Rebuilding Existing-Store Operations by Standardizing the Operating Model of Profitable Stores
First written in FY2017. 24 of 37 entries say "Advanced", first in FY2018-Q1. Latest entry: 2026-10-22.
The whole theme swung hardest in 2025: 3 of 31 companies on the "Worse" side.
22 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「For the Ryo-hin Kaikan general resale store format, following the business succession, we rapidly introduced our expertise and integrated the management systems. The successful rapid launch enabled us to establish a stable operating structure immediately after the acquisition. We will continue to accelerate operations centered on improving inventory turnover and optimizing the merchandise portfolio. We will speed up the product preparation process through greater use of digital tools and maximize sales-floor efficiency by incorporating merchandise categories in which the Kaitori Okoku format excels, according to the characteristics of each location.」
The scope of operational standardization and centralization has been expanded to Ryo-hin Kaikan, with progress made on integrating management systems, accelerating product preparation through digital tools, and improving inventory turnover and sales-floor efficiency. - FY2025AdvancedAnnual report
「To enable us to focus on providing services to customers at stores, the centralization of product processing and other activities at logistics centers was completed in the fiscal year ended February 2025. We will continue to improve production efficiency.」
Regarding operational standardization and simplification, the initiative to centralize product processing and other activities at logistics centers was completed in the fiscal year ended February 2025, and the company has moved on to improving production efficiency. - FY2025-H1AdvancedAnnual report
「As part of efforts to improve operational efficiency, development of a new POS system that can simultaneously improve customer satisfaction and company-wide operating efficiency is nearing completion, enabling phased implementation to begin. Together with standardization of back-room operations, we aim to improve the efficiency of in-store operations. At the same time, we are promoting the development of systems that enable greater efficiency. At the recently opened My Shuu Sagirl Kasugai store, we have begun an experiment to improve productivity by moving sorting and pricing, previously performed at the store, to a distribution warehouse and simplifying in-store operations.」
The scope of standardization has been expanded from sales floors and store operations to back-room operations and distribution warehouses, and preparations for introducing the new POS system and an experiment to consolidate sorting and pricing at distribution warehouses are under way. - FY2025-Q1AdvancedAnnual report
「At the recently opened My Shuu Sagirl Kasugai store, we have begun an experiment to improve productivity by moving sorting and pricing, previously performed at the store, to a distribution warehouse and simplifying in-store operations.」
The scope of operational standardization has been expanded from store sales floors and operations to distribution warehouses, and the consolidation of sorting and pricing at warehouses and the simplification of in-store operations have begun on a trial basis. - FY2024Added store manager support and developmentAnnual report
「For the Kaitori Okoku general resale store format, we will promote the simplification, standardization and specialization of operations and pursue attractive store environments that encourage customers to return. We will strengthen support for and development of store managers to eliminate inconsistencies in operations between stores.」
In addition to conventional operational standardization, the company explicitly identifies stronger support for and development of store managers as a means of eliminating inconsistencies in operations between stores. - FY2024-Q3AdvancedAnnual report
「In terms of store operations, we are focusing on creating sales floors that encourage customers to return and promoting standardization that makes them easy to view, easy to search, and easy to pick up items in. We have continued to provide sales-floor improvement training incorporating practice and verification, rather than theoretical knowledge alone.」
For sales-floor standardization, the company has specified an operating model that adds sales-floor improvement training incorporating practice and verification to its previous program of regular store visits and guidance. - FY2024-Q2RestatedAnnual report
「In terms of store operations, we are focusing on creating sales floors that encourage customers to return. To promote standardization that makes them easy to view, easy to search, and easy to pick up items in, we formed an improvement team and conduct regular visits to stores to provide guidance.」
The company continues regular store visits and guidance by the improvement team to standardize sales floors. - FY2024-Q1AdvancedAnnual report
「We continue to focus on reviewing the in-store purchasing system and aim to improve efficiency through measures such as standardizing back-office operations.」
The scope of standardization has been expanded beyond sales floors and the company-wide 3S+1C framework to include back-office operations. - FY2023AdvancedAnnual report
「We recognize the need to build a 3S+1C framework covering all businesses so that our operations can advance to a further stage of development. 3S stands for Standardization, Simplification, and Specialization, while 1C stands for Centralization.」
The company is expanding its previous focus on standardization centered on stores and the tools business into a plan to apply 3S+1C, comprising Standardization, Simplification, Specialization, and Centralization, across all businesses. - FY2023-Q2AdvancedAnnual report
「In terms of store operations, to promote standardization that makes sales floors easy to view, easy to search, and easy to pick up items in, we formed an improvement team and conduct regular visits to stores to provide guidance.」
As a means of standardizing sales floors, the company has formed an improvement team and moved to an operating model involving regular store visits and guidance. - FY2023-Q1AdvancedAnnual report
「As a result, a new franchisee-operated store, Tools 買取王国 Higashi-Osaka 308, opened on 21 June 2022 in the tools 買取王国 business format.」
The standardization and franchise rollout of tools specialty stores have progressed to the actual opening of a franchisee-operated store. - FY2022RestatedAnnual report
「In terms of store operations, we are promoting the construction of a standardization system. In the 買取王国 business format, we will standardize sales floors so that they are easy to view, easy to search, and easy to pick up items in, while pursuing leadership in narrowly defined categories at each store to communicate its appeal. In the tools-specialty-store business format, we are building a standardization system that enables anyone to purchase, sell, and manage tools, and are continuously seeking improvements.」
