Establishing a New Business Model
First written in FY2017-Q1. 19 of 52 entries say "Restated". Latest entry: 2026-10-21.
0 other companies' latest entry also says "Advanced".
- FY2027-H1ReframedAnnual report
「We worked to revitalize existing businesses by maximizing group synergies and to create new businesses that will build a long-term earnings base.」
In addition to the existing framework of establishing an integrated revenue model, we have organized our strategy around two pillars: revitalizing existing businesses by leveraging group synergies and creating new businesses. - FY2026ReframedAnnual report
「Beginning with the change of corporate name in September 2025, we will fundamentally strengthen our management platform while strategically and diversely expanding our business domains from apparel into the financial and crypto-asset markets. By establishing a unique “integrated revenue model” that combines these two distinct domains, we will accelerate sustainable growth in corporate value based on maximum earnings power and a strong asset base.」
The framework was reorganized from the former focus on improving earnings and the corporate philosophy centered on the apparel business toward expanding into the financial and crypto-asset markets following the change of corporate name, with the aim of establishing a revenue model that combines apparel and financial investments. - FY2025RestatedAnnual report
「With restoring profitability and improving the company’s business fundamentals as our top priorities, and in order to fulfill our social responsibilities, we will thoroughly implement risk management and compliance, expand our sales activities, and respond to customer needs, with the aim of realizing our corporate philosophy of “contributing to local communities through products and corporate activities that enrich daily life.”」
The company continues its basic policy of prioritizing the restoration of profitability and improvement of its business fundamentals, while pursuing its corporate philosophy, responding to customer needs, and thoroughly implementing risk management and compliance. - FY2025-Q1RestatedAnnual report
「Under our corporate philosophy of “contributing to local communities through products and corporate activities that enrich daily life,” we have continued proposing lifestyles closely connected to our customers’ daily lives.」
The company continues to pursue its corporate philosophy of contributing to local communities and propose lifestyles closely connected to people’s daily lives. - FY2024ReframedAnnual report
「With improving the company’s business fundamentals to restore profitability as our top priority, we will address the following challenges under our corporate philosophy of “contributing to local communities through products and corporate activities that enrich daily life,” responding to increasingly diverse lifestyles and changing customer needs.」
The framework of challenges was expanded by explicitly adding “promoting women’s participation and advancement” as a fifth challenge alongside the four existing challenges, with restoring profitability and improving the company’s business fundamentals remaining top priorities. - FY2024-Q3AdvancedAnnual report
「To resolve this situation, we are improving profitability and our financial position by implementing the following measures: (1) Restricting purchases and monetizing slow-moving inventory (2) Improving the gross margin (3) Reforming the earnings structure」
While continuing the three existing measures, the company provided more detail on the progress of its turnaround measures, including improving the sell-through rate of slow-moving inventory, an expected year-on-year improvement in the gross margin, cost reductions through closing unprofitable stores, and discussions including financing from the parent company. - FY2024-Q2RestatedAnnual report
「To resolve this situation, we will improve profitability and our financial position by implementing the following measures: (1) Restricting purchases and monetizing slow-moving inventory (2) Improving the gross margin (3) Reforming the earnings structure」
To resolve material uncertainties related to the going-concern assumption, the company continues the same improvement measures as in the previous quarter: restricting purchases and monetizing slow-moving inventory, improving the gross margin, and reforming the earnings structure. - FY2024-Q1ReframedAnnual report
「To resolve this situation, we will improve profitability and our financial position by implementing the following measures: (1) Restricting purchases and monetizing slow-moving inventory (2) Improving the gross margin (3) Reforming the earnings structure」
In addition to the framework of lifestyle proposals based on the corporate philosophy, the company has explicitly shifted its focus to measures to improve profitability and its financial position aimed at resolving material uncertainties related to the going-concern assumption. - FY2023RestatedAnnual report
「With improving the company’s business fundamentals to restore profitability as our top priority, we will address the following challenges under our corporate philosophy of “contributing to local communities through products and corporate activities that enrich daily life,” responding to increasingly diverse lifestyles and changing customer needs.」
The company continues to pursue a framework focused on four challenges involving products, store operations, store development and human-resource development under a corporate philosophy centered on contributing to local communities, with restoring profitability and improving its business fundamentals as top priorities. - FY2023-Q3RestatedAnnual report
