Creating New Markets through Coordination of Planning, Manufacturing and Sales
First written in FY2017-Q1. 19 of 31 entries say "Restated". Latest entry: 2026-08-05.
The whole theme swung hardest in 2025: 1 of 7 companies on the "Worse" side.
4 other companies' latest entry also says "Advanced".
- 2026-08-05AdvancedEarnings
「The Group has designated fiscal 2026 as a period of transformation into a highly profitable business through uncompromising change. Under its new overall strategy, Reframe, it is implementing true structural reforms and focused investment in the future with the next 10 years in mind.」
The Company describes Reframe as being in the execution phase and states that it is advancing structural reforms and focused investment in the future. - FY2026ReframedAnnual report
「We have designated fiscal 2026 as “a period for transforming the Company into a highly profitable business through unrestricted reform.” Through a single-year management plan, we will complete structural reform and promote the transformation into a highly profitable business under the new Group-wide strategy, “Reframe.”」
In light of 3 consecutive years of failure to meet targets under the previous medium-term management plan, the Company has reorganized its approach from executing the previous medium-term management plan to the new Group-wide strategy, “Reframe,” which designates fiscal 2026 as the period for completing structural reform. - FY2026-H1ReframedAnnual report
「As the Group enters the third year of its medium-term management plan (fiscal 2023 to fiscal 2025), strengthening product development capabilities and sales strategies is an urgent priority in order to respond swiftly to changing market needs. During the current fiscal year, we worked around five key initiatives under the medium-term management plan: “acquiring and strengthening relationships with women, Generation Z and active seniors,” “creating customers and transforming the business through the rebranding of REGAL,” “launching new brands to acquire new female customers,” “accelerating the opening of new REGAL stores and stores under new formats,” and “expanding overseas sales, mainly in Asia.”」
The key initiatives for the third year of the medium-term management plan have been organized around strengthening product development capabilities and sales strategies, together with 5 specific initiatives. - FY2025ReframedAnnual report
「As we enter the third year of the medium-term management plan, we will review part of the plan, make improving profitability through fundamental structural reform and building a business model through the use of digital data key priorities, and undertake the following initiatives.」
In light of actual results in the second year falling significantly short of the target figures, part of the medium-term management plan for fiscal 2023 to fiscal 2025 has been reviewed and reorganized into 5 key priorities. - FY2025-H1ReframedAnnual report
「Against this backdrop, in the second year of the Group's medium-term management plan (fiscal 2023 to fiscal 2025), we set “Creating customer experience value” as the Group-wide strategic theme and worked around four growth strategies: “customer strategy,” “brand strategy,” “physical and e-commerce store strategy,” and “new business strategy.”」
The previous policies of customer creation, structural reform and digital utilization have been organized into four growth strategies under the Group-wide theme of “Creating customer experience value.” - FY2024AdvancedAnnual report
「We developed and launched a procurement-and-sales coordination system that enables centralized management from planning and development through manufacturing, procurement and sales, allowing us to provide products and services that respond appropriately and swiftly to changing customer needs and lifestyles.」
The disclosure states that the procurement-and-sales coordination system, which centrally manages operations from planning through sales, has progressed from development to implementation. - FY2024-Q3RestatedAnnual report
「Based on its three-year medium-term management plan (fiscal 2023 to fiscal 2025), the Group made improving profitability through fundamental structural reform and building a business model that delivers high customer experience value through the use of digital data key priorities. We have clarified the concept and persona for each brand and worked to create an environment in which customers can co-create value with the Group and shop both in physical stores and through e-commerce by providing products and services that respond appropriately and swiftly to changing customer needs and lifestyles.」
The Company continues to pursue structural reform based on the medium-term management plan for fiscal 2023 to fiscal 2025, the use of digital data, clarification of brand-specific personas, and the development of an environment for physical stores and e-commerce. - FY2024-Q2RestatedAnnual report
「Against this backdrop, based on its three-year medium-term management plan (fiscal 2023 to fiscal 2025), the Group made improving profitability through fundamental structural reform and building a business model that delivers high customer experience value through the use of digital data key priorities. We have clarified the concept and persona for each brand and worked to create an environment in which customers can co-create value with the Group and shop both in physical stores and through e-commerce by providing products and services that respond appropriately and swiftly to changing customer needs and lifestyles.」
The Company continues to prioritize structural reform based on the medium-term management plan for fiscal 2023 to fiscal 2025, the use of digital data, clarification of brand-specific personas, and the development of an environment for physical stores and e-commerce. - FY2024-Q1ReframedAnnual report
「Against this backdrop, based on its three-year medium-term management plan (fiscal 2023 to fiscal 2025), the Group made improving profitability through fundamental structural reform and building a business model that delivers high customer experience value through the use of digital data key priorities. We have clarified the concept and persona for each brand and worked to create an environment in which customers can co-create value with the Group and shop both in physical stores and through e-commerce by providing products and services that respond appropriately and swiftly to changing customer needs and lifestyles.」
