A Profitability-Focused Store Location Strategy with Ongoing Reviews
First written in FY2020. 11 of 12 entries say "Advanced", first in FY2021. Latest entry: 2026-05-15.
47 other companies' latest entry also says "Advanced".
- 2026-05-15AdvancedEarnings
「At KONAKA-FUTATA, the Company restructured its store network by closing stores when leases expired and promoting the consolidation and integration of nearby stores.」
In addition to closing stores when leases expired, the Company advanced the consolidation and integration of nearby stores, thereby implementing a restructuring of its store portfolio. - FY2026-H1AdvancedAnnual report
「At KONAKA-FUTATA, the Company restructured its store network by closing stores when leases expired and promoting the consolidation and integration of nearby stores.」
The company proceeded with closures due to contract expirations and the consolidation of nearby stores, rebuilding the Konaka-Futata store network. The review of the store portfolio with an emphasis on profitability and efficiency is taking concrete shape. - FY2025AdvancedAnnual report
「Within the Samantha Thavasa Group, we began fundamental structural reforms, including improving the efficiency of stores and brands, and worked on the concrete implementation of the plan.」
The company initiated structural reforms, including improving the efficiency of its stores and brands, and made concrete progress in reviewing its store portfolio. - FY2025-H1AdvancedAnnual report
「The Group opened a total of 5 new stores, including the Samantha Thavasa Group, while closing 22 stores, bringing the total to 416 stores for the Company and 627 stores for the Group as a whole.」
The company selectively reviewed its store portfolio by combining the opening of 5 new stores with the closure of 22 stores. - FY2024AdvancedAnnual report
「The Group opened a total of 34 new stores, including the Samantha Thavasa Group, while closing 87 stores, bringing the total to 416 stores for the Company and 669 stores for the Group as a whole.」
The company is simultaneously closing stores, including unprofitable locations, and selectively opening new stores, giving concrete form to its review of the store portfolio. - FY2024-Q2AdvancedAnnual report
「The Group closed 48 stores, including the 30 stores mentioned above, while opening 21 new stores, including 5 SUIT SELECT stores and 4 DIFFERENCE stores, bringing the total number of Group stores to 694.」
The company is simultaneously closing stores, including unprofitable locations, and selectively opening stores under brands including SUIT SELECT and DIFFERENCE, giving concrete form to its review of the store portfolio. - FY2023AdvancedAnnual report
「At Konaka-Futata, we closed 10 stores, primarily unprofitable stores, and worked to improve profitability by reallocating personnel. At the same time, under the slogan “Dress Up! Nippon!”, we continued to offer a range of proposals for dressed-up styles in an effort to restore sales.」
The company advanced a profitability- and efficiency-focused restructuring of its store portfolio, including closing 10 unprofitable Konaka-Futata stores, reallocating personnel, and reviewing the SUIT SELECT store network. - FY2023-Q3AdvancedAnnual report
「At SUIT SELECT, we are steadily reviewing the store network, including opening a new store in Kadoma and reopening stores in Odawara and Tsudanuma.」
SUIT SELECT opened a new store in Kadoma and reopened stores in Odawara and Tsudanuma, making specific progress in reviewing its store network. - FY2023-Q2AdvancedAnnual report
「We accelerated the review of the business portfolio set out in the medium-term management plan, promoted the renewal of our store network and shifted human capital, while working to improve management efficiency by raising average customer spending and controlling SG&A expenses.」
The company is accelerating its review of the business portfolio, including the renewal of its store network, and is working to improve operating efficiency. - FY2022AdvancedAnnual report
「We will accelerate the shift of management resources to DIFFERENCE, which offers high operating efficiency, including sales per employee and sales per tsubo, while carrying relatively light inventory and store-opening investment burdens.」
The company explicitly states its policy of accelerating the shift of management resources to DIFFERENCE, based on efficiency measures including sales per employee and sales per tsubo, in addition to its focus on profitability and reviews of store locations. - FY2021AdvancedAnnual report
「In preparation for the potential emergence of downside economic risks, we will further review our cost structure, make effective use of surplus space in stores, and proceed with the relocation of stores.」
Regarding the store-location strategy, the company indicates a policy of specifically pursuing the effective use of surplus space and store relocations, in addition to its existing focus on profitability and ongoing reviews. - FY2020First statedAnnual report
「Regarding the store-location strategy, we will review it on an ongoing basis with greater emphasis on profitability than before, fully realize new synergies within the Group, and make every effort to improve performance.」
In light of new lifestyles and deteriorating performance, the policy of reviewing store locations on an ongoing basis with greater emphasis than before on profitability is stated for the first time as a future strategic initiative.