Building synergies among physical stores, e-commerce and new businesses, and monetizing know-how
First written in FY2016. 17 of 27 entries say "Advanced", first in FY2017-Q1. Latest entry: FY2026-H1.
No other company in this theme has enough history to compare yet.
- FY2026-H1ReframedAnnual report
「As announced in the notice dated 25 September 2025 titled "Notice Regarding the Termination of the Capital and Business Alliance with TORICO Co.,Ltd., Continuation of the Business Alliance, and Change in an Equity-Method Affiliate," our capital alliance with TORICO Co.,Ltd. has been terminated, but we resolved at the same time to continue the business alliance. We will continue working to maintain a favourable relationship and pursue cooperation that contributes to enhancing the corporate value of both companies.」
The relationship with TORICO Co.,Ltd. was changed from a capital alliance to a structure in which the business alliance continues while the capital alliance is terminated. It states that the development of synergies in physical retail, e-commerce and other areas will continue as cooperation without a capital relationship. - FY2025AdvancedAnnual report
「By reviewing the cost structure and increasing sales at our proprietary e-commerce site ふるいちオンライン, while effectively leveraging the synergies from the business alliance with TORICO Co.,Ltd., we achieved profitability in the e-commerce segment on a standalone basis.」
Through the business alliance with TORICO Co.,Ltd., the group has realised synergies, including a review of the e-commerce site's cost structure and increased sales. - FY2025-H1AdvancedAnnual report
「We entered into a capital and business alliance agreement with TORICO Co.,Ltd. on 29 March 2024 and have begun advancing collaboration with the company.」
In addition to the existing collaboration with 山徳社, the company began collaborating with TORICO Co.,Ltd. and is developing synergies across the group, including physical stores, e-commerce and overseas strategy. - FY2025-Q1AdvancedAnnual report
「By strengthening business collaboration from a different perspective than the existing group company 山徳社, we will generate mutual synergies and continue considering improvements to site usability and the addition of functions to enhance advertising effectiveness on ふるいちオンライン, as well as the implementation of a home-delivery purchasing function.」
Through the capital and business alliance with TORICO Co.,Ltd., the company made concrete measures to add e-commerce collaboration distinct from its existing relationship with 山徳社 and improve synergies between physical stores and e-commerce and profitability. - FY2024AdvancedAnnual report
「TORICO Co.,Ltd. has long purchased merchandise from us and holds many complementary capabilities and distinct strengths within its business areas. By investing capital in TORICO Co.,Ltd. and dispatching directors, we can strengthen our sales capabilities and establish swift coordination with its advanced overseas strategy. Through coordination with its in-house system development structure, we can also reduce the maintenance and development costs of our e-commerce site and rapidly strengthen our reuse e-commerce business, while mutually utilizing the management resources of both companies to further strengthen, expand and develop our business foundations.」
The company made concrete its plan to build mutual synergies across physical stores, e-commerce and overseas operations through a capital investment in TORICO Co.,Ltd., the dispatch of directors, and collaboration on overseas strategy and e-commerce system development. - FY2024-Q2RestatedAnnual report
「In addition, we continue to receive expertise on merchandise diversification from KAITORI OKOKU CO.,LTD., our business alliance partner, in connection with the merchandise diversification we are pursuing, and results are beginning to emerge at the stores receiving this support.」
The company continues its existing alliance policy of receiving merchandise-diversification expertise from its business alliance partner and generating results at supported stores. - FY2023AdvancedAnnual report
「In addition to the site's current function as a sales platform, we will consider implementing a home-delivery purchasing function, invest in system development integrated with store DX, and take the next step in our initiative to combine online and offline operations.」
For the integrated operation of physical stores and e-commerce, the company presented the addition of a home-delivery purchasing function to e-commerce and system-development investment integrated with store DX as the next concrete steps. - FY2023-Q2RestatedAnnual report
「To satisfy more customers, we will strengthen our e-commerce business by operating our physical stores and e-commerce site as an integrated business.」
The company continues to pursue the synergy strategy of strengthening its e-commerce business by operating physical stores and the e-commerce site as an integrated business. - FY2023-Q1AdvancedAnnual report
「As competition in the reuse industry intensifies, this business alliance aims to realize a circular society through the reuse business based on the management philosophies of both companies and to further increase their corporate value. As part of future initiatives in the reuse-store sector, we plan to accelerate the diversification of merchandise handled as part of our physical-store strategy by receiving expertise from KAITORI OKOKU CO.,LTD., which has expertise in handling a diverse range of merchandise ahead of us, and deploying that expertise at our stores and elsewhere.」
The company made concrete its vision of diversifying merchandise and increasing the corporate value of both companies by concluding a basic business alliance agreement with KAITORI OKOKU CO.,LTD. and deploying its expertise in handling a diverse range of merchandise at our stores and elsewhere. - FY2022AdvancedAnnual report
「The site design philosophy and operating policy fully reflect the expertise of the subsidiary 山徳社, which has maintained solid performance, and we will operate the site as an integrated part of our stores.」
The company made concrete its policy of implementing synergies by incorporating 山徳社's e-commerce operating expertise into the group e-commerce site and operating it in conjunction with its stores. - FY2022-Q3RestatedAnnual report
「Through stronger business collaboration of this kind, we aim to generate mutual synergies and further increase corporate value as the テイツー group.」
The company continues to pursue mutual synergies and increased corporate value through e-commerce business collaboration with 山徳社. - FY2022-Q1AdvancedAnnual report
「Through stronger business collaboration of this kind, we aim to generate mutual synergies and further increase corporate value as the テイツー group.」
The company is making concrete progress in business collaboration and mutual synergies by extending 山徳社's e-commerce business to us and advancing the construction of a group e-commerce site. - FY2021RaisedAnnual report
