Improving Assortments and Customer Service Capabilities Tailored to Store Characteristics

「On the operating front, we strengthened the activities of the VMD and Service Improvement Committee, comprising store representatives and area managers, with the aim of improving customer satisfaction. In addition to promoting the sharing and rollout of successful examples through internal tools, we worked to raise overall customer service capabilities and service quality by setting monthly recommended products, continuing to distribute training videos on product knowledge and coordination, and improving motivation through the incentive program for high-performing staff.」

「In sales operations, we launched the “VMD and Service Improvement Committee,” comprising store representative staff and area managers, to improve customer satisfaction. In addition to sharing and horizontally deploying successful practices through internal tools, we worked to raise overall customer service standards by designating recommended products each month, continuously distributing training videos on product knowledge and coordination, and improving motivation through an incentive system for high-performing staff.」

「In sales operations, we conducted weekly floor checks to standardize the quality of store floor merchandising, and continued to provide corrective guidance until the required standards were met. We also worked to improve customer service standards by sharing the knowledge of high-performing staff and distributing training videos on new products.」

「In sales, the company revamped its VMD (Visual Merchandising) manual and unified its standards, while forming a team of staff with strong customer-service skills to review the customer-service manual.」

「In sales, the company clarified the priority products for each store every month and sought to improve customer-service standards through outfit coordination and explanations of product features. In addition to measures such as strengthening operation of the Style Coordinator program, the company held internal briefings on policies and products to improve employees’ understanding of company-wide policies, share product knowledge and raise motivation.」

「In sales, the company distributed videos of sales techniques used by staff with strong customer-service skills to all stores, seeking to improve customer-service standards. In addition, strengthening the operation of the Style Coordinator program, which began in May, raised the rate of sales of coordinated sets, and average customer spend at existing stores exceeded the previous year.」

「In sales, the company worked to improve customer service by enhancing the Style Coordinator Points program and distributing customer-service videos featuring top performers in outfit coordination sales.」

「In sales, to raise the standard of the in-store sales structure, the company produced videos centered on a series of customer-service techniques demonstrated by advanced order-suit sales staff and set programs according to individual results. As a result, sales volume in the fourth quarter exceeded the previous year, among other achievements.」

「In sales, to raise the standard of the in-store sales structure, the company focused on staff training, including the development of video programs tailored to individual sales skills based on order-suit sales results.」

「In sales, to promote an “OMO environment” (Online Merges with Offline) in which customers can use physical stores and e-commerce seamlessly, the company distributed training videos to all stores featuring the progress of the fully remodeled タカキューイオンモール橿原店 and successful examples from stores with high OMO sales ratios, and focused on improving in-store customer service and strengthening combined sales with e-commerce.」

「At stores, we created and displayed pamphlets incorporating seasonal recommended products, coordination styles and promotional content.」

「In addition, to raise the level of the store sales system, we developed an educational video program based on customer feedback and a video program for new employees to learn store operations.」

「We also worked to revitalize Shinjuku Main Store, our largest sales location, and achieved higher sales through a major review of the merchandise plan and replacement of store fixtures. To raise the level of the store sales system, we developed video education programs based on customer feedback and introduced more interactive communication tools with headquarters.」

「On the sales side, to strengthen made-to-order suit sales, we worked to improve store staff capabilities by having them study sales techniques and domestic tailoring processes through in-house educational videos.」

「On the sales side, to respond to changing consumer needs, we distributed educational videos on customer service methods for selling made-to-order suits and monthly priority products for office casual wear, working to strengthen store displays and sales capabilities. We also distributed programs tailored to store needs and sought to share successful examples.」

「To further strengthen sales capabilities, we evolved the store-oriented training videos previously focused on customer service and sales know-how into an “Education Channel,” a comprehensive video tool covering omnichannel sales using e-commerce, programs for managers and other content, and focused on improving the overall capabilities of stores. In addition, as part of a sales strategy that takes the coexistence with COVID-19 into account, we promoted customer service through e-commerce by store staff to create an “OMO environment” in which customers can use physical stores and e-commerce interchangeably, improving convenience and efficiency through a sales structure that does not depend on store inventory.」

「To further strengthen sales capabilities, we evolved the store-oriented training videos previously focused on customer service and sales know-how into an “Education Channel,” a comprehensive video tool covering omnichannel sales using e-commerce, programs for managers and other content, and focused on improving the overall capabilities of stores. We also selected enhanced stores for each location, such as stores focused on strengthening bottoms or made-to-order sales, and worked on store presentations that responded to changing customer needs during the COVID-19 pandemic.」

