Business Model Transformation in the Apparel Segment
First written in FY2021. 9 of 10 entries say "Advanced", first in FY2022-Q2. Latest entry: FY2026.
1 other company's latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「The business strategies are to promote diverse brand, product and distribution strategies in the “fashion” field; accelerate growth in the “wellness” field in line with consumers’ new values; create a timely “corporate design” field; advance cutting-edge DX strategies including OMO and PLM; strengthen the foundations for overseas business growth; and appropriately implement business risk management in response to future uncertainty, with the aim of further increasing corporate value.」
The business strategies of ONWARD VISION 2030 have been organized into six fields: fashion, wellness, corporate design, DX, overseas business and risk management, and remain ongoing. - FY2025-Q1AdvancedAnnual report
「In the domestic business, 株式会社オンワード樫山, the core operating company, expanded nationwide the rollout of OMO-format stores offering the “Click & Try” service and developed new products designed to address climate change. As a result, sales of the core brands “23区” and “J.PRESS,” as well as the new brand “UNFILO,” remained strong.」
Regarding apparel business model reform, the company is advancing the nationwide rollout of OMO stores and the launch of products addressing climate change, while sales of core and new brands are reported to be strong. - FY2024AdvancedAnnual report
「Revenue increased as the number of visitors to physical stores and online stores rose, reflecting improved operating capabilities at OMO (Online Merges with Offline) stores, centered on the core operating company Onward Kashiyama Co., Ltd., which introduced “Click & Try,” the expanded rollout of the multi-brand “ONWARD CROSSET SELECT” stores, and more precise marketing initiatives using social media.」
Regarding apparel business model reform, improved OMO store operating capabilities, the expansion of multi-brand stores, and the use of social media contributed to increases in visitor numbers and revenue. - FY2024-Q1AdvancedAnnual report
「Meanwhile, the selling, general and administrative expense ratio declined substantially, due in part to improved sales efficiency through the rollout of multi-brand stores.」
In connection with apparel business model reform, improved sales efficiency through the rollout of multi-brand stores and a lower selling, general and administrative expense ratio are cited as specific progress. - FY2023-Q2AdvancedAnnual report
「In the domestic business, sales increased at OMO-format stores operated by 株式会社オンワード樫山 after the introduction of the “Click & Try” service. Sales of core brands such as “23区” and “五大陸,” particularly through department stores, recovered, while the new brand “UNFILO (アンフィーロ)” generated hit products, supporting solid sales performance.」
Regarding apparel business model reform, specific progress has been shown in OMO stores, the recovery of core brands, and the creation of successful new brands. - FY2023-Q1AdvancedAnnual report
「The Company steadily advanced the integration of physical stores and e-commerce, a priority measure for its apparel-related business, and made a significant contribution to the recovery of sales across the apparel-related business by progressively expanding the number of OMO-format stores offering the “Click & Try” service.」
Regarding apparel business model reform, the company explains that the expansion of OMO stores made a significant contribution to the recovery of overall revenue. - FY2022AdvancedAnnual report
「The Group aims to evolve toward customer-centric management that harnesses the diverse individuality of its employees, and has identified five strategies toward fiscal 2030: reforming the apparel segment’s business model, accelerating growth in the lifestyle segment, strengthening the corporate business, evolving into a company where diverse and individualistic talent can thrive, and advancing sustainable management that coexists with the planet.」
The five strategies, including apparel business model reform, have been reconfirmed as the framework toward fiscal 2030 and are being developed into specific measures, including OMO stores, customer communication reform, and reforms to product planning, production and logistics. - FY2022-Q3AdvancedAnnual report
「The company launched “CRAHUG,” a new business supporting Japanese manufacturing, and is promoting further business model reform, including expanding the opening of OMO-format stores, a new retail format combining the advantages of physical stores and online commerce.」
Promoting specific measures for a new business model centered on supporting Japanese manufacturing, CRAHUG, and expanding the rollout of OMO stores. - FY2022-Q2AdvancedAnnual report
「The D2C brand “#Newans (Hash Newans)” is also promoting further business model reform. Through the consumer-participation “Co-Creation Project,” which it has been pursuing since this spring, it has proposed a C2C (Consumer to Consumer) model for product planning that turns consumer feedback into products.」
The company outlined specific initiatives for business model reform, including consumer-participation product planning and a C2C model under its D2C brand. - FY2021First statedAnnual report
「Reforming the apparel segment’s business model.」
The company identified business model reform in the apparel segment for the first time as one of the five strategies toward fiscal 2030 under “ONWARD VISION 2030.”