「We will advance the development of a "group e-commerce site" with the aim of opening it in fiscal 2022.」
For the strategy of generating synergies between physical stores and e-commerce, the company formed a cross-group project and presented a new time-bound plan to launch a group e-commerce site in fiscal 2022. - FY2021-Q3AdvancedAnnual report
「Going forward, we will continue to generate mutual synergies through stronger e-commerce operations and business collaboration and seek to further increase corporate value as the new テイツー group.」
With the cooperation of 山徳社, the company revamped its corporate website and is pursuing mutual synergies through e-commerce operations and business collaboration. - FY2021-Q2RestatedAnnual report
「By making 株式会社山徳 a subsidiary, we aim to generate mutual synergies and further increase corporate value through stronger e-commerce operations and business collaboration, thereby creating a new テイツー group.」
The company continues to pursue a vision of generating mutual synergies and increasing corporate value through e-commerce operations and business collaboration following the acquisition of the subsidiary. - FY2021-Q1AdvancedAnnual report
「We expect significant synergies from using domestic and overseas e-commerce sales channels to expand distribution routes for products purchased at our stores, among other benefits. In addition, by using sales routes reaching more than 100 overseas countries through the eBay site, we expect to realize at an early stage a new approach, other than store openings and wholesale, to establishing the overseas sales channels targeted in the medium-term management plan.」
Through the acquisition of subsidiaries such as 山徳社, the company is making concrete progress toward synergies involving the use of domestic and overseas e-commerce channels, distribution routes for products purchased at stores, and sales routes reaching more than 100 overseas countries. - FY2020AdvancedAnnual report
「We expect significant synergies from using domestic and overseas e-commerce sales channels to expand distribution routes for products purchased at our stores, among other benefits.」
Through the acquisition of subsidiaries such as 山徳社, the company is making concrete progress toward synergies involving expanded distribution routes for products purchased at stores, the use of domestic and overseas e-commerce channels, and the mutual use of merchandise and expertise. - FY2019-Q1RestatedAnnual report
「By implementing various measures, including stricter cost control, strengthening the product mix of used merchandise, and alliances with other companies」
The company continues to position various measures, including alliances with other companies, as means of strengthening its business foundation and achieving sustainable growth. - FY2018AdvancedAnnual report
「By sharing product information with 株式会社エーツー, our capital and business alliance partner, we have worked to strengthen the purchasing and sale of used products.」
The alliance with 株式会社エーツー has progressed to the implementation of concrete synergy measures, namely product-information sharing and stronger purchasing and sales of used products. - FY2018-Q3RestatedAnnual report
「As part of these initiatives, based on the capital and business alliance agreement with 株式会社エーツー, we plan to introduce the "スルガヤクラウドPOS," announced on 24 August 2017, at stores sequentially. We will strengthen purchases of used products and other merchandise, with the aim of improving product competitiveness and, ultimately, store profitability.」
Building on the alliance with 株式会社エーツー, the company continues to pursue stronger product competitiveness and store profitability through the introduction of a cloud POS system at stores and stronger purchasing of used products. - FY2018-Q2RestatedAnnual report
「Based on the capital and business alliance agreement with 株式会社エーツー, we plan to introduce the "スルガヤクラウドPOS," announced on 24 August 2017, at stores sequentially. We will strengthen purchases of used products and other merchandise, with the aim of improving product competitiveness and, ultimately, store profitability.」
The company continues to pursue stronger store profitability through coordination between physical stores and online and data functions, citing the introduction of a cloud POS system and stronger purchasing as specific measures. - FY2018-Q1AdvancedAnnual report
「Based on the capital and business alliance agreement concluded with 株式会社エーツー and announced on 19 May 2017, we are advancing a project to strengthen store profitability and implement measures contributing to sustainable growth and increased corporate value.」
The company launched a project based on the capital and business alliance, including coordination between physical stores and online retail, and is making concrete progress toward synergies that will strengthen store profitability and increase corporate value. - FY2017AdvancedAnnual report
「During the consolidated fiscal year, the number of franchise stores increased by 23 to 40 stores supported operationally, and business remained firm. The company will continue working to expand the franchise network.」
Operational support for トレカパーク FC, an early model for the monetization of expertise and the platform business, expanded to 40 stores. - FY2017-Q3AdvancedAnnual report
「During the third quarter cumulative period, the number of franchise stores increased by 16 to 33 stores supported operationally, and business remained firm. The company will continue working to expand the franchise network.」
Operational support for トレカパーク FC, an early model for the monetization of expertise and the platform business, expanded to 33 stores. - FY2017-Q2AdvancedAnnual report
「During the second quarter cumulative period, business remained firm, with the number of franchise stores increasing by 10 to 27 stores supported operationally. The company will continue working to expand the franchise network.」
Operational support for トレカパーク FC, an early model for the monetization of expertise and the platform business, expanded to 27 stores. - FY2017-Q1AdvancedAnnual report
「During the first quarter cumulative period, business remained firm, with the company providing operational support for 22 franchise stores, an increase of 5 stores from the previous fiscal year. It will continue expanding the franchise network and develop it into a core B2B business.」
As an early model for monetizing expertise and developing a platform business, operational support for franchises has expanded to 22 stores. - FY2016First statedAnnual report
「We aim for long-term growth by reforming our earnings structure while developing new businesses, establishing a structure in which each business generates synergies, and monetizing the expertise cultivated through these business initiatives themselves, including through franchise expansion.」
The company presented collaboration among physical stores, e-commerce and new businesses, together with monetization of expertise through franchise expansion and other initiatives, as its vision for long-term growth.