「To further strengthen sales capabilities, we evolved the store-oriented training videos previously focused on customer service and sales know-how into an “Education Channel,” a comprehensive video tool covering omnichannel sales using e-commerce, programs for managers and other content, and focused on improving the overall capabilities of stores.」

「As a measure to strengthen frontline sales, we focused on creating visually appealing stores that maximize product value and highlight changes in coordination and product assortments while responding to diversifying business styles, including remote work styles.」

「As a measure to strengthen frontline sales, we focused on creating visually appealing stores that maximize product value and highlight changes in coordination and product assortments. We also continued training through video education programs to develop knowledge and awareness as fashion professionals, and provided e-learning from home during the temporary store closures.」

「On the sales side, as a key initiative for reforming existing stores, we redefined customer and market characteristics for each store and worked to change product and store layouts based on those characteristics. To strengthen sales capabilities at the frontline, we continued providing video education on acquiring product knowledge and improving customer service skills, with the aim of developing sales staff who provide customers with the most satisfying service in Japan. In addition, we worked on visual merchandising reform by linking product, merchandising and promotional initiatives, promoting the creation of more visually appealing stores.」

「We also began reviewing store layouts by redefining customer characteristics at each store and clearly presenting brand and product offerings tailored to those characteristics, while working to further integrate product, merchandising and promotional initiatives.」

「We also began reviewing store layouts by redefining customer characteristics at each store and clearly presenting brand and product offerings tailored to those characteristics.」

「We assigned distributors to each store to allocate products in detail according to customer segments, thereby enhancing product assortments and improving the freshness of merchandise displays.」

「We also promoted an omnichannel model by using tablet devices as a new customer service tool and leveraging e-commerce.」

「On the sales side, with the aim of developing sales staff who provide customers with the most satisfying service in Japan, we have enhanced the frontline training system by regularly distributing “Talent University,” a program designed to improve customer service skills, to all stores in addition to “Product University,” a video education program for acquiring product knowledge.」

「In addition to “Product University,” a video education program for acquiring product knowledge, we have enhanced the frontline training system by regularly distributing “Talent University,” a program designed to improve customer service skills, to all stores.」

「On the sales side, with the aim of developing sales staff who provide customers with the most satisfying service in Japan, we enhanced the frontline training system by regularly distributing “Talent University,” a program designed to improve customer service skills, to all stores in addition to “Product University,” a video education program for acquiring product knowledge.」

「We also launched “Product University,” an education program using product-explanation videos, with the aim of raising product knowledge across the company. In addition, we changed the training programs for store staff and further enhanced the training system by awarding particularly outstanding sales staff the title of “Style Coordinator” as a model for others.」

「We also created and used explanatory videos on product features as “Product University,” seeking to raise sales knowledge across the company. We further enhanced the training system by subdividing store staff into more detailed levels and establishing appropriate programs for each level.」

「On the sales side, to develop sales staff who provide customers with the most satisfying service in Japan, we held role-playing competitions nationwide, streamed videos of the events to tablet devices at all stores, and used them for customer service training. We also streamed explanatory videos on the features of each product to improve sales knowledge.」

「On the sales side, as part of a customer service reform, we held role-playing competitions to develop sales staff who provide customers with the most satisfying service in Japan, while also enhancing training for part-time employees to improve customer service skills.」

「We also rebuilt the training system centered on regional block managers, enhanced group training for part-time employees, and worked to strengthen the basic skills of store staff through role-playing exercises and other training, with the aim of improving customer service.」

「On the sales side, we continued to focus on reviewing product assortments in line with store locations, including body-type-based suit assortments and casual merchandise tailored to the target customer base. In stores, we worked to attract more customers by offering attractive best-selling products at appealing price points, while focusing on agile promotional activities, including closer cooperation with shopping center developers on promotional events and actively holding sales events. We also worked to strengthen the basic skills of store staff through enhanced group training for part-time employees and role-playing exercises, with the aim of improving customer service.」

「On the sales side, we focused on reviewing product assortments in line with store locations, including body-type-based suit assortments and casual merchandise tailored to the target customer base. In sales promotion, we reviewed the methods used for members-only preferred-customer sales and the presentation of pamphlets based on their effectiveness. We also worked to strengthen the basic skills of store staff through enhanced group training for part-time employees and role-playing exercises, with the aim of improving customer service.」

「We strengthened product assortments in line with the characteristics of each store’s location, including body-type-based suit assortments and casual merchandise tailored to the target customer base. We also introduced training for part-time employees to improve customer service and increase repeat customers.」