Pursuit of the Optimal Sales Channel and Product Mix Amid the COVID-19 Pandemic
First written in FY2020. 11 of 17 entries say "Advanced", first in FY2021-Q1. Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026ReframedAnnual report
「During the current fiscal year, our group advanced a transition in its management approach from pursuing sales scale to emphasizing stronger brand equity and improved profitability.」
In addition to its previous explanation of maximizing sales through three sales channels and multiple categories, it explicitly shifted management priorities from pursuing sales scale to emphasizing brand strength and profitability. - FY2025AdvancedAnnual report
「In particular, the catalog gift offering proved effective in accurately capturing gift demand, enabling the BRUNO catalog gift to achieve significant growth to 152% of the previous fiscal year’s level.」
The BRUNO catalog gift reached 152% of the previous fiscal year’s level through the combination of the product and sales channel represented by the catalog gift. - FY2025-H1AdvancedAnnual report
「Sales of the BRUNO catalog gift also remained strong, with monthly sales in December exceeding ¥100 million and reaching a record high.」
Monthly sales of the BRUNO catalog gift exceeded ¥100 million in December, a record high. - FY2024AdvancedAnnual report
「The BRUNO catalog gift has successfully captured gift demand by offering 4 price-point courses, and sales are growing steadily.」
The BRUNO catalog gift was offered in 4 price-point courses, and the initiative to capture gift demand contributed to full-year sales growth. - FY2024-Q3AdvancedAnnual report
「Catalog gift sales increased as a result of expanding the offering from three courses priced at ¥10,000, ¥15,000 and ¥20,000 to four courses by adding a ¥5,000 option to meet gift needs. The BRUNO catalog gift was also well received as a gift for starting a new life, in part because gift givers can select products to suit the recipient’s preferences and because it offers a wide range of stylish kitchen appliances and household goods. To further expand catalog gift sales, we will enhance the service so that the BRUNO catalog gift can be used for a wider range of occasions and capture gift demand.」
The catalog gift offering was expanded from 3 to 4 courses, and sales grew by leveraging product choice and the breadth of the lineup. Going forward, the company has indicated a policy of enhancing the service to expand the occasions on which it can be used. - FY2024-Q2AdvancedAnnual report
「The BRUNO lifestyle-products brand launched e-commerce sites on three major Chinese e-commerce platforms in November and began selling directly without using distributors. In the first half of 2024, it plans to launch e-commerce sites on seven additional major e-commerce platforms and advance collaboration plans with major Chinese companies, among other initiatives, to further raise awareness of the BRUNO brand and drive significant sales growth.」
In China, the company shifted from reliance on distributors to direct sales, launching on three major e-commerce platforms. It has made concrete plans to expand to seven additional platforms in the first half of 2024. - FY2023-Q2AdvancedAnnual report
「By integrating the memberships of directly operated stores and its own e-commerce business and introducing app- and web-based customer service, the company increased the repeat-customer sales ratio on its own e-commerce site. In addition, various initiatives including lucky bags helped December order value on its own e-commerce site reach 156% of the previous year’s level, a record high.」
The company integrated store and in-house e-commerce memberships, introduced app- and web-based customer service, and implemented lucky-bag initiatives. December order value on its own e-commerce site reached 156% of the previous year’s level, a record high. - FY2022RestatedAnnual report
「To respond flexibly to changes in the business environment, our group maintains a balanced presence across three sales channels: wholesale, directly operated stores and e-commerce.」
It has reaffirmed its policy of responding to demand fluctuations through a combination of three sales channels. E-commerce grew, while some wholesale sales declined as the stay-at-home demand cycle ran its course. - FY2022-Q3RestatedAnnual report
「Although wholesale and directly operated store sales declined during the third quarter of the current consolidated cumulative period, e-commerce sales remained strong. As a result, group sales for the third quarter of the current consolidated cumulative period reached a record high of ¥13,358 million, compared with ¥12,946 million in the year-earlier period.」
While wholesale and directly operated store sales declined among the three sales channels, strong e-commerce sales drove total company sales to a record high, reaffirming the complementary relationship created by channel diversification. - FY2022-Q2RestatedAnnual report
「Our group is pursuing a risk-diversification strategy based on a balanced presence across three sales channels—wholesale, directly operated stores and e-commerce. During the second quarter of the current consolidated cumulative period, as the decline in COVID-19 cases began to ease stay-at-home demand, domestic wholesale sales were affected, although」
As domestic wholesale sales were affected by the easing of stay-at-home demand, strong e-commerce sales continued, and the risk-diversification strategy based on three sales channels remains in place. - FY2022-Q1RestatedAnnual report
「Our group’s risk-diversification strategy of maintaining a balanced presence across three different sales channels—wholesale, directly operated stores and e-commerce—proved effective. Although sales through directly operated stores declined due to store closures and shortened hours resulting from prolonged states of emergency, the decline was offset by strong e-commerce sales.」
It explains that the policy of offsetting lower directly operated store sales with e-commerce sales through the combination of sales channels and products continued to work. - FY2021-Q2AdvancedAnnual report
「Our group’s risk-diversification strategy of operating through three sales channels—wholesale, directly operated stores and e-commerce—has proved effective. Although sales at directly operated stores declined year on year during the COVID-19 pandemic, e-commerce sales increased substantially by capturing stay-at-home demand, offsetting the decline in directly operated store sales.」
As lower directly operated store revenue continued during the COVID-19 pandemic, the combination of three sales channels and e-commerce’s capture of stay-at-home demand offset the decline in store sales. - FY2021-Q1AdvancedAnnual report
「Although sales at directly operated stores fell sharply year on year during the COVID-19 pandemic, e-commerce sales increased substantially by capturing stay-at-home demand, offsetting the decline in directly operated store sales.」
As demand diverged by sales channel during the COVID-19 pandemic, the combination of channels and products that offset lower directly operated store revenue through e-commerce expansion proved effective in practice. - FY2020First statedAnnual report
「Going forward, we will pursue the optimal combination of sales channels and products to maximize sales and profit, and will work to improve business performance.」
It has for the first time explicitly stated a policy of optimizing the combination of sales channels and products to maximize sales and profit, taking into account differences in the impact of the infectious disease by channel and product.