Declining competitiveness due to reliance on physical stores and the digital shift
First written in FY2021-Q1. 4 of 7 entries say "Mitigated", first in FY2021. Latest entry: FY2025.
The whole theme swung hardest in 2017: 1 of 10 companies on the "Worse" side.
0 other companies' latest entry also says "Mitigated".
- FY2025MitigatedAnnual report
「In this context, we launched a company-wide, cross-functional digital transformation project led by the president to reform operations. This year, we improved operational efficiency using digital technology and established a structure enabling employees to focus on their core duties, such as in-store sales.」
The company addressed the risk of declining competitiveness from dependence on physical stores and the shift to digital through company-wide DX initiatives and greater operational efficiency. - FY2025-Q1MitigatedAnnual report
「With the contraction of the domestic market accompanying population decline and labor shortages unavoidable, digital technology is evolving at an accelerating pace and significantly affecting business operations and people's lives. Accordingly, we launched a company-wide DX promotion project this year and will pursue business transformation using digital technology.」
To address the risk of declining competitiveness resulting from population decline, labor shortages and the shift to digital, the company announced the launch of a company-wide DX promotion project this year. - FY2023-Q1MitigatedAnnual report
「In April, Meetz STORE, operated by Takashimaya Transcosmos International Commerce PTE.LTD., opened at the Shinjuku store. It showcases a wide range of carefully selected, high-sensitivity brands, primarily for customers who want to see products at a physical store before purchasing them. We will work to acquire new customers by maximizing the strengths of physical stores.」
To address declining competitiveness from dependence on physical stores, the company opened Meetz STORE at the Shinjuku store and worked to acquire new customers through the in-store experience. - FY2022RaisedAnnual report
「Through this project, we will differentiate ourselves from other companies through OMO (Online Merges with Offline), which will promote synergies by removing the barriers between physical stores and online channels, while showcasing attractive and exclusive department-store products and providing services that e-commerce-only businesses cannot offer.」
The response to declining competitiveness from dependence on physical stores was made more concrete through OMO, differentiation from e-commerce-only businesses, and the provision of exclusive products and services. - FY2022-Q1AdvancedAnnual report
「We accelerated the use of digital technology to rebuild relationships with customers. In addition to initiatives using customer data through alliances with NTT DOCOMO, INC. and Loyalty Marketing, Inc., we worked to improve customer convenience by providing remote customer service using tablets.」
To address dependence on physical stores, the company used customer data and provided remote customer service via tablets. - FY2021MitigatedAnnual report
「We will respond to changes in consumer behavior by actively expanding sales channels that do not rely on physical stores, including e-commerce, and introducing contactless sales systems at physical stores, such as remote customer-service systems using digital technology.」
To address the risk of declining competitiveness from dependence on physical stores, the company identified the introduction of e-commerce, remote customer service and contactless sales. - FY2021-Q1First statedAnnual report
「As society as a whole shifts further toward digital platforms, consumer activity is expected to expand dramatically through online consumption using the internet, in addition to physical-store purchases. In light of these changes, continuing to operate the business based on conventional thinking carries a risk of a significant decline in competitiveness.」
The company identified declining competitiveness resulting from continuing a conventional business model, in light of the digital shift in lifestyles and consumer behavior, as a new risk.