Brand Rebuilding, Sales-Channel Expansion and Supply-Chain Efficiency

「The Kozakai Plant, which had manufactured functional fibers, has ended production and sales as part of the policy of concentrating management resources on high-margin businesses.」

「In online sales, the company strengthened web marketing such as social media and search advertising and expanded online-exclusive products to present its products effectively. Overseas sales performed strongly as high-quality Japanese products were well received.」

「In online sales, the company strengthened web marketing such as social media and search advertising and expanded online-exclusive products to present its products effectively. Overseas sales performed strongly as high-quality Japanese products were well received.」

「In online sales, the company strengthened web marketing, including ongoing social media and search advertising, expanded online-exclusive products, and worked to present its products effectively. Overseas sales performed strongly as high-quality Japanese products were well received. As a result, revenue increased by ¥94 million year on year to ¥3,544 million, while operating profit decreased by ¥62 million to ¥321 million.」

「Demand for textile products remained firm, primarily in physical-store sales, as opportunities to go out increased with the normalization of economic and social activity following the reclassification of COVID-19 as a Class 5 disease. Online sales also grew as ongoing social media and search advertising, together with initiatives to improve conversion and repeat-customer rates, proved effective.」

「Textile products performed steadily in physical stores as the company focused on more profitable products. Online sales also performed steadily as the company strengthened digital marketing in response to diversifying customer needs and market trends.」

「Meanwhile, sales of textile products remained firm as the company narrowed its focus to more profitable products and strengthened e-commerce sales and digital marketing in response to diversifying customer needs and market trends.」

「Meanwhile, men's textile products performed steadily in physical stores, centered on standard products, while in women's products the company narrowed its focus to more profitable products by organizing unprofitable transactions such as TV shopping. E-commerce sales grew as active promotional efforts, including distributing image videos on social media, proved effective.」

「Meanwhile, sales of textile products remained firm as the company narrowed its focus to more profitable products and strengthened e-commerce sales and digital marketing in response to diversifying customer needs and market trends.」

「Meanwhile, demand for textile products remained firm as the company narrowed its focus to more profitable products and further strengthened e-commerce sales in response to changing customer behavior.」

「In the current consolidated fiscal year, the second year of the plan, the abrasives and chemical products businesses are accelerating research and development and expanding production capacity, while the lifestyle apparel business is narrowing its focus to more profitable products and expanding new sales channels.」

「As a result, profitability improved after the company reviewed the product mix purchased by customers and shifted toward more profitable products and customers.」

「The lifestyle apparel business continues to face a difficult environment, with apparel sales at physical stores generally struggling due to temporary closures and reduced operating hours at commercial facilities, restrictions on consumption activity resulting from repeated requests to refrain from going out, and declining consumer sentiment toward apparel amid the COVID-19 pandemic. Meanwhile, sales through new channels such as the internet performed steadily as stay-at-home and leisure consumption, reflecting consumers' growing preference for contactless shopping, increasingly became established as new patterns of consumption.」

「The lifestyle apparel business continues to face a difficult environment, with apparel sales at physical stores generally struggling due to restrictions on consumption activity resulting from repeated requests to refrain from going out and declining consumer sentiment toward apparel. Meanwhile, sales through new channels such as the internet have remained firm as stay-at-home and leisure consumption became commonplace amid requests to refrain from going out.」

「The former textile business has been renamed the lifestyle apparel business. In apparel and specialized materials, the company will focus on strong-performing brands and highly profitable products, while pursuing further “selection and concentration” for low-profit products.」

「Accordingly, the company pursued lower logistics costs through inventory reductions, primarily for products sold to department stores, and cost reductions through optimization of domestic and overseas production sites, while reducing or withdrawing from unprofitable areas and undertaking structural reforms to improve its business profile. Meanwhile, in new channels such as the internet, it strengthened the development of online-exclusive products in response to the increased popularity of stay-at-home consumption.」

「In the textile business, the company is pursuing various business reforms in response to declining sales caused by the spread of infection, including strengthening competitiveness through optimization and upgrading of the supply chain, reviewing its sales strategy, and reducing expenses.」

「The textile business faced difficult conditions as the rapid spread of COVID-19 affected physical stores through stay-at-home requests among households and a sharp decline in inbound demand. Meanwhile, sales through new channels such as the internet remained firm, supported by increased stay-at-home demand. Accordingly, the company pursued lower logistics costs through inventory reductions, primarily for products sold to department stores, and cost reductions through optimization of domestic and overseas production sites, while withdrawing from low-profit products and undertaking structural reforms to improve its business profile.」

「In the textile business, the company had been developing and expanding new sales channels, including internet sales, while withdrawing from low-profit products and reforming its production structure. However, the business environment has changed significantly due to the spread of COVID-19, and the company will once again pursue fundamental measures.」