The previous policy of structural reform and strengthening customer contact points has been organized into a three-year medium-term management plan covering fiscal 2023 to fiscal 2025, with concrete measures focused on using digital data and co-creating value through physical stores and e-commerce. - FY2023-Q3RestatedAnnual report
「In addition, we have undertaken product and store development that responds appropriately and swiftly to changing customer needs and lifestyles, focused on advancing digital marketing, and actively rolled out promotional initiatives including styling and product proposals and sharing information with customers through our products.」
The Company continues its policy of creating customers through product and store development that responds to customer needs and promotional initiatives. - FY2023-Q1RestatedAnnual report
「The Group made rapidly improving profitability through fundamental structural reform a key priority, seeking to reduce various costs by reallocating management resources across the Group, while improving inventory efficiency by increasing the accuracy of demand and supply forecasts and reducing inventories. In addition, we worked to build a business model focused on improving customer experience and in-store sales by undertaking product and promotional initiatives and store development that respond appropriately and swiftly to changing customer needs and lifestyles.」
The Company continues to pursue structural reform, reallocation of management resources, improved demand and supply forecast accuracy, inventory reduction, and improved customer experience through product, promotional and store development initiatives. - FY2022AdvancedAnnual report
「To enable the planning and development, manufacturing, procurement and sales divisions to coordinate swiftly, we developed a procurement-and-sales coordination system that allows centralized management from planning through sales, and undertake product and store development that responds appropriately and swiftly to changing customer needs and lifestyles.」
The previous policy of coordination among divisions has been made concrete through the development of a procurement-and-sales coordination system that centrally manages operations from planning through sales. - FY2022-Q3RestatedAnnual report
「Against this backdrop, the Group made improving profitability through structural reform a key priority, reducing various costs by reallocating management resources across the Group and working to reform its business model by establishing an organizational structure, developing products and improving its web infrastructure so that it could respond appropriately and swiftly to market needs in order to create new customers.」
The Company continues its policy of creating new customers through structural reform, reallocating management resources, establishing an organizational structure, developing products and improving its web infrastructure. - FY2022-Q2RestatedAnnual report
「Against this backdrop, the Group made improving profitability through structural reform a key priority, reducing various costs by reallocating management resources across the Group and working to reform its business model by establishing an organizational structure, developing products and improving its web infrastructure so that it could respond appropriately and swiftly to market needs in order to create new customers.」
The Company continues to make structural reform, organizational development, product development and web infrastructure improvement key priorities for business model reform. - FY2022-Q1AdvancedAnnual report
「Against this backdrop, the Group made improving profitability through structural reform a key priority, reducing various costs by reallocating management resources across the Group and working to reform its business model by establishing an organizational structure, developing products and improving its web infrastructure so that it could respond appropriately and swiftly to market needs in order to create new customers.」
The Company is making concrete progress in establishing an organizational structure, developing products and improving its web infrastructure to create new customers. - FY2020RestatedAnnual report
「The Group has worked to enhance its specialty retail manufacturing capabilities centered on its footwear retail business by having all divisions coordinate closely and swiftly from planning and development through manufacturing, procurement and sales to improve efficiency, while undertaking product development and store proposals that respond to changing customer needs and lifestyles, with the creation of new markets as a key priority.」
The Company continues to prioritize creating markets through coordination and efficiency from planning and development through sales, as well as product development and store proposals, centered on its footwear retail business. - FY2020-Q2RestatedAnnual report
「The Group has worked to enhance its specialty retail manufacturing capabilities centered on its footwear retail business by having all divisions coordinate closely and swiftly from planning and development through manufacturing, procurement and sales to improve efficiency, while undertaking product development and store proposals that respond to changing customer needs and lifestyles, with the creation of new markets as a key priority.」
The Company continues to prioritize creating markets through coordination and efficiency from planning and development through sales, as well as product development and store proposals, centered on its footwear retail business. - FY2020-Q1RestatedAnnual report
「Against this backdrop, the Group has worked to enhance its specialty retail manufacturing capabilities centered on its footwear retail business by having all divisions coordinate closely and swiftly from planning and development through manufacturing, procurement and sales to improve efficiency, while undertaking product development and store proposals that respond to changing customer needs and lifestyles, with the creation of new markets as a key priority.」
