Transition to a Medium-Term Growth Strategy and Three-Year Investment Phase

「Under the medium-term vision “Yamato 2026,” launched against this backdrop and looking 10 years ahead, the company will implement a strategy that places greater emphasis on acquiring prospective customers of the next generation while making the activation of existing customers its top priority. As its desired state 10 years from now, the company aims to become a true brand that customers of the next generation recognize, whose creators’ intentions they understand, whose detailed characteristics they can describe and share with others, and with which customers can resonate among themselves, a brand of which both customers and employees can be proud.」

「Under the medium-term vision “Yamato 2026,” launched toward achieving our desired state three years from now, we will strengthen our initiatives by placing greater emphasis on acquiring potential customers from the next generation, with a 10-year horizon, while making the activation of existing customers our overriding priority. We will also aim to expand each of our corporate value, brand value and value delivered by continuing to achieve the issues and targets in each of the following areas: ① areas that increase profitability (GMS), ② areas that increase sales (EC/CITERA), and ③ areas that establish the foundation for future growth (directly operated stores).」

「Under the medium-term vision “Yamato 2026,” launched against this backdrop, we will implement a strategy focused more heavily on acquiring potential customers from the next generation, while making the activation of existing customers our overriding priority, with a 10-year horizon.」

「Under the newly launched medium-term vision “Yamato 2026,” aimed at achieving our desired state three years from now, we will strengthen our initiatives by placing greater emphasis on acquiring potential customers from the next generation, with a 10-year horizon, while making the activation of existing customers our overriding priority. We will also aim to expand each of our corporate value, brand value and value delivered by continuing to achieve the issues and targets in each of the following areas: ① areas that increase profitability (GMS), ② areas that increase sales (EC/CITERA), and ③ areas that establish the foundation for future growth (directly operated stores).」

「Under the medium-term vision “Yamato 2026,” launched against this backdrop, we will implement a strategy focused more heavily on acquiring potential customers from the next generation, while assuming the activation of existing customers, with a 10-year horizon.」

「Under the medium-term vision “Yamato 2026,” launched against this backdrop, we will implement a strategy focused more heavily on acquiring potential customers from the next generation, while assuming the activation of existing customers, with a 10-year horizon.」

「Under the medium-term vision “Yamato 2026,” launched against this backdrop, we will implement a strategy focused more heavily on acquiring potential customers from the next generation, while assuming the activation of existing customers, with a 10-year horizon. As our desired state 10 years from now, we aim to become a true brand that the next generation of customers recognizes and understands, whose detailed characteristics they can describe and share with others, and with which customers can resonate with one another, a brand of which both customers and employees can be proud.」

「Against this backdrop, our group is pursuing the medium-term vision Yamato2023, aiming for the ideal state in 3 years under its unchanging mission, “Create things, create people, and create fulfilling everyday lives together with our customers.”」

「Against this backdrop, our group is pursuing the medium-term vision Yamato2023, aiming for the ideal state in 3 years under its unchanging mission, “Create things, create people, and create fulfilling everyday lives together with our customers.”」

「Against this backdrop, our group is pursuing the medium-term vision Yamato2023, aiming for the ideal state in 3 years under its unchanging mission, “Create things, create people, and create fulfilling everyday lives together with our customers.”」

「Against this backdrop, our group is pursuing the medium-term vision Yamato2023, aiming for the ideal state in 3 years under its unchanging mission, “Create things, create people, and create fulfilling everyday lives together with our customers.”」

「Against this backdrop, our group is pursuing the medium-term vision Yamato2023, aiming for the ideal state in 3 years under its unchanging mission, “Create things, create people, and create fulfilling everyday lives together with our customers.”」

「Against this backdrop, our group is transforming its business structure to become a company that can overcome the current COVID-19 pandemic and continue to generate profits. Under its unchanging mission, “Create things, create people, and create fulfilling everyday lives together with our customers,” it has launched the medium-term vision Yamato2023, aiming for the ideal state in 3 years.」

