improved purchasing efficiency by carefully reviewing and narrowing the merchandise range, while reducing inventory by promoting planned sell-through. As a result, merchandise inventory at the end of the fiscal year was ¥494 million, down ¥101 million from the previous year.」
We narrowed product selection and purchasing and promoted planned sell-through, reducing year-end merchandise inventory by ¥101 million from the previous year to ¥494 million. - FY2019RestatedAnnual report
「After carefully reviewing and selecting core products, we introduced them in larger lots to build inventory of best-selling products and reduce lost sales opportunities. We also promoted the sell-through of seasonal merchandise during its appropriate selling period, reduced slow-moving inventory, and improved the composition of inventory.」
The merchandise-turnover practices of selecting core products, increasing lot sizes, selling through seasonal merchandise, and reducing slow-moving inventory have continued. - FY2019-Q3RestatedAnnual report
「In the review of the merchandise strategy conducted as part of the refinement of merchandise planning, we carefully reviewed and selected core products, then introduced them in larger lots to build inventory of best-selling products. We also promoted the sell-through of seasonal merchandise during its appropriate selling period, reduced slow-moving inventory, and improved the composition of inventory.」
The merchandise-turnover practices of reviewing core products, increasing lot sizes, selling through seasonal merchandise during its selling period, and reducing slow-moving inventory have continued. - 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.」
The policy of timely introduction of appropriate quantities has taken concrete form in reviewing core products, increasing lot sizes, selling through seasonal merchandise during its selling period, and reducing slow-moving inventory. - FY2018AdvancedAnnual report
「As a result of selling through seasonal products and launching products in a timely and appropriately sized manner, gross margin was 45.8%, up 1.2 percentage points from the previous year.」
The sell-through of seasonal merchandise was newly combined with timely introduction of appropriate quantities, and the gross margin exceeded the previous year's level as a result. - FY2018-Q3AdvancedAnnual report
「To facilitate smooth product rotation each season, the company sold through seasonal products and launched products in a timely and appropriately sized manner. As a result, gross margin was 46.4%, up 0.6 percentage points from the previous year.」
In addition to timely introduction of appropriate quantities, we sold through seasonal merchandise ahead of each seasonal product changeover, resulting in a gross profit margin 0.6 percentage points above the previous year. - FY2018-Q2AdvancedAnnual report
「Gross margin was 47.8%, up 2.0 percentage points from the previous year, due to the thorough implementation of timely, appropriately sized product launches and stronger control over markdown sales.」
As a result of continuing the timely introduction of appropriate quantities and adding tighter control over markdown sales, the gross profit margin was 47.8%, 2.0 percentage points above the previous year. - FY2018-Q1AdvancedAnnual report
「Gross margin was 48.5%, up 1.2 percentage points from the previous year, due to the thorough implementation of timely, appropriately sized product launches and efforts to curb markdown sales.」
As a result of continuing the timely introduction of appropriate quantities and adding tighter control over markdown sales, the gross profit margin was 48.5%, 1.2 percentage points above the previous year. - FY2017First statedAnnual report
「We will exercise strict control over the timely introduction of appropriate quantities of merchandise, restrain inventory, and build attractive stores by rotating merchandise to keep the sales floor fresh and varied rather than selling large volumes of a small number of best-selling products.」
Specific measures to differentiate from the high-volume sales model include timely introduction of appropriate quantities, inventory control, merchandise turnover, and maintaining freshness on the sales floor.