Strengthening Group CRM and One-to-One Marketing through Customer Data Integration

「In March 2025, the Company launched the annual-fee-free “MI Card Basic,” increasing the number of new card members. The number of identifiable customers rose by approximately 740,000 year on year to approximately 8.35 million. …The combined membership of “MITSUKOSHI ISETAN JAPAN” and WeChat reached approximately 880,000.」

「We plan to achieve sales to identifiable customers of ¥687.0 billion in FY2027 and approximately ¥714.0 billion to ¥731.0 billion in FY2030.」

「At domestic department stores, the number of customers identifiable by the Company (hereinafter, “identifiable customers”) continued to grow, primarily through the acquisition of new Mitsukoshi Isetan app members. In addition, more sophisticated individual-customer marketing increased average spending by identifiable customers, particularly personal-shopping customers, and sales to identifiable customers grew steadily, primarily at stores in the Tokyo metropolitan area.」

「As a result, the total number of identifiable customers, including Mitsukoshi Isetan app downloads, grew steadily, and total sales generated by identifiable customers at domestic department stores overall exceeded the previous-year result.」

「As a result of continued efforts to acquire MI Card members and increase downloads of the Mitsukoshi Isetan app, the number of customers identifiable by the Company (hereinafter, “identifiable customers”) grew steadily, and total sales generated by identifiable customers, including personal-shopping customers, at domestic department stores overall exceeded the result for the same period of the previous year. In particular, identifiable customers accounted for approximately 70% of purchases at both flagship stores in the expansion of inbound sales to international visitors to Japan.」

「Initiatives to expand the customer base resulted in solid growth in sales to identifiable customers, reflecting an increase in the number of identifiable customers and higher average spending by MI Card-member customers.」

「As part of the “CRM strategy for connecting with individual customers,” we are promoting initiatives to increase the number of connected individual customers and improve spending and purchase frequency. In particular, the number of Mitsukoshi Isetan app members increased substantially from both the previous year and the plan, driving growth in the number of identifiable customers and sales to identifiable customers. The number of followers of official social media accounts operated by group companies also increased, strengthening our ability to maintain regular contact with individual customers who make limited use of department stores.」

「As part of the “CRM strategy for connecting with individual customers,” we promoted initiatives to expand the number of “connected individual customers.” In particular, the number of Mitsukoshi Isetan app members significantly exceeded both the previous-year result and the plan, driving growth in the number of identifiable customers. In addition, sales to MI Card members who spend at least ¥1 million annually exceeded both the previous-year result and the plan, contributing to solid growth in sales to identifiable customers.」

「Under “Personal Shopper Reform,” the group is building a new sales network combining personal shopper sales, buyers and in-store attendants with AI-based data analysis. By accurately identifying customers’ broad needs and improving its ability to make proposals, it increased customer numbers and spending per customer, expanded sales of merchandise outside department stores, and kept total sales handled by the personal shopper group above both the previous year’s results and plan. It also expanded the new sales network, initially developed at the 2 flagship stores, to some branches and regional stores.」

「Under its “CRM Strategy for Connecting with Individual Customers,” to expand the number of individual customers connected with the group, the Mitsukoshi Isetan app began awarding MI Points to members paying with credit cards other than MI Card or with cash at stores in the Tokyo metropolitan area from May 2021 and at Mitsukoshi Isetan Group department stores nationwide from February 2022.」

「To increase the lifetime value of personal shopper customers nationwide, under its “Personal Shopper Reform” initiative, the group established a new “Sales Network” centered on Isetan Shinjuku Main Store and Mitsukoshi Nihombashi Main Store, linking personal shopper sales, buyers and in-store attendants. It launched a new sales model proposing merchandise assortments not previously offered by department stores, tailored to customers’ latent needs. Through the “Sales × Digital” network, it also proposed brands unavailable at regional department stores and highly scarce products. Under its “CRM Strategy for Connecting with Individual Customers,” the group worked to expand the membership base of MI Card and Mitsukoshi Isetan app members. From May, the Mitsukoshi Isetan app began awarding points at stores in the Tokyo metropolitan area to customers paying with credit cards other than MI Card or with cash. In October, an increase-points campaign helped app membership exceed the plan. The group also worked to increase usage frequency and spending by adding app functions and expanding informational content to improve convenience.」

「Even under these constrained conditions, the group conducted sales activities to connect with highly loyal customers, including personal shopper customers, using digital infrastructure such as the “Mitsukoshi Isetan App” and “Mitsukoshi Isetan Remote Shopping.”」

「Even under these constrained conditions, the group strengthened sales activities to connect with highly loyal customers regardless of location by making maximum use of its personal shopper business, the Mitsukoshi Isetan app developed since the previous year and its remote customer service infrastructure. It implemented app-based incentive programs, limited sales events for luxury brands and jewelry in cooperation with personal shoppers, and traveling sales at regional stores. Sales to highly loyal customers remained firm, centered on the 2 flagship stores.」

「By shifting the way it connects with individual customers from “mass” marketing to “personal (individual)” marketing, the group will align itself with each customer’s lifestyle and increase lifetime value. To this end, it is redesigning systems for connecting with individual customers according to their loyalty and the “Group Customer Program.”」

「In addition to this initiative, the group will work to build a system that can provide each customer with the right recommendation at the right time based on past purchasing behavior and information obtained during customer service interactions.」

「The group implemented seamless initiatives that were well received, including One to One services connecting customers with sales associates from home and services allowing customers to book online before visiting a store and receive assistance without waiting.」

「In June, we released a new online website and app and are developing the infrastructure so that customers can receive equivalent services online and offline. We began our online sale earlier than usual and also started a One to one service that connects customers with sales staff from their homes.」

「By centrally managing customer information under a common ID and using it as the basis for customer data, the group will develop a thorough understanding of its customers, strengthen One to One engagement and advance group CRM. This will lead to higher purchase amounts and purchase frequency through improved customer satisfaction.」