Planning High Value-Added Products with a Distinctive Brand Identity

「Mid-upper brands operating mainly through department stores are developing differentiated, high-value-added products that express their brand identity, while vertically integrating their in-house manufacturing structure to return to domestic production and reduce exposure to global inflation and sharp foreign-exchange movements. To build stronger connections with customers, the company is also pursuing a multichannel strategy and OMO (Online Merges with Offline), seeking to create new growth through various prototype developments and store openings.」

「Mid-upper brands operating mainly through department stores are developing differentiated, high-value-added products that express their brand identity, while vertically integrating their in-house manufacturing structure to return to domestic production and reduce exposure to global inflation and sharp foreign-exchange movements.」

「Mid-upper brands operating mainly through department stores have begun initiatives to improve profitability further by vertically integrating their domestic in-house manufacturing structure and returning to domestic production, while developing differentiated, high-value-added products that retain their brand identity and reducing exposure to global inflation and yen depreciation.」

「Mid-upper brands operating mainly through department stores have continued developing differentiated, high-value-added products while also being required to respond flexibly to changes in lifestyles, including making their offerings more casual while retaining their brand identity and expanding and evolving their core products.」

「The company is actively building relationships through new customer-service opportunities, including remote ordering events, to establish stronger connections with customers than before. It is also accelerating the return to domestic production to reduce exposure to recent global inflation and yen depreciation.」

「Mid-upper brands operating mainly through department stores have continued developing differentiated, high-value-added products while also being required to adapt to changes such as declining demand for workwear as lifestyles change, including by making their offerings more casual while retaining their brand identity. As opportunities for customer service have declined, the company is also actively building new relationships, including by holding remote ordering events, to establish stronger connections with customers than before.」

「Mid-upper brands operating mainly through department stores have continued developing differentiated, high-value-added products while also being required to adapt to changes such as declining demand for workwear as lifestyles change, including by making their offerings more casual while retaining their brand identity. As opportunities for customer service have declined, the company is also actively building new relationships, including by holding remote ordering events, to establish stronger connections with customers than before.」

「Mid-upper brands operating mainly through department stores continued developing differentiated, high-value-added products that clearly express their brand identity and strengths, and earnings remained steady, particularly in women's apparel.」

「The company flexibly revised its business strategy through brand portfolio management, sought to balance growth and profitability, and continued developing differentiated, high-value-added products by visiting production sites and places of origin to clearly express each brand's identity and strengths.」

「To strengthen differentiated offerings in each market, including department stores, station and fashion buildings, and shopping centers, we focused on product planning with a clear brand identity and high added value.」