Differentiation through a multi-brand portfolio and product-planning capabilities
First written in FY2017. 6 of 19 entries say "Restated". Latest entry: 2026-07-15.
0 other companies' latest entry also says "Cited as achieved".
- 2026-07-15Cited as achievedPresentation materials for financial results
「FB and SB brands: core brands MOUSSY, SLY and rienda grew strongly, while growth brand LAGUA GEM made a significant leap with SSS of 121.3%. Among the shopping-center brands, RODEO CROWNS WIDE BOWL performed well.」
Sales performance was presented for the portfolio of MOUSSY, SLY, rienda, LAGUA GEM and RODEO CROWNS WIDE BOWL. - FY2026RaisedAnnual report
「While continuing to concentrate management resources on highly profitable brands and expand store openings for brands with growth potential, we will focus on developing new brands with net sales of more than ¥10.0 billion and creating global brands.」
The brand portfolio strategy expanded into larger growth objectives: concentrating on highly profitable brands, expanding stores for growth brands, developing new brands with net sales of more than ¥10.0 billion, and creating global brands. - FY2025-H1Policy established to accelerate the closure of low-growth brands and stores and reallocate resources to new businessesAnnual report
「Going forward, we will accelerate the scrapping of brands and stores with limited growth potential and shift management resources to growth areas, including new businesses.」
The policy of classifying brands into 4 categories and reallocating resources was reflected in the domestic business operating policy as an acceleration of the scrapping of brands and stores with limited growth prospects and the transfer of resources to new businesses and other areas. - FY2025-Q1Brand classification and management-resource reallocation made more specificAnnual report
「Clarification of brands for priority strengthening, restructuring, or discontinuation: Brands were classified into 4 categories, the brands requiring concentrated investment of management resources and those requiring restructuring were identified, and management resources were reallocated to new and growth businesses.」
The policy of expanding multiple brands took concrete form in operating the portfolio by classifying brands into 4 categories, identifying those to strengthen, restructure, or discontinue, and reallocating resources accordingly. - FY2024AdvancedAnnual report
「In addition to retail, the company operates gardening and rental businesses. Some products use a recycled polyester-fiber growing medium made from fibers recovered from discarded clothing, and the company is also working to reduce CO2 emissions.」
In addition to expanding its existing apparel brands and new formats, the company’s business scope has specifically broadened into gardening and rental businesses through SHEL'TTER GREEN / TUIN greenery. - FY2022AdvancedAnnual report
「October 2021: Expansion of the new formats “SHEL'TTER GREEN” and “SHEL'TTER DELI”」
The expansion of the brand and business portfolio took concrete form not only through new brands but also through the rollout of the new formats “SHEL'TTER GREEN” and “SHEL'TTER DELI.” - FY2021AdvancedAnnual report
「July 2020: Launch of the new brand “HeRIN.CYE” September 2020: Launch of the new brand “crie conforto”」
The expansion of the brand portfolio took concrete form in the launch of new brand businesses in July and September 2020. - FY2020ReframedAnnual report
「In our new businesses, we will not only expand highly fashionable brands distinctive to our company, but also create new value by approaching latent customer segments we have not previously targeted. At the same time, we will discontinue unprofitable brands to achieve selective allocation and concentration of resources among brands.」
The explanation of the brand portfolio strategy expanded from the previous policy of expanding multiple brands to selective allocation and concentration, including new businesses targeting latent customers and the discontinuation of unprofitable brands. - FY2020-Q1RestatedAnnual report
「With the development of core products and review of the product mix focused on creating products that customers would purchase at regular prices, sales of shopping-center apparel brands such as “AZUL BY MOUSSY” fell below the previous year. However, sales were driven by “MOUSSY,” our founding brand; the department store apparel brands “ENFÖLD” and “nâgonstans”; and the footwear specialist brand “STACCATO,” among others.」
The company continues to strengthen the development of core products and review the product mix with sales at regular prices in mind, advancing differentiation through the sales mix of multiple brands. - FY2019-Q3RestatedAnnual report
「In our group’s domestic business, we continued to strengthen the development of core products and review the product mix.」
The company continues to strengthen its brand and product planning capabilities by reinforcing the development of core products and reviewing the product mix. - FY2019-Q2RestatedAnnual report
「In our group’s domestic business, we continued to strengthen the development of core products and review the product mix. During the cumulative period, brands including MOUSSY, ENFÖLD, and STACCATO performed well.」
The company continues to strengthen its brand and product planning capabilities by reinforcing the development of core products and reviewing the product mix. - FY2019-Q1RestatedAnnual report
「Strengthening the development of core products and reviewing the product mix」
The direction of differentiation through stronger product development capabilities and a review of the product mix continues to be stated. - FY2018AdvancedAnnual report
「As a new business, we launched “R4G,” a brand with the new concept of combining anime and fashion, in March of this year. It was created through our new business discovery contest, “NEXT IS YOU.” In addition, we appointed 2 of our popular influencers as designers and launched “Leory×EBLÓA,” a new brand centered on graduating from the Shibuya gyaru style, and “STYLE MIXER,” an editorial e-commerce platform curated by a popular external influencer, also in March of this year.」
The policy of differentiation through multiple brands took concrete form in the launch of 3 new brands and an editorial e-commerce platform. - FY2018-Q3RestatedAnnual report
「Meanwhile, ENFÖLD, the core brand in the department store channel, continued to perform well.」
The continued strong performance of ENFÖLD was cited as an ongoing achievement within the business portfolio comprising multiple brands and formats. - FY2018-Q2RestatedAnnual report
「Product differentiation through stronger product development capabilities」
The company continues to pursue initiatives to differentiate its products by strengthening its product development capabilities. - FY2017First statedAnnual report
「Our group believes it has strengths including the construction of a business portfolio comprising multiple brands, covering a broad range of business areas through a brand diversification strategy; the ability to create new brands; product planning capabilities that provide real clothes, meaning clothing that is neither expensive nor excessively trend-driven but matches customers’ values and occasions for wear; in-store customer service and styling proposal capabilities; brand recognition among the F1 demographic in Japan; and a track record of sales productivity per tsubo at stores in Japan and China. We will implement strategies that leverage these strengths, as well as strategies differentiated from competitors through a balance between product price and quality and the service provided by sales staff.」
The approach to differentiation combining multiple brands, new brands, product planning, and customer service was presented as an integrated strategy.