Expanding customer segments by adapting to market conditions and customer needs
First written in FY2017-Q1. 19 of 34 entries say "Restated". Latest entry: FY2027-H1.
The whole theme swung hardest in 2020: 1 of 6 companies on the "Worse" side.
1 other company's latest entry also says "Restated".
- FY2027-H1RestatedAnnual report
「Against this backdrop, based on our medium-term management plan, our group steadily advanced various initiatives, including expanding private-label products, implementing strategies by store and business format, strengthening digital promotions and further advancing OMO, expanding sales channels, improving operating efficiency, and putting sustainability management into practice.」
The company continues to pursue six areas of initiatives under its medium-term management plan and states that it is steadily advancing each initiative. - FY2026-H1RestatedAnnual report
「Our group continues to pursue measures under the medium-term management plan “Change,” including “expanding private-label products,” “strategies by store and business format,” “strengthening digital promotions and further advancing OMO,” “expanding sales channels,” “improving operating efficiency,” and “implementing sustainability management.”」
The Group continues to pursue the six areas of initiatives under the medium-term management plan, “Change.” - FY2025-H1ReframedAnnual report
「In the footwear business, we prepared a standalone medium-term management plan and, under the basic policy of “Change,” worked on various measures aimed at further growth, including “expanding private-label products,” “strategies by store and business format,” “strengthening digital promotions and further advancing OMO,” “expanding sales channels,” “improving operating efficiency,” and “implementing sustainability management,” while working to improve services as a footwear specialist.」
The existing measures to adapt to market and customer needs have been organised as growth initiatives under the basic policy of the standalone medium-term management plan “Change,” covering 6 areas: private labels, stores and business formats, digital promotions and OMO, sales channels, operating efficiency, and sustainability. - FY2025-Q1ReframedAnnual report
「Under these circumstances, our group pursued everyday convenience from the perspective of a specialist retailer and developed and proposed private-label products aimed at a more comfortable lifestyle.」
Measures to adapt to market and customer needs have been organised as the pursuit of everyday convenience as a specialist retailer and the development and proposal of private-label products focused on a comfortable lifestyle. - FY2024-Q3ReframedAnnual report
「Under these circumstances, our group sought to improve cost efficiency and restore sales by pursuing convenience from the perspective of a specialist retailer, offering a range of products suited to customers’ lifestyles and needs, and reviewing its advertising methods.」
Measures to adapt to market and customer needs have been organised as improved cost efficiency and sales recovery through the pursuit of convenience as a specialist retailer, product proposals, and a review of advertising methods. - FY2024-Q2ReframedAnnual report
「Under these circumstances, our group sought to restore sales by pursuing everyday convenience from the perspective of a specialist retailer, offering a range of products suited to customers’ lifestyles and needs, and reviewing its advertising methods.」
Measures to adapt to market and customer needs have been organised as sales recovery through the pursuit of everyday convenience as a specialist retailer, product proposals, and a review of advertising methods. - FY2024-Q1ReframedAnnual report
「Under these circumstances, our group sought to restore sales by pursuing everyday convenience from the perspective of a specialist retailer, offering a range of products suited to customers’ lifestyles and needs, and strengthening promotional activities.」
Measures to adapt to market and customer needs have been organised as sales recovery through product proposals and stronger promotions by a specialist retailer pursuing everyday convenience. - FY2023ReframedAnnual report
「Our group’s medium-term management strategy is to strengthen its management foundation and improve operating efficiency by responding to changes in market and customer needs and steadily implementing the following measures concerning products, stores and the organisation. ① Strengthen the ability to develop affordable, high-quality private-label products and enhance private-label value ② Develop products suited to market changes and regional needs ③ Optimise inventory through greater system and logistics accuracy and store standardisation ④ Strengthen the e-commerce business and expand omnichannel operations by integrating e-commerce with physical stores ⑤ Expand the customer base by strengthening digital marketing ⑥ Expand sales channels, including sales outside stores ⑦ Improve head-office efficiency by reviewing the functions of the head office and regional headquarters」
The existing measures for expanding the customer base have been organised into a seven-item medium-term strategy covering private labels, regional product development, inventory and logistics, e-commerce and store integration, digital marketing, sales outside stores, and a review of head-office functions. - FY2023-Q3RestatedAnnual report
「In the footwear business, we worked to strengthen sales of priority products and improve inventory freshness, with the aim of enhancing services as a footwear specialist and strengthening our ability to propose products. In response to changes in the operating environment, we also promoted the expansion of digital marketing and the e-commerce business.」
We continue to strengthen services and product proposals as a footwear specialist, promote sales of priority products, improve inventory freshness, and expand digital marketing and e-commerce. - FY2023-Q2RestatedAnnual report
「In the footwear business, we worked to strengthen sales of priority products and improve inventory freshness, with the aim of enhancing services as a footwear specialist and strengthening our ability to propose products. In response to changes in the operating environment, we also promoted the expansion of digital marketing and the e-commerce business.」
