Restoring the enjoyment and trust associated with stores and the strength of product brands by revitalizing existing stores
First written in FY2019-Q3. 12 of 21 entries say "Restated". Latest entry: FY2026.
25 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「The Group-wide theme for FY2026 is “Next Challenge 3rd: Evolving Challenges.” We decided to grow the challenges themselves into larger and more valuable initiatives, rather than simply repeat what we have done to date.」
The progression from improving existing-store performance through Re-Born and the Next Challenge was updated to “Evolving Challenge,” which raises the scale and value of the challenge itself. - FY2025AdvancedAnnual report
「In the “Shimamura Super Surprise Sale,” held from 20 November to increase the number of Shimamura fans, sales and customer traffic on the first day of the flyer promotion reached record highs, further improving existing-store sales.」
Amid the improvement in existing-store performance and restoration of brand strength, further growth in existing-store sales was reported through sales events, local initiatives, influencer and character campaigns, and digital promotions. - FY2024-Q3RestatedAnnual report
「Against this backdrop, the Group adopted “Re-Born Final Stage: From Application to Completion” as its common theme for FY2023. As the final year of the medium-term management plan, we will bring the strengthening of our product and sales capabilities and business foundations to a certain stage of completion, carry the results and knowledge accumulated over the past 3 years into the next stage, further upgrade stores where customers can browse and touch products, enjoy making selections and shop casually, and deliver excitement and wants to customers.」
The framework of “Re-Born Final Stage: ‘From Application to Completion,’” including the enhancement of existing stores, and the policy of strengthening product, sales and business foundations continued. - FY2024-Q2RestatedAnnual report
「Our group adopted “Re-Born Final Stage: ‘From Application to Completion’” as its unified group theme for 2023. As the final year of the medium-term management plan, we aim to complete the strengthening of product and sales capabilities and the fundamentals and foundation of the business」
The framework of “Re-Born Final Stage: ‘From Application to Completion,’” including the enhancement of existing stores, and the policy of strengthening product, sales and business foundations continued. - FY2024-Q1RestatedAnnual report
「Our group adopted “Re-Born Final Stage: ‘From Application to Completion’” as its unified group theme for 2023. As the final year of the medium-term management plan, we aim to complete the strengthening of product and sales capabilities and the fundamentals and foundation of the business」
Under “Re-Born Final Stage: ‘From Application to Completion,’” the policy of strengthening product and sales capabilities and the business foundation continued in the first quarter, with the aim of linking these efforts to the next stage. - FY2023ReframedAnnual report
「In 2023, we will continue to advance the development of stores where customers can see and touch products, choose them enjoyably and shop with ease, delivering “excitement” and “wants” to customers.」
Under “Re-Born Final Stage: ‘From Application to Completion,’” the framework was updated to aim for completion at the next stage through the enhancement of existing stores, products and sales capabilities. - FY2023-Q3AdvancedAnnual report
「Against this backdrop, the Group adopted “Re-Born 2nd Stage: Evolution and Application” as its common theme for FY2022. We are further strengthening our product and sales capabilities to deliver excitement and wants to customers at stores where they can browse and touch products, enjoy making selections and shop casually. To strengthen our business foundations, we introduced a new customer management system in November and opened a new-model Divaro store.」
Under “Re-Born 2nd Stage: ‘Evolution and Application,’” the introduction of a customer management system and the opening of new-model Divalo stores were confirmed as specific achievements. - FY2023-Q2RestatedAnnual report
「Against this backdrop, our group adopted “Re-Born 2nd Stage: ‘Evolution and Application’” as its unified group theme for FY2022. To deliver “excitement” and “wants” to customers in stores that have been revived and evolved, where they can see and touch products, choose them enjoyably and shop with ease, we are further strengthening our product and sales capabilities. To strengthen the fundamentals and foundation of the business, we plan to introduce a customer management system and open new-model stores for the Divalo business in the second half.」
The policy of “Re-Born 2nd Stage: ‘Evolution and Application’” and strengthening product and sales capabilities continued. The planned introduction of a customer management system and opening of new-model Divalo stores were added as specific measures for the second half. - FY2022ReframedAnnual report
「The Group-wide theme for FY2022, the second year of the medium-term management plan, was updated to “Re-Born 2nd Stage: Evolution and Application.” At stores that have been renewed and evolved, where customers can browse and touch products, enjoy making selections and shop casually, we will further strengthen our product and sales capabilities to deliver excitement and wants to customers, while focusing on strengthening the foundations of our businesses and preparing for the future.」
The framework was revised from “Re-Born 1st Stage: ‘Revival and Evolution’” to 2nd Stage: “Evolution and Application,” adding the response to customer “wants” to the scope of efforts to strengthen product and sales capabilities. - FY2022-Q3RestatedAnnual report
「The Group adopted “Re-Born 1st Stage: Renewal and Evolution” as its common theme for FY2021. We are further evolving stores where customers can browse and touch products, enjoy making selections and shop casually, and further strengthening our product and sales capabilities to deliver excitement to customers.」
Under “Re-Born 1st Stage: ‘Revival and Evolution,’” developed from improving existing-store performance, efforts to strengthen product and sales capabilities continued. - FY2022-Q2RestatedAnnual report
「The Group adopted “Re-Born 1st Stage: Renewal and Evolution” as its common theme for FY2021. We are further evolving stores where customers can browse and touch products, enjoy making selections and shop casually, and further strengthening our product and sales capabilities to deliver excitement to customers.」
