Store Closures, Shift to E-Commerce and Fixed-Cost Reduction During the Pandemic
First written in FY2021-Q1. 13 of 16 entries say "Advanced", first in FY2021-Q2. Latest entry: FY2027-H1.
The whole theme swung hardest in 2025: 2 of 11 companies on the "Worse" side.
10 other companies' latest entry also says "Advanced".
- FY2027-H1AdvancedAnnual report
「We expanded our sales channels by launching the new KEY TIMEZ format and aggressively opening stores in Japan and overseas, while also working to capture inbound demand. EC sales turned upward, reaching ¥2,166.674 million, up 35.5% year on year.」
We advanced business-operation measures for the growth phase by combining the launch of new formats, store openings in Japan and overseas, the capture of inbound demand, and the recovery of EC sales. - FY2026AdvancedAnnual report
「During the fiscal year, with an awareness of the transition to the growth phase under the medium-term management plan, we focused on strategic store openings and improving the profitability of existing stores in Japan, as well as enhancing customer experience value and improving the earnings structure of the EC business.」
We advanced measures toward the growth phase, including domestic store openings, improvements in the EC business's customer experience and earnings structure, and the concentration of overseas resources, moving on from store closures and the shift to EC during the pandemic. - 2026-03-17AdvancedRevision of earnings forecasts
「During the fiscal year, with an awareness of the transition to the growth phase under the medium-term management plan, we focused on strategic store openings and improving the profitability of existing stores in Japan, as well as enhancing customer experience value and improving the earnings structure of the EC business.」
Initiatives progressed from fixed-cost control and EC conversion during the pandemic to the growth phase, including strategic store openings, improved existing-store profitability and EC structural improvements. - FY2026-H1AdvancedAnnual report
「In the current fiscal year, after the decline in sales resulting from structural reform in the previous fiscal year had run its course, sales increased to ¥1,605.130 million, up 7.7% year on year. In the China business, sales at existing stores increased as resources were concentrated on existing stores following the withdrawal from unprofitable stores by the end of the previous fiscal year.」
We advanced structural reform, including reducing the EC business's reliance on discounts, withdrawing from unprofitable stores in China, and resuming domestic store openings, achieving a recovery in EC sales and higher sales at existing stores in China. - FY2025AdvancedAnnual report
「Although sales declines associated with structural reform in the EC and China businesses continued, physical-store sales grew substantially in the fourth quarter. The gross profit margin was 51.6%, up 1.5 percentage points year on year.」
We expanded domestic physical stores, withdrew from unprofitable stores in China, reduced the EC business's reliance on discounts, and strengthened inventory management, improving the gross margin and operating profit despite lower sales. - FY2025-H1AdvancedAnnual report
「In the EC business, we are advancing structural reform this fiscal year, seeking to move away from the normalized use of conventional discounts such as coupons and time sales and building a structure that enables sales at regular prices by improving quality and usability. In the China business, we are proceeding with the withdrawal from unprofitable stores.」
We progressed from the pandemic-era shift to EC and control of fixed costs to structural reform, including reducing reliance on EC discounts and withdrawing from unprofitable stores in China, improving the gross margin in exchange for lower EC sales. - FY2025-Q1ReframedAnnual report
「In the fiscal year ending January 2025, the first year of the medium-term management plan, we resumed store openings in Japan and expanded our physical-store sales channels, pursued structural reform of the EC business to enable sales at regular prices based on fundamental product value rather than the perceived value of discounts through coupons and similar measures, and advanced structural reform of the China business by concentrating areas and resources in first-tier cities.」
We shifted the focus from measures centered on store closures and the transition to EC during the pandemic to structural reform for the growth phase, including the resumption of domestic store openings, reducing reliance on EC discounts, and concentrating the China business in first-tier cities. - FY2023-Q2Avoidance of domestic store closures and increased fixed-cost burdenAnnual report
「In Japan during the cumulative consolidated period through the second quarter, no temporary closures of physical stores occurred due to the impact of COVID-19, and therefore there were no special losses recorded for personnel expenses or other costs and no rent reductions.」
Although no temporary closures of domestic physical stores occurred, there were no special losses related to temporary closures or rent reductions as in the previous year, resulting in a higher selling, general and administrative expense burden. - FY2022AdvancedAnnual report
「We continued to pursue initiatives aimed at future sales growth and securing profits in the post-pandemic period, including strengthening procurement and inventory-control operations, improving operational efficiency by introducing RFID at stores and logistics hubs, strengthening our in-house EC business through system investments to expand functionality and the allocation of highly capable personnel, expanding selling space through new store openings and expansions, launching the two new formats A+ TOKYO and THE TOKYO, and expanding our China business by continuing to open stores aggressively and developing regional merchandising. To support these initiatives, we also pursued fundraising through stock acquisition rights utilizing treasury shares.」