We continue to strengthen services and product proposals as a footwear specialist, promote sales of priority products, improve inventory freshness, and expand digital marketing and e-commerce. - FY2023-Q1ReframedAnnual report
「In the footwear business, we worked to strengthen sales of priority products and improve inventory freshness, with the aim of enhancing services as a footwear specialist and strengthening our ability to propose products. In response to changes in the operating environment, we also promoted the expansion of digital marketing and the e-commerce business.」
Measures to adapt to market and customer needs have been organised around enhanced services as a footwear specialist, stronger product proposals, increased sales of priority products, digital marketing, and e-commerce expansion. - FY2022-Q3AdvancedAnnual report
「In sales promotion, with strengthening digital marketing as a key theme, we used social networking services (SNS), formed an in-house influencer team to introduce each member’s recommended items, and used dance videos and other content to highlight product functionality and the product lineup. We also actively distributed information and offered discounts to app and email newsletter members, bringing the number of members as of the end of the third quarter of the current consolidated fiscal year to 8.19 million, an increase of 1.22 million from the end of the previous consolidated fiscal year.」
Digital marketing initiatives, including the in-house influencer team, dance videos, and member information distribution and discount services, were continued and expanded, bringing the number of members to 8.19 million, up 1.22 million from the end of the previous consolidated fiscal year. - FY2022-Q2AdvancedAnnual report
「In sales promotion, we strengthened digital marketing by using social networking services (SNS) to highlight product functionality and the product lineup through dance videos and other content, and by forming an in-house influencer team to introduce each member’s recommended items. We also actively distributed information and offered discounts to app and email newsletter members, bringing the number of members as of the end of the second quarter of the current consolidated fiscal year to 7.91 million, an increase of 940,000 from the end of the previous consolidated fiscal year.」
Digital marketing combining SNS videos, an in-house influencer team, app and email newsletter distribution, and discount services was advanced, bringing the number of members to 7.91 million, up 940,000 from the end of the previous consolidated fiscal year. - FY2022-Q1AdvancedAnnual report
「In sales promotion, we strengthened digital marketing by using social networking services (SNS) to showcase product functionality and the product lineup through dance videos and other content. We also actively distributed information and offered discounts to app and email newsletter members, bringing the number of members as of the end of the first quarter of the current consolidated fiscal year to 7.41 million, an increase of 440,000 from the end of the previous consolidated fiscal year.」
Digital marketing initiatives were developed through SNS dance videos, app and email newsletter distribution, and discount services, bringing the number of members to 7.41 million, up 440,000 from the end of the previous consolidated fiscal year. - FY2021ReframedAnnual report
「Our group’s medium-term management strategy is to strengthen its management foundation and improve operating efficiency by responding to changes in market and customer needs and steadily implementing the following measures concerning products, stores and the organisation. ⑤ Expand the customer base by strengthening digital marketing」
The existing measures for adapting to market and customer needs have been organised into a six-item medium-term strategy, including expanding the customer base through digital marketing. - FY2021-Q3AdvancedAnnual report
「Our Group newly established an SNS strategy group to disseminate information to younger people and others who had not previously visited its stores. As a new initiative, it also developed collaboration corners with the online shoe retailer Locondo at the Shoe Plaza Shinjuku East Exit Station Front and Ueno stores, thereby working to expand its customer base.」
It expanded its customer base through the establishment of an SNS strategy group, information dissemination to younger people who had not previously visited its stores, and the development of collaboration corners with Locondo. - FY2021-Q1ReframedAnnual report
「With a view to continued changes in consumer purchasing behavior even after the COVID-19 pandemic subsides, our Group has strengthened web content such as e-commerce, apps and email newsletters, and promoted coordination between its e-commerce site and physical stores.」
The measures to adapt to market and customer needs are presented as a response to continued changes in consumer purchasing behavior after the infectious disease subsides, with coordination between e-commerce, web channels and physical stores brought to the forefront. - FY2020-Q2RestatedAnnual report
「To respond to these conditions and enhance the appeal of its specialty stores, our Group has worked to improve inventory freshness, expand affordable products and enhance convenience, while remodeling stores to reflect local characteristics. At the same time, it strengthened customer acquisition through web content such as apps and email newsletters and through social networking services (SNS), including official LINE accounts, and promoted coordination between its e-commerce site and physical stores.」
It continues to strengthen its specialty stores through a combination of inventory freshness, pricing, convenience, remodeling suited to local characteristics, customer acquisition through web and SNS channels, and coordination between e-commerce and physical stores. - FY2020-Q1RestatedAnnual report
「To respond to these conditions and enhance the appeal of its specialty stores, our Group has worked to improve inventory freshness, expand affordable products and strengthen customer service, while remodeling stores to reflect local characteristics. At the same time, it strengthened customer acquisition through web content such as apps and email newsletters and through social networking services (SNS), including official LINE accounts, and promoted coordination between its e-commerce site and physical stores.」