The company continues to standardize 買取王国 sales floors, pursue leadership in narrowly defined categories at each store, and build and improve the standardization system for tools specialty stores. - FY2022-Q2AdvancedAnnual report
「In the tools-specialty-store business format, we are building a standardization system that enables anyone to purchase, sell, and manage tools. In addition to recruiting franchisees, we are also proceeding with the opening of stores specializing in purchasing tools.」
In addition to the standardization system for tools specialty stores and franchise recruitment, the company is expanding into the opening of stores specializing in purchasing tools. - FY2022-Q1RestatedAnnual report
「In terms of store operations, we are promoting the construction of a standardization system. In the 買取王国 business format, we will standardize sales floors so that they are easy to view, easy to search, and easy to pick up items in, while pursuing leadership in narrowly defined categories at each store to communicate its appeal. In the tools-specialty-store business format, we are building a standardization system that enables anyone to purchase, sell, and manage tools, and have begun recruiting franchisees.」
The company continues to standardize 買取王国 sales floors, pursue leadership in narrowly defined categories at each store, build a standardization system for tools specialty stores, and recruit franchisees. - FY2021ReframedAnnual report
「For the general reuse-store 買取王国 business format, we will promote the simplification, standardization, and specialization of operations. To create sales floors that encourage customers to return, we will standardize them to be easy to view, easy to search, and easy to pick up items in, while pursuing leadership in narrowly defined categories to communicate each store's distinctive appeal.」
The previous focus on operational standardization has been reorganized as a combination of simplification, standardization, and specialization, with sales-floor standardization and leadership in narrowly defined categories at each store presented together. - FY2020RestatedAnnual report
「In terms of store operations, we have been promoting the standardization of business processes. In particular, to accelerate the rollout of the tools business across multiple stores, we are building a standardization system that enables anyone to purchase, sell, and manage tools.」
The company continues to standardize business processes through store manuals and education projects, while building a standardization system to roll out the tools business across multiple stores. - FY2020-Q2AdvancedAnnual report
「We have also promoted operational standardization together with the person dedicated to preparing store manuals and the education project team. To eliminate disparities in existing-store performance, the performance improvement team regularly visits underperforming stores and implements various measures together with store staff.」
In addition to standardization by dedicated store-manual personnel and the education project team, the company has established a structure under which a performance-improvement team implements various measures at underperforming stores. - FY2020-Q1RestatedAnnual report
「We will promote standardization together with dedicated personnel responsible for preparing store manuals and the education project team.」
The company continues to maintain a standardization structure that includes the education project team and dedicated personnel responsible for preparing store manuals. - FY2019AdvancedAnnual report
「Although existing-store performance has partially recovered, we have not achieved results in line with the plan. To eliminate disparities in improvement among stores, we will appoint a person dedicated to preparing store manuals and promote standardization together with the education project team.」
To address differences in improvement among existing stores, the company has specified an organizational structure that combines standardization through an education project team with the appointment of dedicated personnel to prepare store manuals. - FY2019-Q3RestatedAnnual report
「We formed an education project team and have implemented standardization at each store.」
Standardization at each store through the education project team is continuing. - FY2019-Q2RestatedAnnual report
「We formed an education project team and have implemented standardization at each store.」
Standardization at each store through the education project team is continuing. - FY2019-Q1AdvancedAnnual report
「In our store policy, we have analyzed data from the store management system to optimize the selling-price inventory per tsubo and inventory turnover at each store, with the aim of eliminating performance disparities among existing stores. We have established an education project team and are standardizing operations at each store.」
In addition to optimizing store-specific metrics through data analysis, the company has progressed to establishing an education project team and implementing standardization at each store. - FY2018ReframedAnnual report
「Going forward, we will analyze data from the store management system and optimize the selling-price inventory per tsubo and inventory turnover at each store.」
To address disparities among stores, the company has moved from describing the measure as standardization of profitable model stores to specifying the means as optimizing selling-price inventory per tsubo and inventory turnover using data from the store management system. - FY2018-Q3RestatedAnnual report
「In our store policy, we established project teams and implemented the standardization of stores serving as profitability models to eliminate disparities in the recovery of existing-store performance.」
The standardization of profitable model stores continues to be described as an ongoing measure, as in the previous quarter. - FY2018-Q1AdvancedAnnual report
「In our store policy, we established project teams and implemented the standardization of stores serving as profitability models to eliminate disparities in the recovery of existing-store performance.」
Regarding the standardization of profitable model stores first presented in FY2017, the company states that it was implemented through a project team. - FY2017First statedAnnual report
「For those stores, we will form a project team and implement the standardization of profitable model stores.」
To address performance disparities among existing stores, the company explicitly describes for the first time a measure to establish a project team and standardize the operations of profitable model stores.