We moved into the implementation phase of our post-pandemic response by combining procurement and inventory management, RFID, our in-house EC business, expanded selling space, new business formats, the China business, and fundraising. - FY2022-Q3AdvancedAnnual report
「We continued to pursue initiatives aimed at future sales growth and securing profits in the post-pandemic period, including strengthening procurement and inventory-control operations, improving operational efficiency by introducing RFID at stores and logistics hubs, strengthening our in-house EC business through system investments to expand functionality and the allocation of highly capable personnel, expanding selling space through new store openings and expansions, launching the two new formats THE TOKYO and A+ TOKYO, and expanding our China business by continuing to open stores aggressively and developing regional merchandising. To support these initiatives, we also pursued fundraising through stock acquisition rights utilizing treasury shares.」
We advanced the construction of a post-pandemic business model by combining procurement and inventory management, RFID, our in-house EC business, expanded selling space, new business formats, the China business, and fundraising, and proceeded with the launch of new formats and store openings in China. - FY2022-Q2AdvancedAnnual report
「Against this backdrop, with a view to future sales growth and securing profits in the post-pandemic period, we optimized purchasing by strengthening procurement and inventory-control operations, further improved inventory health through family sales, improved operational efficiency by introducing RFID at stores and logistics hubs, strengthened our in-house EC business through system investments to expand functionality and the allocation of highly capable personnel, expanded our China business by continuing to open stores aggressively, developing regional merchandising, and preparing for the full-scale launch of EC operations, and prepared to launch the two new formats A+TOKYO and THE TOKYO. To support these initiatives, we also pursued fundraising through stock acquisition rights utilizing treasury shares.」
We made specific progress toward building a post-pandemic business model by combining procurement and inventory management, RFID, our in-house EC business, the China business, new business formats, and fundraising. - FY2022-Q1AdvancedAnnual report
「To drive future sales growth and secure profits with a view to the post-pandemic period, we strengthened operations for procurement and inventory control to optimize purchasing, improved operational efficiency by introducing RFID at stores and logistics hubs, strengthened our in-house EC business through system investments to expand functionality and the allocation of highly capable personnel, expanded our China business by continuing to open stores aggressively, developing regional merchandising, and preparing for the full-scale launch of EC operations, and prepared to launch new athleisure and new select-store formats. To support these initiatives, we also pursued funding through stock acquisition rights utilizing treasury shares and bank borrowings.」
We translated into specific measures for building a post-pandemic business model by combining procurement and inventory management, RFID, system investments, our in-house EC business, the China business, new business formats, and fundraising. - FY2021AdvancedAnnual report
「The company will work to build a business model adapted to changes in customers’ lifestyles during the COVID-19 pandemic, including systems for flexible purchasing and inventory control, securing sales channels by strengthening its own e-commerce operations, and developing customers.」
In response to store closures and changes in demand during the infectious disease outbreak, the company expanded its measures toward building a business model combining flexible purchasing and inventory management, its own e-commerce operations, and customer development. - FY2021-Q3AdvancedAnnual report
「To support sales in the near term, the company sought to secure revenue by strengthening customer sales, maximize e-commerce sales by using social media for product proposals and stronger promotional initiatives, secure high-quality suppliers, and launch an original in-house brand under the STUDIOUS business format as part of efforts to strengthen product development.」
In response to difficult store conditions, the company expanded measures to secure sales and shift to e-commerce, including stronger customer sales, e-commerce promotions through social media, and the launch of an original in-house brand. - FY2021-Q2AdvancedAnnual report
「Following the declaration of a state of emergency to prevent the spread of COVID-19, 45 domestic physical stores were temporarily closed in stages from early April through late May, resulting in a significant decline in sales. Accordingly, the company worked to maximize e-commerce sales by using social media to propose products and strengthen promotional initiatives.」
In response to the temporary closure of 45 stores, the company promoted the shift to e-commerce through product proposals and stronger promotions using social media. It also continued to control fixed costs through reductions in executive compensation and rent reduction negotiations. - FY2021-Q1First statedAnnual report
「Accordingly, across all business formats—STUDIOUS, UNITED TOKYO, PUBLIC TOKYO, and TOKYO DEPARTMENT STORE—the company made maximizing e-commerce sales its top priority by strengthening promotional initiatives and reviewing product allocation.」「It used sales promotion expenses, including coupon initiatives, to maximize e-commerce sales, while controlling costs to secure profits through temporary reductions in executive compensation and negotiations to reduce rent during the temporary closure of physical stores.」
In response to the temporary closure of all 45 stores and the transition to working from home and home standby, the company initially described a coordinated set of measures to continue operations and secure profits, including e-commerce promotions, revised product allocation, reductions in executive compensation, and rent reduction negotiations.