「Under our corporate philosophy of “contributing to local communities through products and corporate activities that enrich daily life,” we have proposed lifestyles that respond to changes in customers’ lives and needs.」
The company continues to pursue the corporate philosophy of “contributing to local communities through products and corporate activities that enrich daily life” and lifestyle proposals that respond to changes in people’s lives and needs. - FY2023-Q2RestatedAnnual report
「Under our corporate philosophy of “contributing to local communities through products and corporate activities that enrich daily life,” we have proposed lifestyles that respond to changes in customers’ lives and needs.」
The company continues to propose lifestyles that respond to changes in people’s lives and needs under its corporate philosophy of contributing to local communities. - FY2023-Q1ReframedAnnual report
「Under our corporate philosophy of “contributing to local communities through products and corporate activities that enrich daily life,” we have proposed lifestyles that respond to changes in customers’ lives and needs.」
The framework was reorganized from creating “stores that are trusted by many customers and are attractive” to emphasizing the corporate philosophy of “contributing to local communities through products and corporate activities that enrich daily life,” with lifestyle proposals addressing changes in people’s lives and needs. - FY2022ReframedAnnual report
「With improving the company’s business fundamentals to restore profitability as our top priority, we will address the following challenges under our corporate philosophy of “creating stores that satisfy and are trusted by many customers,” responding to increasingly diverse lifestyles and changing customer needs.」
The framework was reorganized from the former theme of “stores that are trusted by many customers and are attractive” around the corporate philosophy of “creating stores that satisfy and are trusted by many customers,” with four challenges involving products, store operations, store development and human-resource development. - FY2022-Q3AdvancedAnnual report
「Under the slogan “Creating stores that are trusted by many customers and are attractive,” we continued infection-prevention measures while anticipating a recovery in customer traffic at physical stores as public health measures were eased. We renamed our in-house certification program, the “Jeans Advisor” program, as the “Good Style Advisor” program and sought 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 new lifestyles and changing values, and worked to create new points of contact with customers by using social media and other channels.」
While continuing to pursue “Creating stores that are trusted by many customers and are attractive,” the company advanced specific initiatives involving the renaming of its in-house certification program, service reforms, and the creation of new customer touchpoints through social media. - FY2022-Q2RestatedAnnual report
「Although we transitioned to a new management structure during the cumulative second quarter of the current fiscal year, we continue to uphold the slogan “Creating stores that are trusted by many customers and are attractive” and are pursuing various reforms to restore performance. Regarding the development of new business formats, for which preparations began in the previous fiscal year, we have gone back to the drawing board and are conducting new studies.」
Following the transition to a new management structure, the company continues to pursue “Creating stores that are trusted by many customers and are attractive” and is advancing reforms to restore performance. The development of new business formats has been restarted and is at the stage of being reconsidered. - FY2022-Q1RestatedAnnual report
「Under these circumstances, prioritizing the safety and security of our customers and employees, we worked to operate our business while taking measures to prevent infection and pursuing the slogan “Creating stores that are trusted by many customers and are attractive,” in response to new lifestyles.」
The company continues its policy of pursuing the slogan “Creating stores that are trusted by many customers and are attractive,” based on measures to prevent infection and adaptation to new lifestyles. - FY2021ReframedAnnual report
「With improving the company’s business fundamentals to restore profitability as our top priority, we will address the following challenges under the theme of creating “stores that are trusted by many customers and are attractive.”」
The framework was reorganized from the former focus on “strengthening existing businesses and developing new business formats” around four challenges involving products, store operations, store development, and human resources and organization. - FY2021-Q3RestatedAnnual report
「In response, we are working to strengthen our existing businesses and develop new business formats to adapt to new lifestyles in the “with COVID-19” environment.」
The company continues its policy of strengthening existing businesses and developing new business formats in response to the “with COVID-19” environment. - FY2021-Q2ReframedAnnual report
