Improving sourcing accuracy, managing product freshness, and store renovations
First written in FY2016. 17 of 29 entries say "Advanced", first in FY2018-Q3. Latest entry: FY2027-H1.
2 other companies' latest entry also says "Restated".
- FY2027-H1RestatedAnnual report
「With respect to our merchandise policy, we will continue to strengthen our diverse procurement channels and improve our overall procurement capabilities, while continuing to develop specialty-store formats.」
The company continues to strengthen its diverse merchandise procurement channels and improve its overall procurement capabilities. - FY2025AdvancedAnnual report
「As part of our merchandise strategy, we have promoted “Thorough Buyback” at each store to strengthen our overall merchandise sourcing capabilities, and have also strengthened merchandise sourcing routes including corporate buybacks, home-delivery buybacks and overseas purchasing. As a result, the purchase amount increased by more than ¥600 million from the previous fiscal year.」
It describes quantified progress, with the purchase amount increasing by more than ¥600 million from the previous fiscal year as it strengthened “Thorough Buyback” and corporate, home-delivery and overseas sourcing. - FY2025-H1AdvancedAnnual report
「As part of our merchandise strategy, we are expanding merchandise sourcing routes, including corporate buybacks, home-delivery buybacks and overseas purchasing, to strengthen our overall sourcing capabilities. By leveraging the Maishuu Sagaaru format, which has enabled tertiary distribution in Japan, we have achieved effective use of resources and are fully promoting “Thorough Buyback” under our “Thorough Buyback Declaration.” Through these initiatives, the number of partner companies, including other companies in the same industry, has increased, and various forms of interaction, including inventory buying and selling, have become more active.」
In addition to continuing to expand merchandise sourcing routes and promote “Thorough Buyback,” it states that the number of partnerships with other companies in the same industry and others has increased and that interaction, including inventory buying and selling, has become more active. - FY2025-Q1AdvancedAnnual report
「By leveraging the Maishuu Sagaaru format, which has enabled tertiary distribution in Japan, and our partner companies, we have achieved effective use of resources and are now fully promoting our “Thorough Buyback” initiative. We have issued the “Thorough Buyback Declaration”: “We will accept items even if they cannot be assigned a price. Of course, we will offer a fair price for items of value. Kaitori Okoku is a reuse shop where customers can leave empty-handed.”」
Based on the effective use of resources through the Maishuu Sagaaru format and partner companies, it has newly stated a policy of fully promoting “Thorough Buyback,” under which it accepts items that cannot be assigned a price. - FY2024Added partnerships and overseas sales channelsAnnual report
「In particular, for fashion merchandise, we will partner with other reuse companies and focus on building businesses that solve their challenges by leveraging our strengths. While promoting merchandise sourcing through multiple routes, we will increase merchandise turnover to provide customers with well-refreshed sales floors. We will also strengthen the development of overseas sales channels and expand our sales channels.」
In addition to strengthening multiple existing buyback routes, it has added partnerships with other companies in fashion merchandise, higher merchandise turnover and the development of overseas sales channels as merchandise strategy initiatives. - FY2024-Q3AdvancedAnnual report
「As part of our merchandise strategy, we are expanding merchandise sourcing routes, including corporate buybacks, home-delivery buybacks, event-based buybacks and overseas purchasing, to strengthen our overall sourcing capabilities. We are also continuing to focus on reviewing the in-store buyback system and aim to improve efficiency through measures such as standardizing backroom operations.」
In addition to corporate, home-delivery and overseas sourcing, it identifies event-based buybacks as a merchandise sourcing route and continues to improve efficiency by reviewing the in-store buyback system and standardizing backroom operations. - FY2024-Q1AdvancedAnnual report
「As part of our merchandise strategy, we are expanding merchandise sourcing routes, including corporate buybacks, home-delivery buybacks and overseas purchasing, to strengthen our overall sourcing capabilities. We are also continuing to focus on reviewing the in-store buyback system and aim to improve efficiency through measures such as standardizing backroom operations.」
In addition to expanding sourcing routes through corporate buybacks, home-delivery buybacks and overseas purchasing, it has specified standardization of backroom operations as a measure to improve the efficiency of the in-store buyback system. - FY2023AdvancedAnnual report
「We will continue to focus on reviewing the in-store buyback system and improving efficiency, while strengthening specialty buyback stores, home-delivery buybacks, corporate sourcing and overseas purchasing to secure diverse sourcing routes. As part of this effort, we are progressively introducing TAY TWO CO.,LTD.'s TAYS trading card AI scanning system, and as of the end of February 2023, implementation had been completed at 21 stores. In addition, we introduced a buyback appointment system, bulk buybacks and a wider range of items accepted, working to improve customer convenience by reducing waiting times and making it easier to bring in goods.」
