Developing and Strengthening Original Brands
First written in FY2017-Q2. 10 of 18 entries say "Advanced", first in FY2023. Latest entry: FY2027-H1.
The whole theme swung hardest in 2025: 1 of 9 companies on the "Worse" side.
5 other companies' latest entry also says "Restated".
- FY2027-H1RestatedAnnual report
「The company is working to secure net sales and improve the gross profit margin, control selling, general and administrative expenses, strengthen product and sales capabilities, and develop new brands, among other initiatives.」
The company continues to develop original and new brands as one measure to strengthen product and sales capabilities. No new milestones, such as a new brand name or completion of a launch, are described. - 2026-10-06AdvancedEarnings presentation
「9/10、NEWoMan新宿に1号店をオープン 5年後に10店舗、売上高20億円規模を視野」
AUREMEについて、2026年９月の１号店開設と、５年後の店舗数・売上規模の具体的な計画を示している。 - FY2026AdvancedAnnual report
「For new brand development, AUREME, whose primary sales channel is commercial facilities, will be rolled out from fall/winter 2026, and HANAE MORI is scheduled to launch in 2027.」
The company presents specific plans to roll out AUREME for commercial facilities from fall/winter 2026 and launch HANAE MORI in 2027 as part of the development and strengthening of its original brands. - FY2026-H1AdvancedAnnual report
「Selling, general and administrative expenses were reduced by ¥300 million from the previous year after substantial cuts against the initial plan based on sales trends, including one-off costs such as investments in new brands and new stores.」
For brand and store expansion, investment in new brands and new stores is reflected in the expense results. - FY2025AdvancedAnnual report
「The 7 core brands will establish a strong business and earnings foundation by enhancing brand value and quickly building a ¥10 billion sales scale for each brand. Brands in the challenge area will establish an earnings foundation during the medium-term plan period and become future growth engines.」
The Company maintains the ¥10 billion sales target for each of the 7 core brands and adds a policy of turning challenge-area brands into an earnings base during the medium-term plan period. - FY2024RestatedAnnual report
「All 7 core brands also achieved operating profitability in the fiscal year ended February 2024, establishing a stable brand portfolio with earnings power. Through active investment to strengthen branding and expand the business, together with the implementation of our customer strategy, we aim to quickly establish a ¥10 billion sales scale for each core brand and build a strong business and earnings foundation.」
The Company continues to state its policy of achieving operating profitability across all 7 core brands and annual sales of ¥10 billion for each brand. - FY2024-Q2AdvancedAnnual report
「Demand for occasion wear rose as various events resumed, and the launch of 80th-anniversary commemorative products also provided a boost. As a result, spring/summer full-price products generally performed well, enabling us to secure sales above expectations.」
The Company states that it introduced occasion wear for the return of various events and 80th-anniversary commemorative products, while spring/summer full-price products performed well. - FY2023AdvancedAnnual report
「In the fiscal year ended February 2023, all 7 core brands achieved operating profitability, establishing a stable brand portfolio with earnings power. Through active investment to strengthen branding and expand the business, we aim to quickly establish a ¥10 billion sales scale for each core brand, thereby building a strong presence in our target upper-middle market and establishing a robust business and earnings foundation.」
The Company reports that all 7 core brands achieved operating profitability and sets a new specific target of quickly building annual sales of ¥10 billion for each brand. - FY2023-Q3RestatedAnnual report
「We are gradually placing greater emphasis on advertising and branding.」
The Company states that it continues to focus on advertising and branding to strengthen its original brands and other brands. - FY2022RaisedAnnual report
「We will establish a strong presence in the upper-middle market and aim to become a leading player in that market. For some brands, we will also seek to enter the mid-market through diffusion formats, building on the status established in the upper-middle market.」
The Company has expanded its original and core brand strategy from becoming a leading player in the upper-middle market to entering the mid-market through diffusion formats. - FY2018RaisedAnnual report
「Building on world-class craftsmanship as a strength, we will create premium brands by strengthening branding and marketing.」
In addition to developing and strengthening original brands, the Company identifies branding, marketing, and premiumization based on craftsmanship as key strategies. - FY2016RestatedAnnual report
「We have focused on developing Mackintosh London for men and women, Blue Label Crestbridge and Black Label Crestbridge, each launched from the fall/winter 2015 season, as well as our corporate brands, represented by the 100-Year Coat and embodying the strength of our craftsmanship. In addition to these new brands, we have strengthened product planning, in-store sales, promotional activities, and other areas to expand core brands including Mackintosh Philosophy, Epoca, and Loveless/Guild Prime, each for men and women.」
The Company continues to describe efforts to develop new and core brands through product planning, in-store sales, and promotional activities. - FY2017-Q3RestatedAnnual report
「We will maximize our founding strength in craftsmanship and pursue growth by developing next-generation original brands and strengthening our existing original-brand businesses.」
The Company continues to identify the development and strengthening of original brands as a management policy. - FY2017-Q2First statedAnnual report
「We will maximize our founding strength in craftsmanship and pursue growth by developing next-generation original brands and strengthening our existing original-brand businesses.」
As the first pillar of business structure reform, the Company identifies brand development and the strengthening of existing brands by leveraging its craftsmanship capabilities.