Under “Re-Born 1st Stage: ‘Revival and Evolution,’” developed from improving existing-store performance, efforts to strengthen product and sales capabilities continued. - FY2022-Q1RestatedAnnual report
「The Group adopted “Re-Born 1st Stage: Renewal and Evolution” as its common theme for FY2021. We are further evolving stores where customers can browse and touch products, enjoy making selections and shop casually, and further strengthening our product and sales capabilities to deliver excitement to customers.」
The policy of strengthening product and sales capabilities continued under “Revival and Evolution,” developed from the previous fiscal year’s “Re-Born.” - FY2021ReframedAnnual report
「The Group-wide theme for FY2021, the first year of the medium-term management plan, was “Re-Born 1st Stage: Renewal and Evolution.” We will further evolve stores where customers can browse and touch products, enjoy making selections and shop casually, and further strengthen our product and sales capabilities to deliver excitement to customers, while focusing on strengthening the foundations of our businesses and preparing for the future.」
The framework transitioned from improving existing-store performance to “Re-Born” and was defined in FY2021 as the first stage, “Revival and Evolution.” - FY2021-Q3RestatedAnnual report
「Against this backdrop, the Group adopted “Re-Born” as its common theme for FY2020, with the revival of the Shimamura Group as the focus. We aimed to create stores where the whole family can browse and touch products, enjoy making selections and shop casually, and continued to strengthen our products and sales capabilities.」
Under “Re-Born,” revised from “Improving Existing-Store Performance,” the policy of reviving the group through stronger product and sales capabilities continued in the third quarter. - FY2021-Q1RestatedAnnual report
「Our group adopted “Re-Born” as its unified group theme for FY2020. With the revival of the Shimamura Group as its objective, we aim to create stores where the whole family can see and touch products, choose them enjoyably and shop with ease, and are pursuing further enhancements to our product and sales capabilities.」
The policy of strengthening product and sales capabilities under the FY2020 “Re-Born” framework, revised from the previous fiscal year’s “Improving Existing-Store Performance,” was reiterated. - FY2020ReframedAnnual report
「Against this backdrop, our group adopted “Re-Born” as its unified group theme for FY2020. With the revival of the Shimamura Group as its objective, we aim to create stores where the whole family can see and touch products, choose them enjoyably and shop with ease. While continuing the 3 dialogues conducted this fiscal year, namely dialogues with the market, consumers and customers, we will further strengthen our product and sales capabilities.」
“Improving Existing-Store Performance” was summarized as an initiative for FY2019, while in the new fiscal year the framework was revised under “Re-Born” to continue the 3 dialogues and strengthen product and sales capabilities. - FY2020-Q3RestatedAnnual report
「Against this backdrop, the Group adopted “Improving Existing-Store Performance” as its common theme for FY2019. With the restoration of the Shimamura brand as the focus, we pursued reforms to customer-focused stores and sales floors and to our merchandise composition capabilities, aiming to create stores where customers can enjoy browsing and touching products, make selections easily and shop casually.」
Reforms to stores, sales floors and product merchandising capabilities aimed at the FY2019 unified theme of “Improving Existing-Store Performance” and restoring Shimamura’s brand strength continued. - FY2020-Q2RestatedAnnual report
「Against this backdrop, the Group adopted “Improving Existing-Store Performance” as its common theme for FY2019. With the restoration of the Shimamura brand as the focus, we pursued reforms to customer-focused stores and sales floors and to our merchandise composition capabilities, aiming to create stores where customers can enjoy browsing and touching products, make selections easily and shop casually.」
The policy of reforming stores, sales floors and product merchandising capabilities, centered on improving existing-store performance and restoring Shimamura’s brand strength, continued. - FY2020-Q1RestatedAnnual report
「Against this backdrop, the Group adopted “Improving Existing-Store Performance” as its common theme for FY2019. With the restoration of the Shimamura brand as the focus, we pursued reforms to customer-focused stores, sales floors and merchandise composition, with the aim of creating stores where customers can enjoy browsing and touching products, make selections easily and shop casually.」
The policy of pursuing reforms in stores, sales floors and product merchandising capabilities under the overall theme of “Improving Existing-Store Performance” continued in the first quarter. - FY2019ReframedAnnual report
「At the beginning of the fiscal year, our group established “Expanding Scale and Strengthening the Foundation” as the theme for the fiscal year. From the third quarter, the group adopted “Elevating Existing Stores” as its theme across all businesses and has been working to restore the enjoyment and trust associated with its stores and the brand strength of its products and product selection. These efforts are beginning to produce results, including improvements in average customer spend in the Shimamura business and customer traffic in the Avail business during the fourth quarter.」
“Elevating Existing Stores,” introduced in the third quarter, became the full-year policy, and its wording was revised to “Improving Existing-Store Performance” in FY2019. Improvements in Shimamura’s average customer spend and Avail’s customer traffic were noted in the fourth quarter. - FY2019-Q3First statedAnnual report
「From the third quarter, we have pursued initiatives across all businesses under the Group theme of “strengthening existing stores,” including restoring the enjoyment and sense of trust associated with stores and rebuilding the brand strength of our products and assortments, while also working on employee education and development.」
From the third quarter, measures were presented to restore the brand strength of existing stores in terms of appeal, trust and product selection as a new priority theme common to all businesses.