In addition to in-store, home-delivery and corporate sourcing, it identifies overseas purchasing as a sourcing route and expanded the number of stores that had completed TAYS implementation from 11 to 21. It also introduced buyback appointments, bulk buybacks and a wider range of items accepted. - FY2023-Q3AdvancedAnnual report
「We will continue to focus on reviewing the in-store buyback system and improving efficiency. As part of this effort, we are progressively introducing TAY TWO CO.,LTD.'s TAYS trading card AI scanning system. As of the end of November 2022, 11 stores had completed implementation. In addition, we introduced bulk buybacks and expanded the range of items accepted for buyback, working to improve customer convenience by reducing waiting times and making it easier to bring in goods.」
In addition to expanding the number of stores using TAYS to 11, it has made its buyback channels and intake methods more concrete through bulk buybacks and an expanded range of items accepted, while working to reduce waiting times and make it easier to bring in goods. - FY2023-Q2AdvancedAnnual report
「In our product policy, we are working to strengthen our overall product sourcing capabilities. We will continue to focus on reviewing our in-store purchasing system and aim to improve efficiency. As part of this initiative, we entered into a business alliance with TAY TWO CO.,LTD. and began introducing its trading card AI scanning system "TAYS (テイズ)." As of the end of August, 7 stores had completed implementation.」
In addition to diverse buyback channels and a review of the in-store buyback system, it completed the introduction of TAYS at 7 stores to improve the efficiency of trading card buyback operations. - FY2023-Q1AdvancedAnnual report
「We will continue to focus on reviewing the in-store buyback system and improving efficiency. As part of this effort, we entered into a business alliance with TAY TWO CO.,LTD. and introduced its TAYS trading card AI scanning system.」
In addition to reviewing the in-store buyback system, it introduced an AI scanning system to standardize and improve the efficiency of trading card buyback operations. - FY2022AdvancedAnnual report
「As part of our merchandise strategy, we are working to strengthen our overall merchandise sourcing capabilities. We are focusing on reviewing the in-store buyback system and improving efficiency. We have secured diverse sourcing routes by opening specialty buyback stores and strengthening home-delivery and corporate buybacks. To reduce customer waiting times, we introduced a buyback appointment system in the Kaitori Okoku format.」
In addition to the existing multiple buyback channels and a review of the in-store buyback system, it has introduced a buyback appointment system, expanding specific measures for sourcing and appraisal operations. - FY2022-Q3AdvancedAnnual report
「We are focusing on reviewing the in-store buyback system and improving efficiency. In the Kaitori Okoku format, we introduced a buyback appointment system to reduce customer waiting times. We have secured diverse sourcing routes by opening specialty buyback stores and strengthening home-delivery and corporate buybacks.」
In addition to reviewing the in-store buyback system and strengthening home-delivery and corporate buybacks, it identifies the introduction of a buyback appointment system in the Kaitori Okoku format as a specific measure to reduce waiting times during buybacks. - FY2022-Q1AdvancedAnnual report
「As part of our merchandise strategy, we are working to strengthen our overall merchandise sourcing capabilities. We are focusing on reviewing the in-store buyback system and improving efficiency, while opening specialty buyback stores and strengthening home-delivery and corporate buybacks to secure diverse sourcing routes.」
In addition to reviewing the in-store buyback system and strengthening home-delivery and corporate buybacks, it is working to secure diverse sourcing routes by opening specialty buyback stores. - FY2021AdvancedAnnual report
「We are focusing on reviewing the in-store buyback system and improving efficiency, while strengthening specialty buyback stores, home-delivery buybacks and corporate buybacks to secure diverse sourcing routes. We will also further expand partnerships for our donation business, which enables donations to universities in the form of goods. While promoting merchandise sourcing through multiple routes, we will increase merchandise turnover to provide customers with well-refreshed sales floors.」
In addition to strengthening multiple existing buyback channels, it specifically identifies opening specialty buyback stores as a measure to improve sourcing capabilities and continues to improve merchandise turnover. - FY2021-Q2AdvancedAnnual report
「As part of our merchandise strategy, we are working to strengthen our overall merchandise sourcing capabilities. We are focusing on reviewing the in-store buyback system and improving efficiency, while strengthening home-delivery and corporate buybacks to secure diverse sourcing routes. We have experimentally resumed the event-based buybacks that had been discontinued, and will continue sales activities aimed at increasing the number of business partners.」
It has experimentally resumed the discontinued event-based buybacks and continues sales activities aimed at increasing the number of business partners. It is also continuing to review the in-store buyback system and strengthen home-delivery and corporate buybacks. - FY2021-Q1Discontinuation of event-based buybacksAnnual report
「As part of our merchandise strategy, we are working to strengthen our overall merchandise sourcing capabilities. We are focusing on reviewing the in-store buyback system and improving efficiency, while strengthening home-delivery and corporate buybacks to secure diverse sourcing routes. Although we have discontinued holding event-based buyback events, we will continue sales activities aimed at increasing the number of business partners.」
