Strengthening sales of products that meet actual demand and offer value at low prices

「We strengthened our range of low-priced products, including the ¥1,990 sneakers and ¥450 indoor shoes, to meet the needs of customers strongly inclined to economize amid rising prices, thereby differentiating ourselves from competitors and enhancing our competitiveness.」

「In terms of products, as part of the restructuring of the women's division, we began selling the “HusHusH” brand through a collaboration with WORLD CO.,LTD. By introducing a well-known new brand and expertise in creating sales floors, we sought to increase customer traffic. In addition, as summer functional products, we expanded the “SA・RA・RI” series under the private-label “NAVY” brand, developing a range of products that combines fashion appeal and functionality.」

「In addition to controlling procurement, accelerating the conversion of carryover products into cash and working to achieve appropriate inventory levels, we optimized selling, general and administrative expenses by closing unprofitable stores and thoroughly reducing costs through operational reforms. At the same time, we strengthened sales capabilities through workforce revitalization measures, including revising the in-house qualification system for part-time employees and disseminating information using digital tools.」

「In terms of products, while the lingering summer delayed the start of the autumn season, we focused on sales of bottoms, an established year-round item, to secure revenue. At the same time, we controlled procurement and accelerated the conversion of carryover products into cash, working to achieve appropriate inventory levels.」

「In terms of products, while disposing of slow-moving inventory to achieve appropriate inventory levels, we sought to optimize assortments by analyzing customer needs according to regional and location-specific characteristics, with the aim of strengthening competitiveness. In addition, to prioritize securing operating profit, we closed unprofitable stores and drastically reduced costs through fundamental reforms to the head-office structure, while strengthening profitable existing businesses, thereby advancing a transformation of our earnings structure.」

「In terms of products, while disposing of slow-moving inventory to achieve appropriate inventory levels, we implemented thorough inventory management by region and store location to create assortments suited to customer needs and strengthen competitiveness.」

「We made high-performance outerwear, developed around the private-label “NAVY” brand by incorporating customer requests regarding comfort and functionality, a mainstay product. We also sold functional knitwear offering antibacterial and deodorizing properties, static-electricity control and stretch, as well as the “温℃” series made with warm materials, positioning these useful items, designed for consumer convenience, as core products.」

「In terms of products, under the concept of “making every day comfortable,” we made priority products of the “SA・RA・RI” series, which combines summer comfort-function innerwear with frequently worn casual items featuring functions suited to each product, such as cooling, odor control and antibacterial properties. In addition, we began selling casual wear under the “CEDAR CREST” brand, which enjoys strong customer support at our parent company, CHIYODA CO.,LTD., using functional materials such as cooling and moisture-wicking, quick-drying fabrics, and expanded our range of functional products in response to customer demand for measures against extreme heat.」

「In terms of products, we added functions suited to each product, such as cooling, odor control and antibacterial properties, to a broad range of frequently worn casual items, including T-shirts and relaxed pants, and made them priority products under the “SA・RA・RI” series.」

「In terms of products, we introduced collaboration products with a popular anime series and, in response to growing demand for outdoor products, rolled out original-design products from the popular outdoor brand “CAPTAIN STAG.” We also used environmentally conscious materials, including recycled cotton and recycled fibers made from used PET bottles. In addition, we began carrying the larger sizes frequently requested by customers and developed locally tailored assortments, thereby promoting product development responsive to market conditions and store locations.」

「In terms of products, we introduced collaboration products with a popular anime series and, in response to growing demand for outdoor products, launched original-design products from the popular outdoor brand “CAPTAIN STAG.” We also began carrying the larger sizes frequently requested by customers, thereby promoting product development that responds to market needs.」

「In terms of products, we strengthened proposals for a lifestyle in which families can enjoy casual fashion by introducing collaboration products with a popular anime series and selling full lines, including kids' lines, for brands that had previously carried only men's and women's products.」

「In terms of products, we strengthened our offerings for families by introducing collaboration products with a popular anime series that attracted considerable attention, and by adding kids' lines to brands that had previously carried only men's and women's products, thereby beginning full-line sales.」

「In terms of products, sales of seasonal items fell below the previous year amid weaker demand for going out and weather-related factors. However, we introduced homewear and masks as COVID-era items, began rolling out the new women's brand “Howdy Marie,” and these products performed steadily.」

「Homewear and cooling masks introduced as work-from-home and other COVID-era items performed well, while sales of seasonal products remained sluggish due to weaker demand for going out.」

「As part of our product reforms, we improved product quality to avoid an excessive focus on low prices, reduced the categories we carry and narrowed the number of items, thereby aligning our product level and design aesthetic.」

「As part of our product reforms, we improved product quality to avoid an excessive focus on low prices, reviewed the categories we carry and narrowed the number of items, thereby aligning our target market, product level and design aesthetic.」

「In terms of product strategy, we worked to expand sales of low-priced private-label jeans, broaden our range of low-priced sundries, strengthen sales of everyday apparel such as innerwear, legwear and homewear, and differentiate our designs from those of other companies through original logos and characters.」

「In terms of product strategy, we worked to expand sales of high-quality, low-priced private-label jeans, broaden our range of low-priced sundries, strengthen sales of everyday apparel such as innerwear, legwear and homewear, and differentiate our designs from those of other companies through original logos and characters.」

「In product strategy, we worked to expand sales of high-quality, low-priced PB jeans, enhance the range of low-priced general merchandise, strengthen sales of everyday apparel such as innerwear, legwear and homewear, and differentiate designs through original logos and characters.」

「In product strategy, we worked to expand sales of high-quality, low-priced private-brand jeans, enhance the range of low-priced general merchandise, and strengthen sales of everyday apparel such as innerwear, legwear and homewear.」

「We differentiated ourselves from competitors by developing original character products and achieving low-priced products with high gross margins through measures such as reviewing production locations. Innerwear, legwear and children’s apparel, in particular, performed well as everyday essentials.」

「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.”」

「Specifically, we advanced initiatives including ① fostering a competitive culture in customer-service sales, such as sales of business-casual jackets, ② continuing newspaper advertising and enhancing mobile-member initiatives, ③ launching innerwear, legwear, loungewear and rain-related products, ④ expanding direct trade with Southeast Asian countries and developing new business partners, ⑤ focusing on denim-patterned products and low-priced, trend-focused women’s products, and ⑥ opening and relocating large-format new-format stores, including “Mac-House Superstore” and “Mac-House Superstore Future.”」

「We pursued the themes of ③ expanding everyday essentials needed for daily life, ④ achieving low prices and high gross margins through procurement reform, and ⑤ pursuing fashion appeal, design and originality. Specifically, we advanced initiatives such as launching the new innerwear product “Cho Tokudan” and “Atataka Rande Denim,” which offers excellent stretch and heat retention.」

「For bottoms, a core product category, we launched “NAVY JEANS,” carefully designed with comfortable stretch material and a nano-platinum treatment to maintain a clean appearance. Our proposal to coordinate jeans-based outfits with jackets, promoted as a new sales-generation initiative, received broad support and contributed to an increase in units sold.」

「In the apparel business, we strengthened sales of everyday essentials and high-value, low-priced products. For example, we enhanced the assortment of innerwear, legwear and rain-related products and launched products such as “Authentic G-Jackets,” “Stretch Chino Pants” and “Knit Leggings,” and “Stretch Color Pants” and “Zip Parkas and Long Cardigans,” achieving surprisingly low prices and quality.」