Coordination Between Store and Mail-Order Sales and Response to Inbound Demand
First written in FY2016. 13 of 27 entries say "Advanced", first in FY2019-Q1. Latest entry: 2026-08-07.
64 other companies' latest entry also says "Advanced".
- 2026-08-07AdvancedResults
「通信販売部門では、自社ＥＣサイト「シモジマオンラインショップ」において、豊富な商品数を背景として有事に対応した結果、売上高は堅調に推移し、会員数も増加いたしました。」
自社ECの豊富な商品数を背景に、供給環境下でも売上と会員数の増加を示した。 - FY2026RaisedAnnual report
「① Expansion of the Shimojima-style omnichannel model」
Elevated the positioning of omnichannel initiatives into a sales-force enhancement measure under the medium-term management plan, including expansion into priority industries, major customers and sales territories. - FY2026-H1AdvancedAnnual report
「In the store sales division, event-related and inbound demand contributed to higher sales. Demand related to the Osaka-Kansai Expo increased particularly at stores in the Kansai region.」
Captured event-related and inbound demand, with demand related to the Osaka-Kansai Expo contributing particularly to higher store sales in the Kansai region. - FY2025AdvancedAnnual report
「The mail-order division has continued to perform well. On the “Shimojima Online Shop” (our e-commerce site), the number of products listed on “Shimojima Mall” increased to 1.3 million. In addition, stronger web advertising increased traffic to the site, resulting in higher sales.」
The number of products listed, site traffic and sales increased through sales-channel operations combining e-commerce, the marketplace and web advertising. - FY2025-H1AdvancedAnnual report
「On 20 August, we opened Package Plaza Hoya in Nishitokyo, Tokyo. Package Plaza Hoya emphasizes local needs and offers an extensive range of agricultural supplies, food packaging and other products. It is also promoting the Shimojima-style omnichannel model by coordinating with the “Shimojima Online Shop” (our e-commerce site) and locally focused store-based field sales.」
Opened Package Plaza Hoya and gave concrete form to omnichannel operations combining agricultural supplies and food packaging, e-commerce and store-based field sales. - FY2024AdvancedAnnual report
「Our company has 3 sales channels: the sales division, the store sales division and the mail-order sales division.」
Sales activities through the 3 channels of sales, stores and mail-order contributed to higher revenue in each division and record-high sales. - FY2024-Q3AdvancedAnnual report
「On 6 November, we opened Package Plaza Ayase, a small-format store with a sales floor of just under 50 m², in Ayase, Adachi-ku, Tokyo. We are operating it as a test store for the “Shimojima-style omnichannel” model, which proposes products through the channel best suited to each customer, combining the physical store, field sales representatives and e-commerce.」
Opened the Ayase store on 6 November with a sales floor of just under 50 m² and began operating it as a test store for the “Shimojima-style omnichannel” model, combining the physical store, field sales representatives and e-commerce. - FY2024-Q2AdvancedAnnual report
「In the store sales division, sales increased as we expanded the range of products available in stores in response to the recovery in event-related and inbound demand.」
Expanded the in-store product range in response to the recovery in event-related and inbound demand, contributing to higher sales in the store sales division. - FY2023AdvancedAnnual report
「Our company has 3 sales routes: the sales division, the store sales division and the mail-order sales division.」
Explicitly identifying 3 sales routes—sales, stores and mail-order—and describing the increase in sales resulting from the revitalization of sales activities through each route. - FY2022RaisedAnnual report
「Our company has 3 sales channels: the sales division, the store division and the e-commerce/mail-order division. We believe that integrating these 3 channels will enable us to leverage our strengths.」
Clarifying the scope of omnichannel operations by organizing conventional store and mail-order coordination as the integration of 3 channels: sales, stores and e-commerce/mail-order. - FY2022-Q1AdvancedAnnual report
「We also launched a service allowing customers to pick up packages at Shimojima and Package Plaza stores nationwide, receiving positive feedback from customers.」
Connected mail-order sales with the nationwide store network through product pickup, giving more concrete form to coordination between store and mail-order sales. - FY2021AdvancedAnnual report
「In our mail-order business, we enabled customers during the current fiscal year to pick up products at our directly operated stores and Package Plaza stores across all prefectures in order to increase the number of members further. Going forward, we will raise awareness of this function and seek to provide customers with greater convenience.」
