Expanding lifestyle and financial services for affluent customers through a prime life strategy
First written in FY2021. 11 of 16 entries say "Advanced", first in FY2022-Q2. Latest entry: FY2027-H1.
3 other companies' latest entry also says "Advanced".
- FY2027-H1AdvancedAnnual report
「In acquiring and developing proprietary content, the Company decided to acquire shares in Pieroth Japan Co., Ltd. to provide experiential value to high-quality and experience-oriented consumers, thereby expanding its business platform in the food sector.」
Under the Prime Life Strategy, the Company expanded its business platform in the food sector, starting with wine, and broadened the provision of experiential value to high-quality and experience-oriented consumers. - FY2026-H1RestatedAnnual report
「To establish a competitive advantage in the affluent-customer business, one of the Company’s strengths, in each area, the Company will promote initiatives to deepen its private client organisation into one that provides the Company’s distinctive experiential value. These initiatives include developing new customers to expand the customer base, enhancing events and experiential content, and strengthening touchpoints to improve communication with customers.」
Under the Prime Life Strategy, the Company continues to develop new affluent customers, enhance events and experiential content, and deepen its private client organisation through customer touchpoints. - FY2025AdvancedAnnual report
「In its core department store and shopping centre businesses, the Company will strengthen initiatives to expand domestic and overseas customer segments, enhance the appeal of customer touchpoints, and expand content for high-quality and experience-oriented consumers.」
The Prime Life Strategy was expanded to include customer-base growth targeting affluent and high-quality, experience-oriented consumers in Japan and overseas, stronger store and digital touchpoints, and expanded content. - FY2025-Q1AdvancedAnnual report
「Luxury goods and watches, which were strengthened and renovated mainly at our core stores under the previous medium-term management plan, continued to perform well. The affluent market remained firm, with the event for external-sales customers held in May setting a record high in sales.」
Under the Prime Life Strategy, the Company continued to strengthen its luxury and watch offerings, and its May event for private clients achieved a record high in sales. - FY2024-Q3AdvancedAnnual report
「Under the Prime Life Strategy, the Company worked to expand its private client customer base in the department store business, further strengthen popular product categories, and develop new products and services. In the art field, in addition to expanding art spaces at each store and disseminating information through owned media, the Company newly invested in MAGUS.」
Under the Prime Life Strategy, the Company expanded its initiatives to include its private client customer base, priority categories, new products and services, expanded art spaces and information dissemination, and investment in MAGUS. - FY2024-Q2AdvancedAnnual report
「Under the Prime Life Strategy, the Company worked to expand its customer base by further strengthening popular product categories, developing new content beyond the department store assortment, and cultivating next-generation customers.」
Under the Prime Life Strategy, the Company expanded its initiatives to strengthen popular product categories, develop content beyond the department store assortment, and cultivate next-generation customers. - FY2024-Q1AdvancedAnnual report
「Under the Prime Life Strategy, we renovated luxury brand and fine-watch sales floors and introduced members-only lounges for top-tier customers to further strengthen product categories with strong customer support in the department store business, while expanding high-quality store environments and services.」
The Prime Life Strategy was translated into strengthening priority categories such as luxury brands and fine watches and introducing membership lounges for top-tier customers. - FY2023AdvancedAnnual report
「To strengthen its response to the affluent market, the Company focused mainly on department store private client services, expanding priority categories and enhancing proposals for highly exclusive products and services both in stores and online, while also working to broaden its customer base.」
The Prime Life Strategy was advanced through priority categories, highly exclusive products and services, and the expansion of customer touchpoints through private client services, stores, and online channels. - FY2023-Q3RestatedAnnual report
「Under the Prime Life Strategy, the Company is expanding content for the strong affluent market and planning new initiatives targeting affluent markets in Japan and overseas.」
Under the Prime Life Strategy, the Company continues to expand content for affluent customers and plan new initiatives for Japan and overseas. - FY2023-Q2AdvancedAnnual report
「In the department store business, the Company held live shopping events using the internet and contemporary art auctions. It also promoted initiatives to enhance the spatial value of its stores, including the development of private client lounges.」
The Prime Life Strategy was translated into concrete initiatives including live shopping, contemporary art auctions, and the development of private client lounges. - FY2023-Q1RestatedAnnual report
「Under the Prime Life Strategy, the Company is expanding content for the strong affluent market and planning new initiatives targeting affluent markets in Japan and overseas.」
Under the Prime Life Strategy, the Company continues to expand content for affluent-market customers and plan new initiatives for Japan and overseas. - FY2022AdvancedAnnual report
「In the department store business, the Company worked to enhance the value of the customer experience both in stores and online by expanding priority categories, creating high-quality store environments unique to physical locations, including private client lounges, proposing highly exclusive products and services on a dedicated website for private clients, and enhancing remote sales.」
The Prime Life Strategy was translated into lifestyle and financial services for affluent customers, including priority categories, customer lounges, a dedicated website, remote sales, and family trusts. - FY2022-Q2AdvancedAnnual report
「In the department store business, the Company held live shopping events using the internet and contemporary art auctions. It also promoted initiatives to enhance the spatial value of its stores, including the development of private client lounges.」
The Prime Life Strategy was translated into concrete initiatives including live shopping, contemporary art auctions, and the development of private client lounges. - FY2021First statedAnnual report
「③ Prime Life Strategy ・The Company will further strengthen proposals for consumers who value culture and the arts and enjoy fulfilling, sustainable lifestyles. ・In addition to leveraging the Group’s entertainment and art offerings, the Company will enhance its content by developing new products and services through external partnerships, including rare experiences.」
The Company systematised its existing initiatives for private client services and affluent customers and for increasing customer lifetime value into a priority strategy covering culture, art and rare experiences, external partnerships, wealth building and financial services, and the acquisition of new affluent customers.