Advancing Omnichannel Retailing

「We also worked to create new customer touchpoints, including opening DEPACO’s first physical store for its cosmetics online media business.」

「Daimaru-Matsuzakaya App 3,133 1,378 345,625 13.1」

「To expand our customer base, we worked to increase app membership and strengthen the app's media functions through upgrades.」

「At Rakurich, the subscription service delivering frozen gourmet food, we are focusing on expanding membership by adding one-time delivery menus to the existing regular delivery plans.」

「Specifically, based on the “Physical × Digital Strategy,” we pursued strategic investment to enhance physical stores, centered on core stores in the department store and shopping center businesses. We also worked to expand online businesses such as subscription services and strengthen customer touchpoints through large-scale events attracting substantial attendance.」

「Specifically, based on the “Physical × Digital Strategy,” we pursued strategic investment to enhance physical stores, centered on core stores in the department store and shopping center businesses. To strengthen the online business, we expanded the AnotherADdress fashion subscription service and launched Rakurich, a subscription service delivering frozen gourmet food.」

「Specifically, based on the “Physical × Digital Strategy,” we pursued strategic investment to enhance physical stores, centered on core stores mainly in the department store and shopping center businesses. To strengthen the online business, we also pursued business expansion from a CSV perspective, including the addition of a men's line to the fashion subscription service AnotherADdress.」

「We newly launched DEPACO, a cosmetics media-commerce platform leveraging the strengths of department stores, including physical stores and sales service capabilities.」

「Specifically, to steadily translate the 3 priority strategies set out in the medium-term management plan into results, under the “Physical × Digital Strategy” we began a cosmetics media-commerce business centered on physical stores, alongside enhanced customer communications using the Daimaru and Matsuzakaya app in the department store business.」

「At the same time, to enhance the online business, we strengthened customer convenience at the Daimaru Matsuzakaya online store by changing the site design for smartphone use and adding search functions based on needs such as price and category. We also launched DEPACO, a cosmetics media-commerce platform leveraging the strengths of department stores, including physical stores and sales service capabilities.」

「Against this backdrop, based on our priority strategies, we advanced the digitalization of customer touchpoints centered on the Daimaru and Matsuzakaya app. By using these channels, we aim to improve customer communications, including disseminating information through media, beyond constraints of time and place. We also replaced the Daimaru Matsuzakaya online store to enhance our online business, and launched DEPACO, a cosmetics media-commerce platform leveraging the strengths of department stores, including physical stores and their people-based talent.」

「To expand our online-based business, we worked to develop distinctive OMO initiatives, integrating online channels with physical stores centered on cosmetics and art.」

「We are developing OMO, the integration of online and offline channels, to digitally extend the appeal of sales staff, creators and other people-based talent.」

「At stores, amid temporary closures, excluding certain floors such as food, and reduced operating hours due to the resurgence of COVID-19, we strengthened digital online customer service and telephone-order sales to meet customer needs.」

「Specifically, in the department store business we expanded the range of products in our online shop and pursued remote sales through online customer service and video streaming from store floors. At PARCO, we pursued the integration of physical stores and online channels by streaming a virtual tour of Shinsaibashi PARCO and strengthening online sales in collaboration with business partners.」

「In the personal shopping business, which maintained stable earnings even during the COVID-19 pandemic, we introduced livestream commerce as a new initiative at events for personal shopping customers and received a favorable response. In the PARCO business, we continued to hold online exhibitions and strengthen cross-border e-commerce targeting China.」

「As stores reopened, we developed sales methods suited to the new lifestyle while prioritizing the safety and security of customers and employees and implementing thorough hygiene management, including store layouts that avoided the Three Cs and temperature checks at entry. In the department store business, we pursued live shopping for Hokkaido products and online customer service for premium brands, while in the PARCO business we held online exhibitions and pursued livestream commerce targeting China.」

「Under the “ICT Strategy in the IoT Era,” we worked to build an integrated database that would serve as the foundation for the “Lifetime Service HUB” concept, integrating and using customer data as a common Group asset to maximize customer lifetime value. We also worked to build a cloud environment capable of responding rapidly and flexibly to Group companies' security management needs and the digitalization of their business strategies.」

「As part of efforts to expand our customer base, we expanded the Daimaru Matsuzakaya app to 13 stores nationwide at the end of May to further strengthen relationships with customers, based on the perspectives of providing new customer experiences and upgrading sales initiatives.」

「Under the “ICT Strategy for the IoT Era,” we began building a customer database to integrate and use customer data from Group companies as a common Group asset, with the aim of establishing the “Lifetime Service Hub” concept to strengthen lifelong relationships with customers and maximize customer lifetime value through new products and services.」

「In August, as an ICT initiative, we launched a web reservation and payment service for boxed meals at Daimaru Tokyo, as well as real-time displays of available seating at cafés on each floor and of restroom availability.」

「In response to growing demand in the cosmetics market, we opened the new beauty media platform DEPACO (Depaco) in April. It is a cosmetics information media platform where DEPACO STAFF, including Daimaru and Matsuzakaya cosmetics buyers, cosmetics brand PR representatives and beauty advisers knowledgeable about department store cosmetics, provide information, along with coupons usable at cosmetics counters and the 5-minute video beauty service “300-Second Magic.”」

「We will focus and strengthen the web business in categories that reflect the characteristics and strengths of department stores, while pursuing initiatives aimed at providing new customer experiences.」

「We changed the site from one centered on traditional midyear and year-end gifts to one that also makes it convenient to purchase items for personal use, and enriched its content by introducing a consultative site that proposes new ways of living.」

「With SENSHUKAI, our capital and business alliance partner, we rebuilt its original women's footwear brand Benevis and began selling it as a jointly developed women's footwear brand at 9 Daimaru Matsuzakaya department stores, through the SENSHUKAI catalog and on both companies' e-commerce sites from the end of August.」

「K Carat, the jointly developed omnichannel fashion brand with SENSHUKAI, began sales at 5 Daimaru Matsuzakaya department stores, through SENSHUKAI's catalog and on both companies' e-commerce sites.」

「As part of our omnichannel initiatives, we have been expanding the range of brands available on our fashion e-commerce site. We also rebuilt SENSHUKAI's original K Carat brand as an omnichannel fashion brand and began selling it at 5 Daimaru Matsuzakaya department stores, through SENSHUKAI's catalog and on both companies' e-commerce sites.」