「Accordingly, the company reduced or withdrew from sewing factories in Japan and China and shifted production to Thailand, which has strong cost competitiveness. For textile materials, it pursued the pass-through of persistently high raw material costs into selling prices and withdrew from low-profit products.」

「Sales of textile products, primarily underwear, through new channels such as the internet continued to expand, but sales of standard men's innerwear products continued to decline due to the decline in regional department stores, the contraction of clothing departments at major mass retailers, and the shift to private-label products. For textile materials, the company pursued the pass-through of persistently high raw material costs into selling prices and withdrew from low-profit products.」

「Sales of textile products, primarily underwear, through new channels such as the internet continued to expand, but sales of standard men's innerwear products continued to decline as clothing departments at major mass retailers contracted and retailers shifted to private-label products. For textile materials, the company pursued the pass-through of persistently high raw material costs into selling prices and withdrew from low-profit products, while working to improve the quality and productivity of high-value-added, more profitable products by upgrading equipment.」

「For textile materials, the company shifted toward more profitable products and reduced production capacity in line with sales volumes to address higher manufacturing costs caused by soaring raw material prices. It also worked to improve productivity by upgrading aging equipment.」

「Sales of textile products, primarily underwear, through new channels such as the internet continued to expand, but sales of standard men's innerwear products at major mass retailers continued to decline as clothing departments contracted. Sales volumes of textile materials remained steady, but manufacturing costs rose due to soaring raw material prices.」

「Sales of textile products, primarily underwear, through new channels such as the internet and sales of women's innerwear continued to expand, but sales of standard men's innerwear products at major mass retailers continued to decline as clothing departments contracted. Sales volumes of textile materials remained steady, but manufacturing costs rose due to soaring raw material prices.」

「In the textile business, sales of textile products, primarily underwear, through new channels such as the internet continued to expand, but in-store sales at mass retailers and elsewhere declined due to adverse weather conditions.」

「In the textile business, sales of textile products through new channels such as the internet and sales of women's products under the “B.V.D.” brand expanded, while OEM products and co-developed products also performed steadily. In addition, structural reforms implemented to date, primarily for products sold to department stores, led to comprehensive cost reductions, including lower logistics costs, and significantly improved profitability. The company also shifted textile materials such as spun yarn toward high-value-added products. As a result, revenue decreased by ¥152 million year on year to ¥12,376 million, while operating profit increased by ¥802 million to ¥971 million.」

「In the textile business, sales of textile products through new channels such as the internet and sales of women's products under the “B.V.D.” brand expanded, while OEM products and co-developed products performed steadily. In addition, structural reforms implemented to date, primarily for products sold to department stores, led to comprehensive cost reductions, including lower logistics costs, and significantly improved profitability. The company also shifted textile materials such as spun yarn toward high-value-added products. As a result, revenue decreased by ¥12 million year on year to ¥9,617 million, while operating profit increased by ¥555 million to ¥898 million.」

「In the textile business, sales through new sales channels such as the internet and sales of women's products under the “B.V.D.” brand expanded, while OEM products and co-developed products performed steadily. In addition, structural reforms implemented to date, primarily for products sold to department stores, led to comprehensive cost reductions, including lower logistics costs, and significantly improved profitability. As a result, revenue increased by ¥145 million year on year to ¥6,155 million, and operating profit increased by ¥428 million to ¥509 million.」

「In the textile business, sales through new channels such as the internet and sales of women's products under the “B.V.D.” brand expanded, while OEM products and co-developed products performed steadily. In addition, completing a significant improvement in inventory composition in the previous fiscal year, primarily for products sold to department stores, led to comprehensive cost reductions, including lower logistics costs for seasonal product returns, and significantly improved profitability.」

「In the textile business, sales through new channels such as the internet and TV shopping expanded, while standard products and women's products under the “B.V.D.” brand performed steadily. However, sales of textile products overall failed to recover through existing channels, including mass retailers and department stores. The company pursued comprehensive cost reductions, including lower logistics costs through significant inventory reductions, primarily for products sold to department stores, while also undertaking structural reforms to improve its business profile, including a shift toward more profitable products.」

「The company pursued comprehensive cost reductions, including lower logistics costs through significant inventory reductions, primarily for products sold to department stores, while also undertaking structural reforms to improve its business profile, including a shift toward more profitable products.」

「Sales through new channels such as the internet and TV shopping expanded in the Textile Business, but sales at mass retailers and department stores in existing channels did not recover. The company pursued comprehensive cost reductions, including lower logistics costs through substantial inventory reductions, and undertook structural reforms to further improve its business foundation, including a shift toward more profitable products.」

「The company is strengthening its business foundation to accelerate growth by expanding sales channels through brand rebuilding, including OEM textile products; utilizing the production capacity of domestic and overseas group companies for materials, processing and sewing; and pursuing comprehensive cost reductions through tighter inventory management and lower logistics costs, thereby improving supply chain efficiency.」