One-stop omnichannel strategy integrating inventory, sales and member information
First written in FY2017. 16 of 29 entries say "Advanced", first in FY2018-Q1. Latest entry: 2026-10-15.
No other company in this theme has enough history to compare yet.
- 2026-10-15RestatedFinancial results briefing materials
「EC、店舗、卸の在庫データを一元管理し、機会損失をゼロに。」
EC・店舗・卸の在庫一元管理によるオムニチャネル運営を再掲している。 - FY2027-H1AdvancedAnnual report
「The Company also completed the consolidation of d fashion's IT infrastructure during the previous fiscal year. The planned migration and integration of MAGASEEK's ECS into BOEM, the Jade Group's system, is also proceeding in stages, and the Company plans to complete the migration of all business partners during the current fiscal year.」
The Company reported the completion of the consolidation of d fashion's IT infrastructure and plans to complete the migration of all business partners from MAGASEEK's ECS to BOEM during the current fiscal year. - FY2026AdvancedAnnual report
「In addition, the centralisation of IT infrastructure for d fashion was completed during the first half of the current fiscal year. The plan to migrate and integrate Magaseek's ECS into BOEM on the Jade Group's system is progressing in stages, and most of the work will be completed within the current fiscal year, leaving only some business partners.」
The centralisation of d fashion's IT infrastructure was completed during the first half, and the migration and integration of Magaseek's ECS into BOEM has progressed to the stage where most of the work is expected to be completed within the fiscal year. - FY2026-H1AdvancedAnnual report
「In addition, the centralisation of IT infrastructure for d fashion was completed during the first half of the current fiscal year. The plan to migrate and integrate Magaseek's ECS into BOEM on the Jade Group's system is progressing in stages and is expected to be completed within the current fiscal year, except where business partners request migration from the next fiscal year onward.」
The centralisation of d fashion's IT infrastructure was completed during the first half, and progress on migrating and integrating Magaseek's ECS into BOEM has been specified, with most of the work expected to be completed within the current fiscal year. - FY2025-H1Specification of the timing for completion of integrationAnnual report
「The Group states that infrastructure centralisation for Magaseek was completed in October this year, while completion for d fashion is planned during the current fiscal year. It also plans to complete the migration of ECS to BOEM at an early date.」
The integration plan for the acquired sites specifies October for Magaseek, completion during the fiscal year for d fashion and early completion for the migration of ECS to BOEM. In each case, the timing is presented as a plan rather than a completed result. - FY2025-Q1Plan to complete integration of the acquired company's infrastructure within the fiscal yearAnnual report
「The Group plans to complete the centralisation of the infrastructure of these sites during the current fiscal year. It also plans to complete the migration of ECS to BOEM during the current fiscal year.」
The Group explicitly states that it plans to complete the centralisation of IT and logistics infrastructure across its sites, including Magaseek, and the migration of ECS to BOEM during the current fiscal year. These are plans, not completed results. - FY2024ReframedAnnual report
「The platform (DX) business can provide comprehensive outsourcing (ALL-IN-ONE) because it has all the IT and logistics infrastructure required in the fashion industry, including operation of its own official e-commerce sites (BOEM), contract warehousing (e-3PL), point-of-sale registers for stores (LOCOPOS), support for out-of-stock items at stores (LOCOCHOC) and core systems (LoCORE).」
The Group has added the core system LoCORE to its description of the existing platform functions and positions the platform as an ALL-IN-ONE infrastructure solution providing comprehensive IT and logistics infrastructure. - FY2024-Q3RestatedAnnual report
「The strength of the Group's platform (DX) business lies in its ability to provide comprehensive outsourcing (ALL-IN-ONE), as it has all the IT and logistics infrastructure required in the fashion industry, including operation of its own official e-commerce sites (BOEM), contract warehousing (e-3PL), point-of-sale registers for stores (LOCOPOS) and support for out-of-stock items at stores (LOCOCHOC). In e-3PL, it can also handle all shipments to department stores and wholesalers, which no other e-commerce company is able to support.」
The Group continues to describe the strength of its omni-channel and DX platform, which owns IT and logistics infrastructure and can provide comprehensive outsourcing covering e-commerce, stores, department stores and wholesalers. - FY2024-Q2RestatedAnnual report
「The strength of the Group's platform (DX) business lies in its ability to provide comprehensive outsourcing (ALL-IN-ONE), as it has all the IT and logistics infrastructure required in the fashion industry, including operation of its own official e-commerce sites (BOEM), contract warehousing (e-3PL), point-of-sale registers for stores (LOCOPOS) and support for out-of-stock items at stores (LOCOCHOC). In e-3PL, it can also handle all shipments to department stores and wholesalers, which no other e-commerce company is able to support.」
The Group continues to describe its omni-channel and DX platform, which centrally provides IT and logistics infrastructure and enables comprehensive outsourcing covering e-commerce, stores, department stores and wholesalers. - FY2023RestatedAnnual report
「The inventory centralisation (inventory sharing) service, which enables e-commerce inventory to be sold simultaneously through multiple e-commerce channels and physical stores, as well as the service that enables physical-store inventory to be sold simultaneously through multiple e-commerce channels and centralises sales and membership information between physical stores and e-commerce channels, have generated an increasing track record through the platform services provided by the Group.」
The Group continues to report an increasing track record from its platform services in shared sales of e-commerce and physical-store inventory and the centralisation of sales and membership information between stores and e-commerce channels. - FY2023-Q3AdvancedAnnual report
「In developing the Reebok business, we used our platform business and completed post-merger integration (PMI) as scheduled, enabling a smooth launch of the business.」
For Reebok, the Company completed post-merger integration as scheduled using its platform business and is moving toward the concrete launch of an omni-channel strategy covering stores and e-commerce channels. - FY2022AdvancedAnnual report
「The Company resolved to enter into this agreement because it determined that making Reebok a new all-in-one flagship brand would strengthen its platform business.」
