Improving Product Strategy and Sales Management Methods
First written in FY2017-Q1. 15 of 31 entries say "Restated". Latest entry: 2026-10-15.
The whole theme swung hardest in 2025: 2 of 10 companies on the "Worse" side.
4 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「As a result of the reform of our earnings structure, the gross profit margin improved by 1.1 percentage points year on year, due to a lower purchase cost ratio and inventory reductions following the completion of the disposal of inventory from prior years, among other factors.」
The gross profit margin improved by 1.1 percentage points year on year due to the lower purchase cost ratio and the completion of the disposal of inventory from prior years. - FY2026-H1AdvancedAnnual report
「The gross profit margin improved by 1.8 percentage points year on year, due to a lower purchase cost ratio and inventory reductions following the completion of the disposal of inventory from prior years, among other factors.」
Product and sales management improvements were implemented through a lower purchase cost ratio, the disposal of inventory from prior years, and inventory reductions, resulting in a 1.8-percentage-point year-on-year improvement in the gross profit margin. - FY2025AdvancedAnnual report
「In the golf-related business, where we had been clearing inventory from prior years throughout the year, we shifted to full-price sales as inventory normalization was nearly complete. In addition, based on the medium-term management plan “TIP27” announced in April 2024, we reviewed list prices for certain brands and rebuilt our merchandising and sale initiatives to improve profitability.」
Inventory normalization for prior-year merchandise was nearly complete, and the golf-related business shifted to full-price sales. List-price revisions and the rebuilding of merchandising and sale initiatives also progressed to the implementation stage. - FY2025-H1AdvancedAnnual report
「While promoting inventory clearance through sales, primarily in the golf-related business and via e-commerce, we also reviewed merchandising and sale initiatives under the previously mentioned medium-term management plan (TIP27), including revising list prices for certain brands and strengthening full-price sales of high-summer merchandise, in an effort to improve profitability.」
Improvements in product and sales management progressed to the implementation stage, including list-price revisions for certain brands, stronger full-price sales of high-summer merchandise, and a review of sale initiatives. - FY2025-Q1RestatedAnnual report
「Pursuing economies of scale by consolidating suppliers of raw materials and products and improving profit margins by reviewing product pricing and sales initiatives」
The company reaffirmed its product and sales management policy of improving profit margins by consolidating suppliers and reviewing product pricing and sales initiatives. - FY2024ReframedAnnual report
「The company will pursue economies of scale by consolidating suppliers of raw materials and products, and reduce costs by taking direct delivery overseas of products manufactured by partner companies and importing them itself. It will also establish standardised rules for setting product prices and discounts during sales, optimise them, avoid excessive discounting and seek to improve profit margins.」
Improvements to product strategy and sales management took concrete shape in measures to improve gross profit and profit margins through supplier consolidation, direct imports of overseas-produced goods, and standardised pricing and discount rules. - FY2024-Q3RestatedAnnual report
「Existing businesses, including the consistently strong-performing street brand STUSSY and London collection brand Margaret Howell, continued to perform steadily. The company also sought to further expand earnings capacity by developing products that leverage the distinctive characteristics of military-fashion brand AVIREX, golf brand PING and outdoor-fashion brand and wander, while meeting market needs and customers’ lifestyles.」
The company continued to improve the earnings power of existing brands through product offerings that reflect customers' lifestyles and market needs. - FY2024-Q1RestatedAnnual report
「The existing businesses sought to further expand earnings capacity by developing products that leverage their distinctive characteristics and meet customers’ lifestyles. These businesses include street brand STUSSY, which continues to perform well; London collection brand Margaret Howell; military-fashion brand AVIREX; golf brands New Balance Golf and PING; and outdoor-fashion brand and wander.」
The company continued to improve the earnings power of existing businesses through product offerings that reflect each brand's characteristics and customers' lifestyles. - FY2023AdvancedAnnual report
「The company will strengthen its manufacturing and sales plans and supply-chain infrastructure to avoid concentration in procurement timing, volumes and items. When market changes are difficult to predict, it will use QR (quick response) to maximise sales and profit while reducing inventory risk.」
Improvements to product and sales management took concrete shape in strengthening manufacturing and sales plans and the supply chain and reducing inventory risk through the use of QR. - FY2022-Q3RestatedAnnual report
「In accordance with the medium-term management strategy, we continued to work primarily on improving earnings through reforms to existing brands and operational efficiencies.」
The company reaffirmed its efforts to increase earnings in its product and brand businesses through existing-brand reform and operational efficiency. - FY2022-Q2RestatedAnnual report
「In accordance with the medium-term management strategy, we continued to work primarily on improving earnings through reforms to existing brands and operational efficiencies.」
The company reaffirmed its policy of increasing earnings in its product and brand businesses through existing-brand reform and operational efficiency. - FY2021-Q1RestatedAnnual report
