Damage Control to Mitigate the Impact of COVID-19
First written in FY2020. 12 of 13 entries say "Advanced", first in FY2021-Q1. Latest entry: FY2024.
No other company in this theme has enough history to compare yet.
- FY2024AdvancedAnnual report
「The gross profit margin improved by 0.2 percentage points from the previous fiscal year to 62.2%. In the fiscal year ending February 2025, the Company will continue efforts to contain the procurement cost ratio, strengthen inventory control and improve the full-price sales ratio in order to achieve the 63.0% target set out in the medium-term management plan.」
As a result of damage control centered on containing the procurement cost ratio, inventory management and full-price sales, the Company achieved a 62.2% gross profit margin and continues to target 63.0% in the next fiscal year. - FY2024-Q2AdvancedAnnual report
「The current fiscal year is the second year of the medium-term management plan announced on 14 April 2022. In addition to securing net sales, the company has continued to work on improving its gross margin and controlling SG&A expenses.」
It states that the Company continued to improve profit margins and control selling, general and administrative expenses in connection with damage control, recording operating income of ¥718 million and ordinary income of ¥787 million. - FY2023AdvancedAnnual report
「In addition, by continuing to implement measures in line with the “Medium-Term Management Plan (fiscal year ending February 2023 to fiscal year ending February 2025)” announced on 14 April last year, including reducing the procurement cost ratio, strengthening inventory control, strengthening full-price sales and limiting the discount rate on discounted sales, gross profit exceeded plan.」
It states that gross profit exceeded plan as a result of reducing the procurement cost ratio, managing inventory, selling at full price and limiting discount rates, measures implemented as damage control in response to the effects of the infection. - FY2023-Q3AdvancedAnnual report
「In inventory control, the Company is reducing carryover goods and minimizing potential factors that could deteriorate the gross profit margin through clearance sales. Further consolidation and closure of stores with low sales per unit of floor space is also producing results in reducing selling, general and administrative expenses through improved store productivity and optimization of store operating personnel.」
It states that, as damage control, the Company is reducing carryover goods, consolidating and closing stores with low sales per unit of floor space, and optimizing store operating personnel, producing results in containing factors that could deteriorate the gross profit margin and reducing selling, general and administrative expenses. - FY2023-Q1AdvancedAnnual report
「Working-capital controls, including inventory control, are also on track. In addition, the Company promoted full-price sales and reduced carryover inventory during the previous fiscal year in response to the spread of the Omicron variant at the beginning of 2022. As a result, the reduction in clearance sales is visibly producing an improvement in the gross profit margin.」
It states that, in response to the effects of the infection, the Company advanced working-capital and inventory management, full-price sales and the reduction of carryover inventory, resulting in fewer clearance sales and an improved gross profit margin. - FY2022AdvancedAnnual report
「Meanwhile, business-structure reforms based on the “Revitalization Plan” are progressing smoothly. Through measures including reducing purchase costs, strengthening inventory management and reinforcing the full-price sales model at both physical stores and through e-commerce, the gross profit margin was maintained at almost the target level, reaching 48.0% cumulatively, an improvement of 9.7% from the previous year.」
As damage control in response to the effects of the infection, the Company continued to reduce purchase costs, manage inventory and sell at full price at both physical stores and through e-commerce, achieving a 48.0% gross profit margin, an improvement of 9.7 percentage points year on year. - FY2022-Q3AdvancedAnnual report
「Meanwhile, structural reform of the business under the Revitalization Plan, which the entire company is undertaking, is progressing smoothly. Through lower procurement costs, stronger inventory management, and maintaining a full-price sales model at both physical stores and through e-commerce, the company maintained its gross margin at the targeted level, reaching 49.6% cumulatively, a 9.2-point improvement from the previous year.」
It states that, in response to the effects of the infection, the Company continued to reduce purchase costs, strengthen inventory management and sell at full price at both physical stores and through e-commerce, resulting in a 49.6% gross profit margin, an improvement of 9.2 percentage points year on year. - FY2022-Q2AdvancedAnnual report
「Meanwhile, structural reforms based on the “Revitalization Plan,” undertaken company-wide, are progressing smoothly. By reducing purchase costs, strengthening inventory management and focusing exclusively on full-price sales at both physical stores and through e-commerce, the Company maintained the gross profit margin at the target level, with the cumulative margin reaching 47.0%, an improvement of 8.5 percentage points from the previous year.」
As measures to mitigate the impact of COVID-19, the Company continued to reduce purchase costs, strengthen inventory management and sell at full price at both physical stores and through e-commerce, resulting in a 47.0% gross profit margin, an improvement of 8.5 percentage points year on year. - FY2022-Q1AdvancedAnnual report
「However, by reducing purchase costs, strengthening inventory management and focusing exclusively on full-price sales at both physical stores and through e-commerce, the gross profit margin reached 50.1%, above expectations. Selling, general and administrative expenses were also reduced more than expected, narrowing the operating loss. Accordingly, the effects of the various measures pursued continuously since the previous fiscal year in accordance with the “Revitalization Plan” announced last year are becoming apparent.」
It states that continuing to reduce purchase costs, strengthen inventory management, focus on full-price sales and reduce selling, general and administrative expenses as damage control in response to COVID-19 produced the effects of a 50.1% gross profit margin and a narrower operating loss. - FY2021-Q3AdvancedAnnual report
「Against this business backdrop, our Group focused on damage control in response to COVID-19 while pursuing various measures, including thoroughly reducing increased inventories, controlling merchandise purchases and strengthening the e-commerce channel.」
It states that, in response to the infection, the Company carried out thorough inventory reduction, controlled merchandise purchases and strengthened the e-commerce channel. - FY2021-Q2AdvancedAnnual report
「Progress under the Recovery Plan currently being implemented has already included establishing a working-capital management method through reductions in purchased inventory, a plan to reduce selling, general and administrative expenses, and the consolidation and closure of stores with low sales productivity per unit of floor space. We aim to achieve sustained operating profitability from the following consolidated fiscal year onward.」
It states that, as damage control in response to COVID-19, the Company is actually proceeding with inventory reduction, a plan to cut selling, general and administrative expenses, and the consolidation and closure of stores with low sales per unit of floor space. - FY2021-Q1AdvancedAnnual report
「Against this business backdrop, our Group focused on damage control in response to COVID-19 and pursued various measures, including reducing increased inventories, strengthening the e-commerce channel and promoting digitalization across the business.」
In response to COVID-19, the Company actually reduced excess inventories, strengthened the e-commerce channel and pursued company-wide digitalization. In e-commerce, customer-acquisition promotions and stronger sales of inventory were effective, while physical stores experienced lower sales due to closures. - FY2020First statedAnnual report
「During the current fiscal year, alongside the business-structure reforms described above, we implemented damage control to minimize the impact of COVID-19」
Under the revitalization plan, alongside business-structure reforms, the Company newly adopted measures to minimize the impact of COVID-19, including maximizing sales through operating channels, strictly curbing purchases, and further reducing selling, general and administrative expenses.