Strengthening the Product Offering and More Granular Merchandising for Seasonal Responsiveness

「商品面では、「商品価値の強化」と「粗利益の確実な確保」の両立を目指し、オフィスカジュアルの拡充、ドレスシャツおよびオーダースーツの刷新ならびに利益確保に向けた最適な価格設定を重点的に推進いたしました。」

「In terms of products, with the aim of strengthening product value while reliably securing gross profit, we focused on expanding office-casual wear, refreshing dress shirts and made-to-measure suits, and setting optimal prices to secure profit. In particular, to address changing needs resulting from the diversification of business styles, we focused on strengthening coordinated outfit proposals centered on matching separates under the theme of "wearability performance."」

「In terms of products, we shifted toward product creation that balances “strengthening product value” with “securing gross profit,” while promoting concentrated investment in priority categories and reviewing our pricing structure.」

「In terms of products, we pursued product development emphasizing functionality and design while seeking to enhance brand value, and worked to roll out products systematically based on market trends.」

「In terms of products, we pursued product development focused on functionality and design to enhance brand value, while also working on planned product rollouts in line with market trends.」

「Reviewing the MD calendar for planned product rollouts」

「In terms of products, we sought to enrich our assortment in response to changing consumer needs, including the growing penetration of office-casual wear. The range of highly functional “Happy Function” products designed to make everyday life and business situations more comfortable performed well, and casual products such as trousers, jackets and shirts recorded significant sales growth. In addition, as a result of controlling the timing of new-product launches more precisely than before, same-store sales of new spring/summer products exceeded the previous year.」

「On the procurement side, we thoroughly managed purchasing, deliveries and inventory by season. As a result, inventory at the end of February was down 9.6% from the previous fiscal year-end.」

「On the procurement side, we thoroughly managed purchasing, deliveries and inventory by season. As a result, inventory at the end of November was 63.4% of the year-earlier level on a same-store basis.」

「On the procurement side, we thoroughly managed deliveries by season and launched new autumn/winter products early, seeking to secure sales and optimize inventory levels. As a result, inventory at the end of August was 74.3% of the year-earlier level. We also reviewed selling prices to address the surge in costs caused by the weaker yen and sought to improve margins.」

「To increase sales and the gross margin by keeping assortments fresh during the transition between seasons, we controlled the timing of new-product launches more precisely than before. As a result, same-store sales of new spring/summer products in the first quarter were up 18.0% year on year, contributing to higher sales and an improved gross margin.」

「In terms of products, we sought to enrich our assortment in response to changing consumer needs, including the shift toward office-casual wear accelerated by the new normal. The range of highly functional “Happy Function” products designed to make everyday life and business situations more comfortable performed well.」

「In light of higher costs resulting from the weaker yen, we also reviewed selling prices beginning with autumn/winter products, securing sales and improving the gross margin.」

「In terms of products, we sought to enrich our assortment in response to changing consumer needs, including the shift toward office-casual wear accelerated by the new normal. The product range of highly functional “HAPPY FUNCTION” items designed to make everyday life and business situations more comfortable performed well. Business-related products in particular grew sales. Suits were driven by 3-piece products centered on the renoma brand as demand for ceremonies returned, while demand for short-sleeved dress shirts increased during the record-breaking hot summer. As summer business styles became more casual, 5-pocket casual pants with high stretch, cooling on contact, and antibacterial and odor-control features performed well. We also reviewed sales initiatives involving markdowns and sought to improve product gross margins by selling at appropriate prices.」

「In terms of products, we sought to enrich our assortment in response to changing consumer needs, including the shift toward office-casual wear accelerated by the new normal. The highly functional “HAPPY FUNCTION” products, designed to make everyday life and business situations more comfortable, performed well, and business products such as suits and dress shirts recorded significant sales growth from mid-March, when all quasi-emergency measures to prevent the spread of disease were lifted. Made-to-order suits performed steadily, with same-store sales up 16.4% year on year, supported by stronger demand as well as effective sales promotion and marketing. Among casual items, “Cross Stretch” bottoms performed well and gained support as products suitable not only for on- and off-duty wear but also for various lifestyle settings such as golf and watching sports.」

「We sought to enrich our assortment in response to changing consumer needs, including the shift toward office-casual wear accelerated by the new normal. We rolled out “HAPPY FUNCTION,” a product range that combines substantially enhanced functionality with trend-conscious yet basic designs suitable for everyday use, and focused on an assortment of new everyday clothing for enjoying new lifestyles in comfort. Sales performed well.」

「We conducted market research and sought to enrich the assortment of office-casual products and made-to-order suits in response to changing consumer needs. In redro, the Size Tech business that uses digital technology to measure body dimensions, we began offering jackets, trousers, polo shirts and T-shirts suitable for casual wear, developing products adapted to new lifestyles. We also substantially enhanced the stretch functionality of trousers and casual pants compared with before, offering products suitable for working from home and other settings.」