The Company continues to prioritize creating markets through coordination and efficiency from planning and development through sales, as well as product development and store proposals, centered on its footwear retail business. - FY2019-Q3RestatedAnnual report
「The Group has worked to evolve into a specialty retail manufacturing business centered on its footwear retail business by having all divisions coordinate closely and swiftly from planning and development through manufacturing, procurement and sales to improve efficiency, while undertaking store development and product proposals that respond to changing customer needs and lifestyles, with the creation of new markets as a key priority.」
The Company continues to prioritize creating new markets through coordination among divisions from planning and development through sales, store development and product proposals, centered on its footwear retail business. - FY2019-Q2RestatedAnnual report
「The Group has worked to evolve into a specialty retail manufacturing business centered on its footwear retail business by having all divisions coordinate closely and swiftly from planning and development through manufacturing, procurement and sales to improve efficiency, while undertaking store development and product proposals that respond to changing customer needs and lifestyles, with the creation of new markets as a key priority.」
The Company continues to prioritize creating new markets through coordination among divisions from planning and development through sales, store development and product proposals, centered on its footwear retail business. - FY2019-Q1RestatedAnnual report
「The Group has worked to evolve into a specialty retail manufacturing business centered on its footwear retail business by having all divisions coordinate closely and swiftly from planning and development through manufacturing, procurement and sales to improve efficiency, while undertaking store development and product proposals that respond to changing customer needs and lifestyles, with the creation of new markets as a key priority.」
The Company continues to prioritize creating markets through coordination from planning and development through manufacturing, procurement and sales, as well as store development and product proposals. - FY2018RestatedAnnual report
「As an SPA (specialty retailer that manufactures its own merchandise), the Group will coordinate its planning, manufacturing and sales divisions to create new markets.」
The Company continues its policy of coordinating planning, manufacturing and sales as an SPA to create new markets. - FY2018-Q3RestatedAnnual report
「The Group has worked to evolve into a specialty retail manufacturing business centered on its footwear retail business by speeding up coordination among divisions from planning and development through procurement and store operations, improving efficiency, and undertaking store development and product proposals that respond to changing customer needs and lifestyles, with the creation of new markets as a key priority.」
The Company continues to prioritize creating new markets by improving coordination and efficiency among planning and development, procurement and store operations, centered on its footwear retail business. - FY2018-Q2RestatedAnnual report
「Against this backdrop, the Group has leveraged the strengths of its specialty retail manufacturing business, strengthened brand value by overhauling the product development process, implemented inventory optimization measures, and undertaken merchandising proposals and store development that respond to changing customer needs and lifestyles, with the creation of new markets as a key priority.」
The Company continues to prioritize creating new markets through product development, inventory optimization, merchandising proposals and store development as a specialty retailer that manufactures its own merchandise. - FY2018-Q1RestatedAnnual report
「We have worked to strengthen brand value by overhauling the product development process and to optimize inventory, while undertaking merchandising proposals and store development that respond to changing customer needs and lifestyles, with the creation of new markets as a key priority.」
The Company continues to prioritize creating markets by leveraging the strengths of its specialty retail manufacturing business through product development, merchandising proposals and store development. - FY2017RestatedAnnual report
「As an SPA (specialty retailer that manufactures its own merchandise), the Group will coordinate its planning, manufacturing and sales divisions to create new markets.」
The Company continues its policy of coordinating planning, manufacturing and sales as an SPA to create markets. - FY2017-Q3RestatedAnnual report
「As a specialty retailer that manufactures its own merchandise, we have made it a key priority for the planning, manufacturing and sales divisions to work together on product development, merchandising proposals and store development that respond to changing customer needs and lifestyles, thereby creating new markets.」
The Company has reiterated product development, merchandising proposals and store development through coordination among planning, manufacturing and sales as key priorities. - FY2017-Q2RestatedAnnual report
「As a specialty retailer that manufactures its own merchandise, we have made it a key priority for the planning, manufacturing and sales divisions to work together on product development, merchandising proposals and store development that respond to changing customer needs and lifestyles, thereby creating new markets.」
The Company has reiterated product development, merchandising proposals and store development through coordination among planning, manufacturing and sales as key priorities. - FY2017-Q1First statedAnnual report
「As a specialty retailer that manufactures its own merchandise, we have made it a key priority for the planning, manufacturing and sales divisions to work together on product development, merchandising proposals and store development that respond to changing customer needs and lifestyles, thereby creating new markets.」
The Company is making coordination among the divisions of its specialty retail manufacturing business, responding to changing customers and creating markets, key priorities.