「In the fiscal year ending February 2021, the COVID-19 pandemic also affected results. As a major factor, we recorded an operating loss of ¥736 million in the first quarter, and forecast a full-year operating loss of ¥975 million and net loss of ¥1,480 million. In response, we are working to strengthen our existing businesses and develop new business formats to adapt to new lifestyles in the “with COVID-19” environment.」
While continuing the four existing reforms, the strategy was reorganized toward strengthening existing businesses and developing new business formats to adapt to new lifestyles in the “with COVID-19” environment. - FY2021-Q1AdvancedAnnual report
「Since the previous fiscal year, under the slogan “Creating stores that are trusted by many customers and are attractive,” we have worked on four reforms: rebuilding our corporate climate and culture, reforming our products, reforming store operations, and redirecting store development. Results have begun to emerge, including improved inventory efficiency, higher product prices through quality improvements, and the development of solution-oriented sales floors with layouts that improve customer circulation and visibility within the sales floor.」
The company states that, while continuing the four reforms, results have begun to emerge in inventory efficiency, product prices, sales-floor layouts and proposal capabilities. - FY2020RestatedAnnual report
「Under the slogan “Creating stores that are trusted by many customers and are attractive,” we have worked on four reforms: rebuilding our corporate climate and culture, reforming our products, reforming store operations, and redirecting store development.」
The company continues to pursue the creation of “stores that are trusted by many customers and are attractive” and the four reforms as top-level themes for restoring profitability and improving its business fundamentals. - FY2020-Q2RestatedAnnual report
「Under the slogan “Creating stores that are trusted by many customers and are attractive,” we have worked on four reforms: rebuilding our corporate climate and culture, reforming our products, reforming store operations, and redirecting store development. These reforms are still at an early stage, but we will continue pursuing them across the company.」
The company continues creating “stores that are trusted by many customers and are attractive” and pursuing the four reforms. The reforms are still at an early stage, and the company will continue pursuing them across the organization. - FY2020-Q1ReframedAnnual report
「Under the slogan “Creating stores that are trusted by many customers and are attractive,” we have worked on four reforms: rebuilding our corporate climate and culture, reforming our products, reforming store operations, and redirecting store development.」
The former themes of restoring profitability and improving the company’s business fundamentals were reorganized as the creation of “stores that are trusted by many customers and are attractive” and four reforms involving the corporate climate, products, store operations and store development. - FY2019ReframedAnnual report
「With improving the company’s business fundamentals to restore profitability as our top priority, we will address the following challenges under the theme of creating “stores that are trusted by many customers and are attractive.”」
The former top-level themes of establishing a new business model and transitioning to a family casual shop were reorganized around restoring profitability and improving the company’s business fundamentals, with the objective of creating trusted and attractive stores. - FY2019-Q3RestatedAnnual report
「Under these circumstances, under the slogan “A store that enriches our customers’ lives,” we have worked to transition from a jeans casual shop to a family casual shop centered on jeans. Specifically, we have worked to sell high-quality, low-priced private-label (PB) jeans that can compete with those of other companies, enhance our range of low-priced general merchandise so that many customers can shop with us, strengthen low-priced essential apparel such as innerwear, legwear and loungewear, and differentiate ourselves from other companies by selling products featuring our original logos and characters. In addition, from the third quarter of the current fiscal year, we increased our selection of national-brand (NB) products and successively launched new products, working to create an assortment that would motivate customers to visit and attractive sales floors.」
The company continues its transition to a family casual shop, adding expanded NB product offerings and new product launches to its PB jeans, low-priced general merchandise, essential apparel, and original logo and character products to strengthen its product assortment. - FY2019-Q2RestatedAnnual report
「Under these circumstances, under the slogan “A store that enriches our customers’ lives,” we have worked to transition from a jeans casual shop to a family casual shop centered on jeans. Specifically, we have worked to expand sales of high-quality, low-priced private-label (PB) jeans that can compete with those of other companies, enhance our range of low-priced general merchandise so that many customers can shop with us, strengthen low-priced essential apparel such as innerwear, legwear and loungewear, and differentiate ourselves from other companies by selling products featuring our original logos and characters.」
The company continues its transition from a jeans casual shop to a family casual shop, with the initiatives described as including PB jeans, low-priced general merchandise, essential apparel, and differentiation through products featuring original logos and characters. - FY2019-Q1RestatedAnnual report
