Recovery in Existing-Store Performance
First written in FY2016. 12 of 25 entries say "Advanced", first in FY2018-Q1. Latest entry: 2026-10-22.
The whole theme swung hardest in 2026: 3 of 15 companies on the "Worse" side.
7 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「In our store strategy, we have made portfolio optimization and improved profitability our top priorities. While reallocating management resources through the closure of the unprofitable おたから買取王国城山店 and 良品買館長吉長原店, we continue to make focused investments in growth categories.」
To improve the profitability of existing stores, the Company is implementing specific measures to reallocate management resources, including closing 良品買館長吉長原店 and おたから買取王国城山店. - FY2026-H1AdvancedAnnual report
「As part of our store-opening strategy, we closed the unprofitable 良品買館長吉長原店 to improve profitability.」
We took concrete action to improve the profitability of existing stores by closing the unprofitable 良品買館長吉長原店. - FY2020RestatedAnnual report
「In the comprehensive reuse store 買取王国 format, existing-store performance has recovered, but we have not yet achieved results in line with the plan. We will promote operational standardization to eliminate disparities in improvement among stores.」
Although existing-store performance has recovered, it has fallen short of the results set out in the plan, and we continue to standardize operations to eliminate disparities among 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 aimed at eliminating disparities in existing-store performance, the performance improvement team has launched and implemented a program of visiting underperforming stores and taking measures there. - FY2020-Q1RestatedAnnual report
「To eliminate disparities in existing-store performance, we have analyzed data from the store management system and optimized the selling-price inventory per tsubo and inventory turnover at each store. We will promote standardization together with the person dedicated to preparing store manuals and the education project team.」
To eliminate disparities in existing-store performance, we continue to optimize inventory metrics through the store management system and standardize operations through the person dedicated to preparing store manuals and the education project team. - FY2019Shortfall against plan explicitly statedAnnual 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.」
We explicitly stated that existing-store performance had partially recovered but had not reached the results set out in the plan. Meanwhile, we are promoting the appointment of a person dedicated to preparing store manuals and standardization through the education project team. - FY2019-Q3AdvancedAnnual report
「In our store policy, we are analyzing data from the store management system to optimize the selling-price inventory per tsubo, inventory turnover and initial pricing at each store, with the aim of eliminating performance disparities among existing stores. We established an education project team and have been standardizing operations at each store.」
Optimization of initial pricing has been newly added to the measures aimed at eliminating disparities in existing-store performance. - FY2019-Q2RestatedAnnual report
「In our store policy, we are analyzing 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 established an education project team and have been standardizing operations at each store.」
To eliminate disparities in existing-store performance, we continue to analyze the store management system, optimize inventory metrics, and standardize operations through the education project team. - 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.」
To eliminate disparities in existing-store performance, we have implemented optimization of inventory metrics through data analysis and have also progressed to standardization at each store through the education project team. - FY2018RestatedAnnual report
「Although existing-store performance has partially recovered as a result of previous initiatives, disparities remain among stores. Going forward, we will analyze data from the store management system to optimize the selling-price inventory per tsubo and inventory turnover at each store.」
While existing-store performance has partially recovered, disparities among stores remain, and we intend to optimize inventory metrics through data analysis. - 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.」
We continue to standardize stores serving as profitability models through project teams to recover existing-store performance and eliminate disparities among stores. - FY2018-Q2RestatedAnnual 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.」
We continue to standardize stores serving as profitability models through project teams to recover existing-store performance and eliminate disparities among stores. - 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.」
To recover existing-store performance, we have moved from the previous planning stage to the stage of implementing the standardization of stores serving as profitability models through project teams. - FY2017RestatedAnnual report
「Although existing-store performance has been recovering as a result of initiatives since the fiscal year before last, disparities remain among stores. For these stores, we will establish project teams and standardize the operations of stores serving as profitability models.」
We continue to regard the recovery of existing-store performance as an issue and have indicated a policy of addressing disparities among stores through project teams and the standardization of stores serving as profitability models. - FY2016First statedAnnual report
「Under these circumstances, we made the recovery of existing-store performance our top priority and proceeded with reforms to store operations and product policies through a committee whose members are the managers of each store.」
We have made the recovery of existing stores our top priority and are pursuing reforms through a committee comprising store managers.