「We conducted market research and sought to strengthen office-casual offerings and enrich the assortment of made-to-order suits in response to changing consumer needs. In the “redro” format of the “Size Tech” business, which uses digital technology to measure body dimensions, we began offering jackets, trousers, polo shirts and T-shirts suitable for casual wear, working to develop products suited to new lifestyles. We also substantially enhanced the stretch functionality of trousers and casual pants, offering products suitable for working from home and other settings, and sales performed well.」

「In terms of products, we renewed the MD process through the appointment of a creative director, strengthened “THE 3rd WARDROBE—Clothing that supports working people,” and launched the new-format “redro,” which uses “Size Tech” digital technology to measure body dimensions, beginning sales of made-to-order shirts.」

「In terms of products, we renewed the MD process through the appointment of a creative director, while focusing on strengthening “THE 3rd WARDROBE—Clothing that supports working people” products and rolling out products commemorating our 70th anniversary. Functional-fabric products such as cotton suits suitable for hand ironing performed well.」

「In terms of products, we defined our vision as “a lifestyle-proposal company centered on fashion specialty stores, offering ‘clothing that supports working people.’” We focused on developing products such as business-casual styles suitable for both on- and off-duty wear in response to the casualization of commuting attire, and “THE 3rd WARDROBE,” seeking to establish a business that provides high-quality, high-value-added products at appropriate prices in line with the consumer environment.」

「We continued to strengthen the assortment of business-casual styles suitable for both on- and off-duty wear in response to the casualization of commuting attire, as well as “THE 3rd WARDROBE—Clothing that supports working people,” including products for the autumn season and beyond.」

「In terms of products, we enriched the assortment of “THE 3rd WARDROBE—Clothing that supports working people,” which offers business-casual styles suitable for both on- and off-duty wear in response to the casualization of commuting attire, for both men and women. As a result of launching summer apparel early, related products such as lightweight jackets with enhanced functionality, including cooling and stretch features, performed steadily. We also assigned distributors to improve sales-floor freshness.」

「For each store, we assigned distributors to allocate products in detail according to the customer base, seeking to enrich assortments and keep sales floors fresh. We also launched summer apparel early to expand sales, but sales remained sluggish due in part to lower temperatures in April and the first half of May, and same-store sales for the cumulative first quarter fell 6.2% year on year.」

「On the MD platform, improved accuracy and optimization in planning, production, distribution and sales were achieved by visualizing and standardizing core operations.」

「In terms of products, we focused on developing products with enhanced functionality and convenience, including active suits, jackets and trousers made with “TRABEST,” a lightweight, supple and cool fabric, featuring washability and 360° stretch, while pursuing our goal of providing “the most appreciated products by customers in Japan.” For made-to-order suits, while maintaining our distinctive production system with a lead time of as little as one week, we began production in China in addition to Japan to expand sales and reduce procurement costs.」

「In August, we held an advance order event for new autumn/winter made-to-order suits for customers who value attention to detail. In addition, Paris Collection designer Atsuro Tayama (田山淳朗) collaborated with our private brand “M.F.Editorial” on men’s business items, and we began selling high-value-added products featuring meticulous attention to the fabric, tailoring and every detail.」

「In terms of products, we planned and sold suits, jackets and trousers made with “TRABEST,” a lightweight, supple and cool polyester fabric, incorporating features such as washability and 360° stretch.」

「We will introduce a merchandising (MD) support system and work to improve sales and gross profit by optimizing purchasing and inventory and improving the accuracy of product development.」

「On the product side, to provide products that customers value more than any others in Japan, we incorporated frontline opinions into the product assortment through product planning meetings attended by store managers, while also introducing best-selling products through tiered production and controlling markdowns.」

「To provide products that are “the most appreciated by customers in Japan,” we used product-planning meetings attended by store managers to reflect frontline opinions in our product lineup, and also focused on launching best-selling products through rank-based production and controlling markdowns.」

「To provide products that customers value more than any others in Japan, we held product planning meetings attended by store managers and divided the merchandise development cycle into 8 periods a year to improve planning accuracy, while also introducing best-selling products through tiered production and controlling markdowns.」

「We further strengthened control over product launches and markdowns based on best-seller rankings, while bringing forward the launch of seasonal products and working to improve the gross margin through greater efficiency.」

「In terms of products, we continued to work on developing highly fashionable, functional and high-quality products, and also sought to strengthen our ability to respond to seasonal and regional demand by making the MD cycle more granular. In addition, we sought to ensure the consistent availability of best-selling products by increasing the frequency of product launches in stores. We also strengthened control over product launches and markdowns, working to improve the gross margin.」

「In terms of products, we worked to develop highly fashionable, functional and high-quality products, and divided our MD cycle into 6 seasons from 4 to strengthen our ability to respond to seasonal demand. We also increased the number of monthly product launches to keep store merchandise fresh.」

「In terms of products, we worked to develop highly fashionable, functional and high-quality products, and divided our MD cycle into 6 seasons from 4 to strengthen our ability to respond to seasonal demand. We also increased the number of monthly product launches to keep store merchandise fresh.」