While continuing to review the in-store buyback system and strengthen home-delivery and corporate buybacks, it has discontinued event-based buyback events and shifted its efforts to sales activities aimed at increasing the number of business partners. - FY2020RestatedAnnual report
「We will strengthen in-store, event-based, home-delivery and corporate buybacks and enhance the company's overall merchandise sourcing capabilities through diverse sourcing routes. At the same time, we will increase merchandise turnover to provide customers with well-refreshed sales floors.」
It has stated a policy of continuing to strengthen multiple buyback channels and increasing merchandise turnover to provide well-refreshed sales floors. - FY2020-Q2Specific measures to improve buyback efficiencyAnnual report
「We have strengthened event-based, home-delivery and corporate buybacks to enhance our overall merchandise sourcing capabilities. We are also focusing on reviewing the in-store buyback system and training buyers, with the aim of improving efficiency.」
In addition to strengthening multiple existing buyback channels, it specifically identifies reviewing the in-store buyback system and training buyers as measures to improve merchandise sourcing capabilities. - FY2020-Q1RestatedAnnual report
「As part of its merchandise strategy, it has worked to improve the efficiency of in-store buybacks and strengthen home-delivery, corporate and event-based buybacks, which were introduced last year, in order to enhance its overall merchandise sourcing capabilities.」
It continues its merchandise sourcing initiatives by improving the efficiency of in-store buybacks and strengthening home-delivery, corporate and event-based buybacks. - FY2019AdvancedAnnual report
「Following amendments to the Secondhand Goods Business Act that made it easier to buy goods outside stores, we introduced event-based buybacks. In addition, we strengthened on-site, home-delivery and corporate buybacks, thereby enhancing our overall merchandise sourcing capabilities.」
It states that, in addition to strengthening its existing on-site, home-delivery and corporate buybacks, it introduced event-based buybacks, making its out-of-store buying channels more concrete. - FY2019-Q3AdvancedAnnual report
「To strengthen our merchandise sourcing capabilities, we are focusing on developing the in-store buyback system and training buyers, with the aim of improving efficiency. In addition, following amendments to the Secondhand Goods Business Act that made it easier to buy goods outside stores, we began trialing event-based buybacks. We will also continue to strengthen on-site, home-delivery and corporate buybacks.」
In addition to strengthening in-store, on-site, home-delivery and corporate buybacks, it began trialing event-based buybacks following amendments to the Secondhand Goods Business Act. - FY2019-Q2RestatedAnnual report
「To strengthen our merchandise sourcing capabilities, we are focusing on developing the in-store buyback system and training buyers, with the aim of improving efficiency. We will also continue to strengthen on-site, home-delivery and corporate buybacks.」
It is working to develop the in-store buyback system and train buyers while continuing to strengthen on-site, home-delivery and corporate buybacks. - FY2019-Q1RestatedAnnual report
「To strengthen our merchandise sourcing capabilities, we are exploring ways to improve the efficiency of in-store buybacks. We will also continue to strengthen on-site, home-delivery and corporate buybacks.」
It continues to explore ways to improve the efficiency of in-store buybacks while strengthening on-site, home-delivery and corporate buybacks. - FY2018RestatedAnnual report
「To strengthen our overall merchandise sourcing capabilities, we established a new department specializing in on-site buybacks on 1 September 2017 and have also continued to strengthen home-delivery and corporate buybacks.」
It continues its merchandise sourcing initiatives by maintaining the department specializing in on-site buybacks and strengthening home-delivery and corporate buybacks. - FY2018-Q3AdvancedAnnual report
「As part of our merchandise strategy, we established a new department specializing in on-site buybacks on 1 September 2017 to strengthen our overall merchandise sourcing capabilities. We will also continue to strengthen home-delivery and corporate buybacks.」
It has established a department specializing in on-site buybacks to strengthen merchandise sourcing and has moved on to strengthening home-delivery and corporate buybacks. - FY2018-Q1SoftenedAnnual report
「In terms of profitability, selling, general and administrative expenses declined because of delays in implementing the store exterior renovation plan and active efforts to reduce expenses, resulting in operating income exceeding the year-earlier level.」
It states that implementation of the store exterior renovation plan has been delayed, indicating that progress on the renovation initiative has weakened. - FY2017RestatedAnnual report
「In addition, we will improve the accuracy of customer buybacks, promote initiatives to strengthen sourcing, and thoroughly manage the freshness of merchandise on display.」
Buyback accuracy, stronger sourcing and merchandise freshness management remain the key initiatives of its merchandise strategy. - FY2016First statedAnnual report
「In addition, we will progressively renovate store exteriors and interiors to create an appropriate image for fashion retail stores.」
An initiative to progressively develop the store image as a fashion retailer.