Connected online orders with product pickup at directly operated and franchised stores, giving more concrete form to coordination between store and mail-order sales. - FY2021-Q3RestatedAnnual report
「We also strengthened promotional activities for restaurants and our response to demand from people staying at home at the Shimojima Online Shop, seeking to increase sales.」
Strengthening online-shop promotions and our response to stay-at-home demand, while continuing initiatives to coordinate stores and mail-order sales. - FY2021-Q1WorsenedAnnual report
「During the first quarter, inbound demand fell sharply due to the impact of COVID-19, forcing sales of writing instruments and school stationery to decline.」
The sharp decline in demand caused by COVID-19 has been reflected in results for the store sales environment, including the response to inbound demand. - FY2020RaisedAnnual report
「In this environment, our group will advance the “Shimojima-style omnichannel strategy” as its highest-priority theme.」
Coordination between stores and mail-order sales has been positioned as the “highest-priority theme,” with the priority and scope of initiatives expanding to include directing customers between e-commerce and stores. - FY2020-Q3RestatedAnnual report
「In the store sales division, in addition to our conventional focus on restaurants and offices, we promoted the “Otokuyāan” activity of selling goods at low prices through bulk purchases targeting retail stores. We also actively pursued store-based field sales to expand our customer base.」
Continuing to expand customers and sales channels through store-based field sales and bulk-purchase sales. - FY2020-Q1AdvancedAnnual report
「In the second year of the “Shimojima Online Shop,” sales progressed as planned as we focused on promotional activities in addition to recruiting app members.」
The online shop entered its second year, with app-member recruitment and promotional activities resulting in sales progressing as planned. - FY2019-Q3AdvancedAnnual report
「In the in-store sales division, we launched a mobile app service in the third quarter, promoted efforts to direct customers to the Shimojima Online Shop, and continued to strengthen sales activities outside our stores.」
Launched a mobile app service, giving concrete form to coordination between stores and the online shop and directing customers between them. - FY2019-Q2RestatedAnnual report
「In the in-store sales division, we pursued active promotion of the Shimojima Online Shop and sought to strengthen sales activities outside our stores.」
Continuing to promote the online shop and strengthen store-based field sales as initiatives to coordinate with mail-order sales. - FY2019-Q1AdvancedAnnual report
「As part of efforts to strengthen coordination with the mail-order business, we launched the “Shimojima Online Shop” and also worked to strengthen the store-based field sales division.」
Launched the “Shimojima Online Shop” as an initiative to coordinate with mail-order sales. - FY2018-Q3RestatedAnnual report
「We also worked to strengthen coordination with the mail-order business, including Internet sales.」
Continuing to strengthen coordination between store and mail-order sales. - FY2018-Q2RestatedAnnual report
「We also worked to strengthen coordination with mail-order sales, including Internet sales.」
Continuing to strengthen coordination between store and mail-order sales. - FY2018-Q1RestatedAnnual report
「We also worked to strengthen coordination with mail-order sales, including Internet sales.」
Continuing to strengthen coordination between store and mail-order sales. - FY2017RaisedAnnual report
「We will also promote the development of an omnichannel model, including coordination between physical stores and online sales.」
Expanding the scope of initiatives from coordination between conventional store and mail-order sales to developing an omnichannel model. - FY2017-Q2RestatedAnnual report
「In the store sales division, we continued to enforce the basics and strengthen sales staff training as well as strengthen coordination between store sales and mail-order sales.」
Reaffirming the strengthening of coordination between store and mail-order sales. - FY2017-Q1RestatedAnnual report
「We also worked to strengthen coordination between store sales and mail-order sales, including Internet sales. In addition, we responded to inbound demand, mainly at stores in major metropolitan areas.」
Reiterating the coordination between store and mail-order sales and the response to inbound demand. - FY2016First statedAnnual report
「We also worked to strengthen coordination between store sales and mail-order sales, including Internet sales. In addition, we responded to inbound demand, mainly at stores in major metropolitan areas, by expanding our product range for foreign tourists and strengthening our sales structure.」
Advancing coordination between stores and mail-order sales, while expanding the product range for foreign tourists.