Strengthening sales capabilities by embedding a customer service culture
First written in FY2017-Q3. 10 of 19 entries say "Restated". Latest entry: FY2025.
The whole theme swung hardest in 2022: 2 of 16 companies on the "Worse" side.
7 other companies' latest entry also says "Advanced".
- FY2025AdvancedAnnual report
「We will promote improvements in sales staff skills by sharing information on products, key points for merchandising displays, customer service techniques and other matters through internal digital tools. We will also strengthen coordination between headquarters and stores and seek to improve customer satisfaction by feeding back customer feedback.」
The previous focus on strengthening customer service and sales capabilities was translated into specific measures: sharing product, merchandising and customer service information through internal digital tools, improving coordination between headquarters and stores, and reflecting customer feedback. - FY2024AdvancedAnnual report
「To review the in-house certification program for part-time employees and create an environment that makes it easier for customers to shop, we distributed information using internal digital tools, sharing points for creating sales floors and product knowledge. We worked to improve the sales capabilities of all staff and strengthen physical stores through measures to energize our workforce.」
In addition to conventional video training and certification development, the Company made its sales-capability initiatives more concrete by reviewing the certification program for part-time employees, digitally sharing information on sales-floor presentation and product knowledge, and improving the sales capabilities of all staff. - FY2023-Q3AdvancedAnnual report
「In sales, we promoted staff training through video distribution using digital tools, strengthened development of the in-house “Good Style Advisor” certification in addition to improving the customer-service skills of all staff, and worked to improve store service capabilities and streamline store management. At the same time, we engaged in two-way communication using survey functions, collecting customer feedback and reflecting it in product development.」
In addition to strengthening sales capabilities through video training and development of in-house certification holders, the Company advanced two-way communication with customers using survey functions and reflected the feedback in product development. - FY2023-Q2RestatedAnnual report
「In sales, we promoted staff training through video distribution using digital tools, strengthened development of the in-house “Good Style Advisor” certification in addition to improving the customer-service skills of all staff, and worked to improve store service capabilities and streamline store management.」
The Company continued initiatives to strengthen sales capabilities, including video-based training for all staff, development of Good Style Advisors and improvement of store service capabilities. - FY2023-Q1AdvancedAnnual report
「In sales, as part of store digital transformation, we used the “communication tool connecting stores and headquarters” to strengthen video-based store management support and staff training. In addition to developing the in-house “Good Style Advisor” certification, we worked to improve the customer-service skills of all staff and pursued service reforms using social media to create new points of contact with customers.」
The use of store DX tools was expanded from developing Good Style Advisors to improving the customer-service skills of all staff, providing video-based store management support and creating new customer touchpoints through social media. - FY2022RestatedAnnual report
「We renamed the in-house certification program “Jeans Advisor” as the “Good Style Advisor” program and worked to further improve customer-service skills. At the same time, in response to the new lifestyle and changing values, we pursued service reforms using social media and other tools to create new points of contact with customers beyond face-to-face customer service.」
The Company continued throughout the year to rename the certification program, improve customer-service skills and create customer touchpoints beyond face-to-face service using social media. - FY2022-Q3ReframedAnnual report
「We renamed the in-house certification program “Jeans Advisor” as the “Good Style Advisor” program to further improve customer-service skills in stores. At the same time, we undertook service reforms extending beyond face-to-face customer service to respond to the new lifestyle and changing values, using social media and other channels to create new points of contact with customers.」
The initiatives to embed a customer-service culture and strengthen sales capabilities were reorganized from a program demonstrating denim expertise to the “Good Style Advisor” program, along with service reforms extending beyond face-to-face customer service and the use of social media. - FY2022-Q2RestatedAnnual report
「With the safety and peace of mind of customers and employees as our top priority, we worked to prevent infectious diseases while operating under the slogan of “building stores trusted by many customers and offering an appealing shopping experience” in response to the new lifestyle.」
With measures to prevent infectious diseases and adaptation to the new lifestyle as prerequisites, the Company continued to use building trusted and appealing stores as its operating slogan. - FY2021RestatedAnnual report
