Strengthening the apparel business’s sales capabilities by embedding a customer-service culture

「On 19 November 2024, we transferred all shares of 株式会社マックハウス, which operated the apparel business, to G Future Fund No. 1 Investment Limited Partnership.」

「As securing operating profit was given top priority, we pursued a transformation of our earnings structure. While optimizing selling, general and administrative expenses by closing unprofitable stores and thoroughly reducing costs through operational reforms, we also strengthened brick-and-mortar stores through personnel revitalization measures, including reviewing the internal certification program for part-time employees and using social media to propose staff styling ideas.」

「To prioritize securing operating profit, we pursued a transformation of our earnings structure by closing unprofitable stores and thoroughly reducing costs through fundamental reforms to the headquarters structure, while also strengthening profitable existing businesses.」

「We also sought to share information useful in daily life through two-way communication between the product development division and stores using the survey function of a digital tool.」

「In sales operations, we promoted staff training through video distribution using digital tools and worked to improve store service and the efficiency of store management by responding to customers’ increasingly diverse lifestyles.」

「We improved store service by operating the new internal certification program “Good Style Advisor” to improve store staff’s customer-service skills, beginning full-scale operation of a communication tool linking headquarters with all stores, and advancing the standardization and efficiency of store operations.」

「In the apparel business, under the slogan “Building stores trusted by many customers and that offer an appealing shopping experience,” we worked to address new lifestyles and a broad range of customer needs. We also began full-scale operation of a communication tool linking headquarters with all stores to educate store staff and standardize and improve the efficiency of store operations, thereby improving store service.」

「In the apparel business, we pursued our slogan, “Building stores trusted by many customers and that offer an appealing shopping experience.”」

「In the apparel business, we pursued our slogan, “Building stores trusted by many customers and that offer an appealing shopping experience.” However, customer numbers fell sharply, particularly at shopping centers, due to requests to refrain from going out amid the spread of COVID-19, shortened business hours to prevent infection, and store closures resulting from the closure of facilities where our stores were located.」

「In the apparel business, under the slogan “Building stores trusted by many customers and that offer an appealing shopping experience,” we continued the product and store-operations reforms initiated in the previous fiscal year.」

「In the apparel business, under the slogan “Building stores trusted by many customers and that offer an appealing shopping experience,” we pursued product and store-operations reforms and changed the direction of store development.」

「In the apparel business, under the slogan “Building stores trusted by many customers and that offer an appealing shopping experience,” we promoted product and store-operations reforms.」

「In pursuit of renewed growth, as set out in the previous fiscal year, we continued to pursue 6 basic measures: “strengthening sales capabilities by embedding a customer-service culture,” “continuously increasing new customers,” “expanding products addressing essential daily needs,” “achieving low prices and high gross margins through procurement reform,” “pursuing original designs and content,” and “increasing sales per store by making stores larger.”」

「We continued to pursue the 6 basic initiatives set out in the previous consolidated fiscal year to achieve renewed growth: “strengthening sales capabilities by embedding a customer-service culture,” “continuously increasing new customers,” “expanding everyday essentials needed for daily life,” “achieving low prices and high gross margins through procurement reform,” “pursuing distinctive designs and content,” and “increasing sales per store by expanding store formats.”」

「We continued to pursue the 6 basic initiatives set out in the previous consolidated fiscal year to achieve renewed growth: “strengthening sales capabilities by embedding a customer-service culture,” “continuously increasing new customers,” “expanding everyday essentials needed for daily life,” “achieving low prices and high gross margins through procurement reform,” “pursuing distinctive designs and content,” and “increasing sales per store by expanding store formats.”」

「We pursued 6 themes: ① strengthening sales capabilities by embedding a customer-service culture, ② continuously increasing new customers, ③ expanding products addressing essential daily needs, ④ achieving low prices and high gross margins through procurement reform, ⑤ pursuing original designs and content, and ⑥ increasing sales per store by making stores larger. Specifically, this included ① fostering a culture of competition in customer-service sales, such as through the sale of business-casual jackets,」