Reducing lost sales opportunities by standardizing next-generation store formats
First written in FY2020. 9 of 10 entries say "Advanced", first in FY2021-Q3. Latest entry: FY2026.
1 other company's latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「In its store rollout, the company accelerated the expansion of Workman Colors and strengthened its presence in shopping centers by introducing a new corporate franchise system, aiming to further broaden its customer base. As a result, it opened 38 Workman Colors stores and 10 Workman Plus stores, for a total of 48 new stores, carried out 7 scrap-and-build projects, converted 87 stores through renovations and closed 5 stores, bringing the total to 1,094 stores.」
The company carried out store openings, 7 scrap-and-build projects and 87 renovation-based conversions to optimize store space and formats and expand its store network and store composition. - FY2025AdvancedAnnual report
「In its store rollout, the company worked to strengthen its customer base by expanding the Workman Colors store network and developing Workman Plus into a dominant-area format. As a result, it opened 40 roadside stores and 6 shopping-center stores, for a total of 46 new stores, carried out 13 scrap-and-build projects and converted 75 stores through renovations.」
The company expanded its store network and store formats through new stores, scrap-and-build projects and renovation-based conversions to accommodate customer growth. - FY2024AdvancedAnnual report
「The company is addressing these issues by expanding sales-floor and site areas at new stores and stores undergoing scrap-and-build projects, thereby increasing their ability to attract customers.」
The company addressed lost sales opportunities caused by insufficient parking capacity and mismatched sales-floor space through new stores, scrap-and-build projects and expanded sales-floor and site areas. - FY2024-Q3AdvancedAnnual report
「The company also actively pursued scrap-and-build redevelopment and worked to improve customer convenience by securing store areas appropriate to sales capacity. During the cumulative third-quarter period, 17 roadside stores and 10 shopping-center stores, for a total of 27 stores, were newly opened, 11 stores underwent scrap-and-build redevelopment, 66 stores were converted through renovation, and 2 stores closed.」
To secure store space appropriate to sales potential, the company carried out 11 scrap-and-build projects and converted 66 stores through renovations, advancing the optimization of its store formats. - FY2023AdvancedAnnual report
「As awareness among general consumers has spread, operational challenges have emerged, including an increase in lost sales opportunities due to insufficient parking capacity and a mismatch in sales-floor space. The company is addressing these issues by expanding site areas at new stores and stores undergoing scrap-and-build projects and increasing their ability to attract customers.」
The company is addressing lost sales opportunities caused by constraints on store space and parking capacity through new stores, scrap-and-build projects and expanded sales-floor and site areas. - FY2022AdvancedAnnual report
「As awareness among general consumers has spread, operational challenges have emerged, including an increase in lost sales opportunities due to insufficient parking capacity and limited sales-floor space. The company is expanding site areas at new stores and stores undergoing scrap-and-build projects to increase their ability to attract customers.」
The company has translated the challenges of the next-generation store format into concrete measures to increase customer attraction through new stores and scrap-and-build projects involving expanded site areas. - FY2022-Q2AdvancedAnnual report
「As part of its store rollout efforts for sustainable growth, the company established a new format with expanded sales-floor space and parking capacity, rolled out the new #Workman Joshi (women’s format) concept along roadside locations and worked to strengthen its dominant-area strategy.」
The company worked to establish a new format with expanded sales-floor space and parking capacity, moving the previous standardization plan into actual store rollouts. - FY2021AdvancedAnnual report
「The company opened stores with expanded sales-floor space and parking capacity, as well as piloti-type stores with parking on the first floor and the sales floor on the second, and worked to standardize the new format.」
The company actually opened stores with expanded sales-floor space and parking capacity, as well as piloti-type stores, and advanced standardization of the new format. - FY2021-Q3AdvancedAnnual report
「As part of the store rollout, under the heading “Standardization of the Next-Generation Store Format,” the company began expanding sales-floor space and parking capacity at new stores and rolling out piloti-type stores, with parking on the first floor and the sales floor on the second.」
For the next-generation store format, the company began expanding sales-floor space and parking capacity and rolling out piloti-type stores. - FY2020First statedAnnual report
「The current store format cannot fully accommodate increases in customer traffic, and lost sales opportunities are increasing due to insufficient parking capacity and limited sales-floor space. We will expand sales-floor space and parking capacity at new stores, standardize the next-generation store format and maximize the Workman Plus effect.」
The company has identified the standardization of a next-generation store format with expanded sales-floor space and parking capacity as a new initiative to accommodate rising customer traffic.