「We will operate stores in a way that enables us to continue communicating the value and appeal of our products to customers. We will maintain product volumes that make it easy for customers to choose and purchase products, while reviewing our merchandising methods.」
The Company continued to operate stores that communicate product value, maintain product volumes and review merchandising methods. - FY2021-Q3RestatedAnnual report
「With the safety of customers and employees as our top priority, we worked to prevent the spread of infectious diseases while operating under the slogan of “building stores trusted by many customers and offering an appealing shopping experience.”」
With preventing the spread of infectious diseases as a prerequisite, the Company continued to use “building stores trusted by many customers and offering an appealing shopping experience” as its operating slogan. - FY2020RestatedAnnual report
「We will operate stores in a way that enables us to continue communicating the value and appeal of our products to customers.」
The direction of strengthening customer service and sales capabilities has continued as store operations focused on communicating the value and appeal of products. - FY2020-Q1ReframedAnnual report
「As part of store operations reform, we are reducing and streamlining store tasks so that employees can focus on customers, while working to communicate the appeal and value of products clearly without relying on discounting.」
The focus was reorganized from embedding a customer-service culture and strengthening sales capabilities to store operations reform involving the reduction and streamlining of store tasks and communicating product value without relying on discounting. - FY2019ReframedAnnual report
「We will operate stores in a way that enables us to continue communicating the value and appeal of our products to customers. We will maintain product volumes that make it easy for customers to choose and purchase products, while reviewing our merchandising methods.」
The focus was reorganized from embedding a customer-service culture and strengthening sales capabilities to reviewing merchandising, product volumes and store operations to communicate product value. - FY2018ReframedAnnual report
「④ High customer-satisfaction services To improve customer-service standards, we will continue our ongoing training and education, including the Jeans Advisor program, and provide services that deliver high customer satisfaction.」
In addition to the expression “strengthening sales capabilities by embedding a customer-service culture,” the issue was organized as providing high customer-satisfaction services, with customer-service training identified as the means. - FY2018-Q3RestatedAnnual report
「We continued to pursue each initiative based on the 6 action guidelines established in the previous period as basic measures for returning to growth: "strengthening sales capabilities by embedding a customer-service culture," "continued growth in new customers," "expanding everyday essentials needed for daily life," "achieving low prices and high gross margins through procurement reform," "pursuing distinctive designs and content," and "increasing sales per store by expanding store size."」
The Company continued to pursue the 6 action guidelines, including strengthening sales capabilities by embedding a customer-service culture. - FY2018-Q2RestatedAnnual report
「“Strengthening sales capabilities by embedding a customer-service culture”」
The Company continued to pursue stronger sales capabilities by embedding a customer-service culture as one of the 6 action guidelines for renewed growth. - FY2018-Q1RestatedAnnual report
「We continued to pursue each initiative based on the 6 action guidelines established in the previous period as basic measures for returning to growth: "strengthening sales capabilities by embedding a customer-service culture," "continued growth in new customers," "expanding everyday essentials needed for daily life," "achieving low prices and high gross margins through procurement reform," "pursuing distinctive designs and content," and "increasing sales per store by expanding store size."」
The 6 action guidelines, including strengthening sales capabilities by embedding a customer-service culture, remain the basic measures for renewed growth. - FY2017RestatedAnnual report
「Efforts to “strengthen sales capabilities by embedding a customer-service culture” produced results. Many star sales associates were developed through customer-service sales competitions centered on business-casual jackets, and these star sales associates actively provided on-the-job training (OJT) in customer service at other stores.」
The Company continued to embed a customer-service culture and strengthen sales capabilities by developing star sales associates and providing OJT at other stores. - FY2017-Q3First statedAnnual report
「In the third quarter as well, efforts to “strengthen sales capabilities by embedding a customer-service culture” produced results. Many star sales associates were developed through customer-service sales competitions centered on business-casual jackets, and these star sales associates actively provided on-the-job training (OJT) in customer service at other stores.」
As one of the 6 major objectives for renewed growth, the Company explicitly identified for the first time the strengthening of sales capabilities by embedding a customer-service culture.