A model for "making no unnecessary products" through made-to-order production, reuse, off-price retailing and sharing
First written in FY2021-Q1. 6 of 12 entries say "Advanced", first in FY2021-Q2. Latest entry: 2026-10-14.
0 other companies' latest entry also says "Advanced".
- 2026-10-14AdvancedM&A and Subsidiary Changes
「Over the longer term, we will implement a circular business model at scale and pursue a zero-emission ecosystem accompanied by earnings growth.」
循環型ビジネスモデルを、経営統合後の規模を前提とするゼロエミッション・エコシステムへ拡張している。 - FY2027-H1AdvancedAnnual report
「In addition, in the lifestyle and circular areas, the company continued to improve the profitability of existing businesses and invest for growth. Overseas, it made steady progress in establishing a business foundation in Thailand, Taiwan, Hong Kong and Malaysia.」
In non-apparel areas, including the make-nothing-wasteful model, the company continued to improve the profitability of its circular businesses, invest for growth and establish business foundations in 4 overseas markets. - FY2026-H1AdvancedAnnual report
「In the B2C Neo Economy, the company focused on “circular” businesses as a result of selecting and concentrating on the businesses it had tested under various themes, and is pursuing a growth strategy accordingly. Tin Pan Alley Co., Ltd., which operates the used select shop “RAGTAG,” is pursuing growth through an OMO strategy covering both procurement and sales by using its stores and e-commerce channels in tandem. It is continuing to test the casual format “usebowl” for future growth, and is seeking to develop stores in Thailand by applying lessons learned from local pop-up stores in its overseas expansion.」
The company continues to select and concentrate on the circular area, expanding its circular business activities through RAGTAG’s OMO strategy, the usebowl test and store development in Thailand. - FY2025-Q1AdvancedAnnual report
「From the first quarter of the current consolidated cumulative period, the company has made ㈱アンドブリッジ, which operates the off-price store 「& Bridge」, a consolidated subsidiary, and will promote business collaboration with ㈱ティンパンアレイ to maximize synergies.」
In addition to selecting and concentrating on the circular area, the company gave concrete form to a combination of circular businesses through the acquisition of And Bridge as a subsidiary and collaboration with Tin Pan Alley. - FY2024-Q3RestatedAnnual report
「In the B2C Neo Economy, the company is pursuing a growth strategy based on the selection and concentration of businesses it has tested under various themes, with a focus on the keyword “circular.”」
The company continues its growth strategy of selecting and concentrating on the circular area within the B2C Neo Economy. Collaboration and development involving RAGTAG, Laxus, usebowl and & Bridge are also continuing. - FY2024-Q1AdvancedAnnual report
「In the B2C Neo Economy, the company is pursuing a growth strategy based on the selection and concentration of businesses it has tested under various themes, with a focus on the keyword “circular.” Laxus Technologies Inc. operates a subscription-based rental service specializing in branded handbags and is expanding its services through initiatives such as trial sales of handbags, focusing on the utilization rate of its handbag assets. Tin Pan Alley Co., Ltd., which operates the used select shop “RAGTAG,” is pursuing further growth through an OMO strategy covering both procurement and sales by using and complementing its stores and e-commerce channels, and has begun testing “usebowl” as a new casual format. The company is also pursuing business collaboration with the off-price store “& Bridge.”」
The company advanced selection and concentration in the circular area of the B2C Neo Economy, giving concrete form to its circular businesses through the launch of the usebowl test and business collaboration with & Bridge. - FY2023ReframedAnnual report
「Based on the belief that “collaboration to fill the losses at the seams is indispensable to developing next-generation fashion business models,” the company is making a major shift from the conventional approach of mass production and mass sales to a circular economy that recirculates existing products through reuse, rental and off-price retail. This shift in thinking, specifications and methods distinguishes its business development from that of the past.」
The company reframed the “make nothing wasteful” model from individual measures such as made-to-order production as a business-development philosophy that uses collaboration to transform mass production and mass sales into a circular economy. - FY2022-Q3RestatedAnnual report
「Our group is promoting a new “make nothing wasteful” business model in the B2C Neo Economy business area to address the fashion industry’s excess-inventory and product-disposal issues.」
The company continues to promote a “make nothing wasteful” model that combines made-to-order production, reuse, off-price retail and sharing to reduce excess inventory and product disposal. - FY2022-Q1RaisedAnnual report
「In the B2C Neo Economy, the business is being developed around keywords such as “sharing” and “customization.” Laxus Technologies Inc. operates a subscription-based rental service specializing in branded handbags and is driving the adoption of the sharing economy while expanding awareness through television commercials. In the United States, Original Inc. operates the online custom-shirt brand “Original Stitch” and is stepping up initiatives to create value, including strengthening its character-based IP (intellectual property) business and pursuing zero raw-material waste.」
In addition to its existing models, including made-to-order production, reuse and the use of excess inventory, Original Inc. has explicitly set out to achieve “zero raw-material waste,” extending waste-reduction efforts back to the raw-material stage. - FY2021-Q3RestatedAnnual report
「During the third quarter consolidated cumulative period, to reduce inventory disposal, the company began trialing the routine consolidation at one store within a given area of non-moving inventory being sold in stores and products with some defects despite retaining value, and selling them at low prices or as seconds. It is also working to develop a model that achieves complete sell-through within a defined area during the season.」
In addition to made-to-order production, reuse, off-price retail and sharing, the company continues to pilot a fully sell-through model based on regional consolidated sales of idle inventory and certain defective products. - FY2021-Q2AdvancedAnnual report
「During the second quarter consolidated accounting period, to reduce inventory disposal, the company began trialing the routine consolidation at one store within a given area of non-moving inventory being sold in stores and products with some defects despite retaining value, and selling them at low prices or as seconds. It is also working to develop a model that achieves complete sell-through within a defined area during the season.」
In addition to made-to-order production, reuse, off-price sales and sharing, the company began trialing a new inventory-disposal reduction model that consolidates non-moving inventory and partially defective products at stores within a given area for sale. - FY2021-Q1First statedAnnual report
「To address the issues of excess inventory and product disposal across the fashion industry, we are promoting a new business model of not producing unnecessary goods in our B2C neo-economy business area.」
Organizes made-to-order production by Original Stitch and UNBUILT, RAGTAG's reuse cycle, & Bridge's use of excess inventory, and Laxus's handbag-sharing model as an integrated sustainability-oriented business model.