「Against this backdrop, our group is transforming its business structure to become a company that can overcome the current COVID-19 pandemic and continue to generate profits. Under its unchanging mission, “Create things, create people, and create fulfilling everyday lives together with our customers,” it has launched the medium-term vision Yamato2023, aiming for the ideal state in 3 years.」

「Against this backdrop, as our group embarks on structural reform aimed at becoming a company that can overcome the current COVID-19 pandemic and continue to generate profits, it has launched the medium-term vision Yamato2023, aiming for the ideal state in 3 years under its unchanging mission: “Create things, create people, and create fulfilling everyday lives together with our customers.”」

「Against this backdrop, our group is returning to our starting point of putting customers first and, under our unchanging mission of “Creating products, creating people, and creating fulfilling daily lives together with our customers,” has launched the medium-term vision “Yamato2023,” with the aim of achieving our desired state three years from now.」

「Against this management backdrop, our group is moving on to the next step toward establishing a branding-oriented business under “Transforming from Hardware to Software.”」

「Against this backdrop, our group completed its structural reform in the fiscal year ended August 2017 and is moving into the next step toward establishing a branding-focused business under its transformation from hardware to software.」

「Against this backdrop, our group completed its structural reform in the fiscal year ended August 2017 and is moving into the next step toward establishing a branding-focused business under the medium-term growth strategy, transformation from hardware to software.」

「Having completed the medium-term structural reforms we had been pursuing at the end of the fiscal year ended August 2017, we are moving on to the next step under the medium-term growth strategy, “Transforming from Hardware to Software.”」

「Against this backdrop, to respond to changes in the operating environment in the apparel and retail industries, our group completed the medium-term structural reform it had pursued to date in the fiscal year ended August 2017 and is moving into the next step under the medium-term growth strategy, transformation from hardware to software.」

「The company will continue to focus on its business strategy, investment strategy, and workstyle transformation, and work to establish a distinctive branding business that leverages its unique strengths. As technology and digitalization make it easier for anyone to compare products and make purchases, the company believes that the appeal of the products themselves, which embody the value it provides, is what gives customers a reason to choose and purchase them. In advancing its medium-term growth strategy, the company aims to build stronger product and brand capabilities and added value than ever before, become a company that can continue to create this “new value,” communicate it to customers through “new ways of connecting,” and move toward expanding customer acquisition and profits. Now that its medium-term structural reforms have substantially reduced selling, general and administrative expenses and transformed its earnings structure into a flexible and efficient one that can more readily generate profits, the Group will actively invest in its core and new businesses during the 3-year investment phase, steadily advance its medium-term growth strategy, and seek to enhance corporate value sustainably.」

「Against this backdrop, to respond to changes in the operating environment in the apparel and retail industries, our group completed the medium-term structural reform it had pursued to date at the end of the previous fiscal year, the fiscal year ended August 2017, and is moving into the next step, the medium-term growth strategy, under its medium-term vision of transformation from hardware to software.」

「Against this backdrop, to respond to changes in the operating environment in the apparel and retail industries, our group completed the medium-term structural reform it had pursued to date at the end of the previous fiscal year, the fiscal year ended August 2017, and is moving into the next step, the medium-term growth strategy, under its medium-term vision of transformation from hardware to software.」

「Against this backdrop, to respond to changes in the operating environment in the apparel and retail industries, our group completed the medium-term structural reform it had pursued for several years at the end of the previous fiscal year, the fiscal year ended August 2017, and is moving into the next step, the medium-term growth strategy, under its medium-term vision of transformation from hardware to software.」

「The company will continue to focus on its business strategy, investment strategy, and workstyle transformation, and work to establish a distinctive branding business that leverages its unique strengths. Now that its medium-term structural reforms have substantially reduced selling, general and administrative expenses and transformed its earnings structure into a flexible and efficient one that can more readily generate profits, the Group will actively invest in its core and new businesses during the 3-year investment phase, steadily advance its medium-term growth strategy, and seek to enhance corporate value sustainably.」