It continues to strengthen its specialty stores through a combination of inventory freshness, pricing, customer service, remodeling suited to local characteristics, customer acquisition through web and SNS channels, and coordination between e-commerce and physical stores. - FY2019RestatedAnnual report
「Under these circumstances, our Group strengthened its brand presentation and actively remodeled stores around clearly defined themes to create sales floors that communicate the usage value of products. We also strengthened customer acquisition through web content such as apps, email newsletters and social networking services (SNS).」
It continues to pursue brand presentation, remodeling around clearly defined themes, sales floors that communicate product usage value, and stronger customer acquisition through web content. - FY2019-Q3RestatedAnnual report
「Under these circumstances, our Group strengthened its brand presentation and actively remodeled stores around clearly defined themes to create sales floors that communicate the usage value of products. We also strengthened customer acquisition through web content such as apps, email newsletters and social networking services (SNS).」
It continues to pursue brand presentation, remodeling around clearly defined themes, sales floors that communicate product usage value, and stronger customer acquisition through web content. - FY2019-Q2RestatedAnnual report
「Under these circumstances, our Group strengthened its brand presentation and actively remodeled stores around clearly defined themes to create sales floors that communicate the usage value of products. We also strengthened customer acquisition through web content such as apps, email newsletters and social networking services (SNS).」
It continues to pursue brand presentation, remodeling around clearly defined themes, sales floors that communicate product usage value, and customer acquisition through apps, email newsletters and SNS. - FY2019-Q1RestatedAnnual report
「Under these circumstances, our Group strengthened its brand presentation and actively remodeled stores around clearly defined themes to create sales floors that communicate the usage value of products. We also strengthened customer acquisition through web content such as apps, email newsletters and social networking services (SNS).」
It continues to pursue market adaptation measures through brand presentation, remodeling around clearly defined themes, sales floors that communicate product usage value, and customer acquisition through web content. - FY2018RestatedAnnual report
「Under these circumstances, our Group has promoted product development based on consumers’ views, reviewed its product lineup in response to changes in market conditions, and developed sales floors designed to communicate these changes through customer-oriented proposals. In particular, it worked to enhance the value of its private brands by differentiating products through functionality and design.」
It continues to pursue product development reflecting consumers’ views, product lineup reviews, customer-oriented sales floors, and differentiation through functionality and design. - FY2018-Q2RestatedAnnual report
「Under these circumstances, our Group has promoted product development based on consumers’ views, reviewed its product lineup in response to changes in market conditions, and developed sales floors designed to communicate these changes through customer-oriented proposals.」
It continues to develop products reflecting consumers’ views, adjust the product lineup in response to market changes, and create sales floors designed to make proposals to customers. - FY2018-Q1RestatedAnnual report
「Under these circumstances, our Group has promoted product development based on consumers’ views, reviewed its product lineup in response to changes in market conditions, and developed sales floors designed to communicate these changes through customer-oriented proposals.」
It continues to pursue a policy of reflecting consumers’ views in product development, adjusting the product lineup in response to market changes, and developing sales floors designed to make proposals to customers. - FY2017RestatedAnnual report
「Under these circumstances, our Group has promoted product development based on consumers’ views, reviewed its product lineup in response to changes in market conditions, and developed sales floors designed to make proposals to customers.」
It continues to pursue market adaptation measures by reflecting consumers’ views in product development, reviewing the product lineup and creating sales floors designed to make proposals to customers. - FY2017-Q3RestatedAnnual report
「Under these circumstances, our Group strengthened product proposals suited to changes in market conditions and customer needs, and advanced product development aimed at reducing weight and improving functionality. We also worked to expand the customer base and encourage store visits by disseminating information through email newsletters and official LINE accounts, while promoting improvements in the customer service skills of store staff.」
It continues to adapt to market and customer needs, propose products, expand the customer base and encourage store visits through information dissemination. - FY2017-Q2RestatedAnnual report
「Under these circumstances, our Group strengthened product proposals suited to changes in market conditions and customer needs, and advanced product development aimed at reducing weight and improving functionality. We also worked to expand the customer base and encourage store visits by disseminating information through email newsletters and official LINE accounts, while promoting improvements in the customer service skills of store staff.」
It continues to expand the customer base by adapting to market and customer needs, optimizing value and pricing, and using communication tools. - FY2017-Q1First statedAnnual report
「Under these circumstances, our Group has worked to expand its customer base by proposing trends suited to changes in market conditions and customer needs, optimizing the balance between product value and pricing, and using new communication tools.」
Measures to expand the customer base by combining trend proposals, value and price optimization, and communication tools.