「Based on the new medium-term management plan announced in April 2019, the group's subsidiaries worked primarily to increase earnings by reforming existing brands and improving operational efficiency.」
The company described higher earnings through existing-brand reform and operational efficiency as an ongoing initiative in product and brand management. - FY2020RestatedAnnual report
「The company worked primarily to increase earnings by reforming existing brands and improving operational efficiency.」
The company described higher earnings through existing-brand reform and operational efficiency as an ongoing policy for product and brand management. - FY2020-Q3RestatedAnnual report
「For existing businesses, the company sought to further expand earnings power by developing products that capitalise on the distinctive characteristics of PEARLY GATES, the golf brand; N.Natural Beauty Basic, the women's brand; and UNDEFEATED, whose business centres on sneakers.」
The company continued its product strategy of reflecting each brand's distinctive characteristics in its product offerings to enhance the earnings power of existing businesses. - FY2020-Q2RestatedAnnual report
「For existing businesses, the company sought to further expand earnings power by developing products that capitalise on the distinctive characteristics of PEARLY GATES, the golf brand; N.Natural Beauty Basic, the women's brand; UNDEFEATED, whose business centres on sneakers; and AVIREX, operated by Ueno Shoji Co., Ltd., which joined the group in the previous fiscal year.」
The company reaffirmed its product strategy of enhancing the earnings power of existing businesses through product offerings that capitalise on each brand's distinctive characteristics. - FY2020-Q1RestatedAnnual report
「For existing businesses, the company sought to further expand earnings power by developing products that capitalise on the distinctive characteristics of nano・universe, the core brand; PEARLY GATES, the golf brand; N.Natural Beauty Basic, the women's brand; and AVIREX, operated by Ueno Shoji Co., Ltd., which joined the group in the previous fiscal year.」
The company reaffirmed its product strategy of enhancing the earnings power of existing brands through product offerings that capitalise on each brand's distinctive characteristics. - FY2019ReframedAnnual report
「The company will work to build a branding strategy and business model that do not depend on sales, improve the accuracy of AI-based additional product ordering, reduce the number of product styles and improve sell-through during sales to secure gross profit.」
Improvements to existing product strategy and sales management practices took concrete shape in a policy of reducing reliance on sales and securing gross profit through greater accuracy in AI-based additional ordering, fewer product styles and improved sell-through during sales. - FY2019-Q3RestatedAnnual report
「Existing businesses continued to perform well as nano・universe, the core brand; PEARLY GATES, the golf brand; and HUMAN WOMAN and ADORE, the women's brands, developed products that capitalised on their distinctive characteristics.」
The company reaffirmed its policy of operating existing businesses through product offerings that capitalise on each brand's distinctive characteristics. - FY2019-Q2RestatedAnnual report
「Existing businesses continued to perform well as nano・universe, the core brand; PEARLY GATES, the golf brand; HUMAN WOMAN, the women's brand; and MARGARET HOWELL, the London collection brand, developed products that capitalised on their distinctive characteristics.」
The company reaffirmed its policy of operating existing businesses through product offerings that capitalise on each brand's distinctive characteristics. - FY2019-Q1RestatedAnnual report
「Existing businesses continued to perform well as nano・universe, the core brand; PEARLY GATES, the golf brand; Mystrada and JILL by JILL STUART, the women's brands; and MARGARET HOWELL, the London collection brand, developed products that capitalised on their distinctive characteristics.」
The company reaffirmed its product strategy of reflecting each brand's distinctive characteristics in its product offerings to support sales of existing brands. - FY2018RestatedAnnual report
「The company will strengthen and expand efforts to reflect customer feedback in product planning and sales initiatives, thereby strengthening the sales capabilities of stores, the frontline of sales operations.」
The company reaffirmed its initiatives to reflect customer feedback in product planning and sales initiatives and strengthen store sales capabilities. - FY2017AdvancedAnnual report
「While strengthening and expanding efforts to reflect customer feedback in product planning and sales initiatives, the company will also actively promote improvements in employee satisfaction to strengthen the sales capabilities of stores, the frontline of sales operations.」
In addition to improving existing product strategy and sales management practices, the company gave concrete shape to initiatives involving the use of customer feedback, improved employee satisfaction and stronger sales capabilities. - FY2017-Q3AdvancedAnnual report
「The core brand nano・universe also grew steadily as a result of operational efficiencies achieved through a fundamental organisational review, among other factors.」
In addition to improving product and sales management, the company carried out a fundamental organisational review and improved operational efficiency at nano・universe, which subsequently grew. - FY2017-Q2RestatedAnnual report
「The core brand NATURAL BEAUTY BASIC also grew steadily as a result of improvements to its product strategy and sales management practices.」
The company reiterated improvements to product strategy and sales management practices as a driver of brand growth. - FY2017-Q1First statedAnnual report
「The core brand NATURAL BEAUTY BASIC also grew steadily as a result of improvements to its product strategy and sales management practices.」
The company identified improvements to product strategy and sales management practices as drivers of growth for existing brands.