The Company has presented a plan to implement DX and OMO together with Reebok as its flagship brand, adding a specific application for its one-stop omni-channel strategy. - FY2021RestatedAnnual report
「Furthermore, the Group believes that fully centralising inventory and sales and membership information on a one-stop basis requires it to cover areas such as core systems and the wholesale business in addition to its current service lineup. It will continue developing new services and modifying functions to strengthen its omni-channel strategy platform.」
The Group continues to pursue development and functional enhancements for a one-stop omni-channel strategy platform covering core systems and the wholesale business. - FY2020RestatedAnnual report
「The Group believes that fully centralising inventory and sales and membership information on a one-stop basis requires it to cover areas such as core systems and the wholesale business in addition to its current service lineup. It will continue developing new services and modifying functions to strengthen its omni-channel strategy platform.」
The Group continues to pursue development and functional enhancements covering core systems and the wholesale business in order to centralise inventory and sales and membership information on a one-stop basis. - FY2019AdvancedAnnual report
「The Group recognises that the essence of its omni-channel strategy is the centralisation of inventory and sales and membership information between physical stores and e-commerce channels. Inventory centralisation (inventory sharing), whereby e-commerce inventory is sold simultaneously through multiple e-commerce channels and physical stores, has generated an increasing track record through the platform services provided by the Group. By contrast, services that enable physical-store inventory to be sold simultaneously through multiple e-commerce channels, or that centralise sales and membership information between physical stores and e-commerce channels, have only recently been launched.」
The Group states that inventory sharing for e-commerce inventory has generated an increasing track record, while services for selling physical-store inventory through multiple e-commerce channels and centralising sales and membership information have only reached the service-launch stage. - FY2019-Q2AdvancedAnnual report
「By providing sponsorship support for the business of Misuzu Shoji Co., Ltd. and acquiring all shares of the newly established company, Misuzu & Co. Co., Ltd., which will assume all of its business through an incorporation-type company split, we believe we can further develop the brands operated by the company. By having the new company use the platform services we provide, we also aim to realize an omnichannel strategy, digitally improve operational efficiency, provide customers with higher-quality services and enhance earnings capacity.」
The acquisition of Misuzu & Co. adds a concrete initiative combining brand development with the use of the company's own platform to advance the omnichannel strategy and digitalization of operations. - FY2019-Q1AdvancedAnnual report
「On 27 April 2018, through an affiliated company, we acquired 100% of the shares of Shaddy Co., Ltd. jointly with the Laox Group. Beyond the investment itself, we aim to increase the earnings of Shaddy Co., Ltd. and our company by introducing various platform services provided by our company to Shaddy Co., Ltd. to enable the digitalization of its operations and realization of its omnichannel strategy, and by collaborating with the company.」
The acquisition of 100% of the shares of Shaddy Co., Ltd. marked a move toward the concrete rollout of initiatives to digitalize operations and realize the omnichannel strategy through the introduction of platform services to the company. - FY2018Clarifying what has and has not been achievedAnnual report
「Although centralization of inventory has been achieved through the platform services we provide, we have not yet been able to provide services that centralize sales and customer information between physical stores and e-commerce operations.」
Regarding the omnichannel strategy, the company clearly distinguishes between what has been achieved and what has not: inventory has been centralized, while sales and customer information have not yet been centralized through the services provided. - FY2018-Q3RestatedAnnual report
「On 1 April 2017, we acquired the Harajuku store, a physical domestic store of MANGO, a global fast-fashion brand originating in Spain. As the strategic flagship store for the Omnichannel Strategy Comprehensive Platform, we actively introduced platform services with the aim of improving inventory turnover and physical-store operating costs, which are important issues for apparel brands. As part of this initiative, we began operating LOCOPOS, a POS system usable on PCs and tablets, and LOCOPAY, a smartphone payment service that enables customers who have pre-registered their credit card information to pay in stores simply by scanning a barcode, at the MANGO Harajuku store.」
The company continues to describe its omnichannel strategy of operating POS and smartphone payment services at the MANGO Harajuku store as its flagship store. - FY2018-Q2AdvancedAnnual report
「On 1 April 2017, we acquired the Harajuku store, a physical domestic store of MANGO, a global fast-fashion brand originating in Spain. As the strategic flagship store for the Omnichannel Strategy Comprehensive Platform, we actively introduced platform services with the aim of improving inventory turnover and physical-store operating costs, which are important issues for apparel brands. As part of this initiative, we began operating LOCOPOS, a POS system usable on PCs and tablets, and LOCOPAY, a smartphone payment service that enables customers who have pre-registered their credit card information to pay in stores simply by scanning a barcode, at the MANGO Harajuku store.」
The company began operating POS and smartphone payment services at the MANGO Harajuku store as its flagship store, giving concrete form to an omnichannel initiative linking stores and e-commerce. - FY2018-Q1AdvancedAnnual report
「On 1 April 2017, we acquired the Harajuku store, a physical domestic store of MANGO, a global fast-fashion brand originating in Spain. As the strategic flagship store for the Omnichannel Strategy Comprehensive Platform, we will actively introduce platform services to improve inventory turnover and physical-store operating costs, which are important issues for apparel brands.」
After acquiring the MANGO Harajuku store, the company moved to the concrete rollout of platform services by using the physical store as the flagship store for its omnichannel strategy. - FY2017First statedAnnual report
「Going forward, we intend to provide each brand's omnichannel strategy as a one-stop offering by providing POS systems and payment services that can be used in stores and are shared with e-commerce operations.」
In addition to centralizing inventory, the company aims to centralize sales and customer information across its stores and e-commerce operations.