「Under these circumstances, under the slogan “A store that enriches our customers’ lives,” we have worked to transition from a jeans casual shop to a family casual shop centered on jeans. Specifically, we have worked to expand sales of high-quality, low-priced private-label (PB) jeans that can compete with those of other companies, enhance our range of low-priced general merchandise so that many customers can shop with us, and strengthen low-priced essential apparel such as innerwear, legwear and loungewear.」
The company continues to pursue the transition from a jeans casual shop to a family casual shop, identifying high-quality, low-priced PB jeans, low-priced general merchandise and essential apparel as specific initiatives. - FY2018RestatedAnnual report
「To establish a business model for growth, we will address the following challenges: ① Transitioning away from a jeans casual shop format ② Developing attractive products ③ Developing comfortable stores ④ Providing services that deliver high customer satisfaction.」
The four challenges for establishing a business model for growth continue to be pursued, following the previous fiscal year. - FY2018-Q3RestatedAnnual report
「Under these circumstances, under the slogan “A store that enriches our customers’ lives,” we have worked to transition from a jeans casual shop to a family casual shop centered on jeans. Based on the six action guidelines established in the previous fiscal year as basic measures for returning to growth, we continued working on each initiative: strengthening sales capabilities by fostering a customer service culture; steadily increasing the number of new customers; expanding essential products required for daily life; achieving low prices and high gross margins through procurement reform; pursuing original designs and content; and increasing sales per store by expanding store formats.」
The company continues to pursue the transition to a family casual shop and the six action guidelines for returning to growth. - FY2018-Q2RestatedAnnual report
「Under the slogan “A store that enriches our customers’ lives,” we have worked to transition from a jeans casual shop to a family casual shop centered on jeans. Based on the six action guidelines established in the previous fiscal year as basic measures for returning to growth, we continued working on each initiative: strengthening sales capabilities by fostering a customer service culture; steadily increasing the number of new customers; expanding essential products required for daily life; achieving low prices and high gross margins through procurement reform; pursuing original designs and content; and increasing sales per store by expanding store formats.」
The company continues its transition from a jeans casual shop to a family casual shop and the six action guidelines for returning to growth. - FY2018-Q1ReframedAnnual report
「Under the slogan “A store that enriches our customers’ lives,” we have worked to transition from a jeans casual shop to a family casual shop centered on jeans. Based on the six action guidelines established in the previous fiscal year as basic measures for returning to growth, we continued working on each initiative: strengthening sales capabilities by fostering a customer service culture; steadily increasing the number of new customers; expanding essential products required for daily life; achieving low prices and high gross margins through procurement reform; pursuing original designs and content; and increasing sales per store by expanding store formats.」
The business model was presented as transitioning from a jeans casual shop to a family casual shop, while the six action guidelines for returning to growth were continued. - FY2017ReframedAnnual report
「To establish a business model for growth, we will address the following challenges: ① Transitioning away from a jeans casual shop format ② Developing attractive products ③ Developing comfortable stores ④ Providing services that deliver high customer satisfaction.」
The growth initiatives were reorganized from the objective of establishing a new business model into four challenges involving the transition away from a jeans casual shop format and improvements to products, stores and services. - FY2017-Q3ReframedAnnual report
「Under these circumstances, as basic measures for returning to growth, we have continued working toward six key objectives: strengthening sales capabilities by fostering a customer service culture; steadily increasing the number of new customers; expanding essential products required for daily life; achieving low prices and high gross margins through procurement reform; pursuing fashionability, design and originality; and increasing sales per store by expanding store formats.」
The former top-level objective of establishing a new business model was reorganized in concrete terms as basic measures centered on six key objectives for returning to growth. - FY2017-Q2RestatedAnnual report
「Under these circumstances, we are undertaking a range of initiatives to establish a new business model and achieve growth.」
The company continues to set the establishment of a new business model for growth as a stated objective. - FY2017-Q1First statedAnnual report
「Under these circumstances, we are undertaking a range of initiatives to establish a new business model and achieve growth.」
First observed as a top-level objective for growth. No specific figures or time frame have been provided.