Expanding the Repeat-Customer Base and the Daiwa Primary Card and Tomo no Kai Customer Club Programs
First written in FY2016. 21 of 29 entries say "Restated". Latest entry: FY2027-H1.
The whole theme swung hardest in 2020: 4 of 45 companies on the "Worse" side.
21 other companies' latest entry also says "Restated".
- FY2027-H1RestatedAnnual report
「At large product-promotion events such as the “Great Hokkaido Exhibition” held at both stores, the company engaged in digital promotions using social media to acquire next-generation customers.」
To acquire next-generation customers, the company continues to pursue customer growth initiatives combining original events, large-scale events and social-media promotions. - FY2026RestatedAnnual report
「② Promoting the loyal-customer strategy ・Strengthening external-sales capabilities to deepen relationships with priority customer segments ・Expanding membership in 大和プライマリーカード and 大和プライマリーカード Gold ・Implementing assortments and event initiatives to acquire next-generation customers」
External-sales capabilities, 大和プライマリーカード and Gold membership, and assortments and events for next-generation customers continue to be used as means of expanding the loyal-customer base. - FY2026-H1RestatedAnnual report
「During this period, in our core department store business, we worked to promote “product ranges and events that only Daiwa can offer” in the region, deepen relationships with priority customer segments and acquire next-generation customers.」
The Company continues to pursue the deepening of relationships with priority customers and acquisition of next-generation customers through unique products and initiatives as measures to expand the customer base. - FY2025AdvancedAnnual report
「② Initiatives to expand and deepen the customer base ・Promoting the acquisition of high-quality customers through the use of 大和プライマリーカード Gold ・Enhancing assortments and implementing initiatives for next-generation customers, and executing effective approaches to reach them ・Expanding the external-sales area into Fukui Prefecture ・Effective outreach to inbound customers through social media promotion and other channels」
The use of DPC Gold, initiatives for next-generation customers, expansion of the external-sales area into Fukui Prefecture, and outreach to inbound customers through social media were explicitly identified as new specific measures. - FY2025-H1RestatedAnnual report
「Going forward, the Company will continue to strengthen the development of "new products and initiatives" and, through implementing "products and assortments found only at 大和" and "initiatives only 大和 can deliver" in the region, work to further deepen relationships with priority customer segments and acquire next-generation customer segments.」
The Company continues to position the deepening of relationships with priority customers and the acquisition of next-generation customers through unique products, assortments, and initiatives as a measure to expand the customer base. - FY2025-Q1AdvancedAnnual report
「In March, the Company also newly issued the "大和プライマリーカード Gold" and worked to deepen relationships with priority customer segments and acquire new high-value customers.」
To expand the high-value customer base, the Company newly issued DPC Gold in March, as identified as an issue in the previous fiscal year. - FY2024AdvancedAnnual report
「・Introduction of the new "DPC (大和プライマリーカード) Gold" to expand the base of high-value customers」
The introduction of DPC Gold was explicitly identified as a new specific measure for expanding the loyal-customer base and the high-value customer base. - FY2024-Q3RestatedAnnual report
「Going forward, we will continue to strengthen the development of new products and events and, by implementing “product ranges available only at Daiwa” and “events only Daiwa can create” in the region, further deepen relationships with priority customer segments and acquire next-generation customers.」
The Company continues to position the deepening of relationships with priority customers and the acquisition of next-generation customers through unique products, assortments, and initiatives as a direction for expanding the customer base. - FY2024-Q2RestatedAnnual report
「Going forward, we will continue to strengthen the development of “new products and events” and, by implementing “products and product ranges available only at Daiwa” and “events only Daiwa can create” in the region, further deepen relationships with priority customer segments and acquire next-generation customers.」
The Company continues to position the deepening of relationships with priority customers and the acquisition of next-generation customers through unique products, assortments, and initiatives as a priority. - FY2024-Q1RestatedAnnual report
「Going forward, the Company will continue to strengthen initiatives involving "new products and planning" through integrated operation of the Korinbo and Toyama stores, and advance "products found only at 大和" and "initiatives only 大和 can deliver," while working to further deepen relationships with priority customer segments and acquire next-generation customers.」
The Company continues to pursue a policy of strengthening unique products and initiatives through integrated operation of the Korinbo and Toyama stores, with the aim of deepening relationships with priority customers and acquiring next-generation customers. - FY2023RestatedAnnual report
「In the department-store business, the Company has continued to pursue sales-strengthening measures centered on developing new "products and initiatives" to deepen relationships with priority customer segments and expand the next-generation customer segment.」
Deepening relationships with priority customers and expanding the next-generation customer base continue to be linked to sales-strengthening efforts through the development of new products and initiatives. - FY2023-Q3RestatedAnnual report
「Going forward, we will further promote distinctive sales initiatives that only our company can undertake in the region, work to deepen relationships with priority customer segments and acquire next-generation customers, and strive to improve management efficiency and restore profitability.」
Deepening relationships with priority customer segments and acquiring next-generation customer segments through unique sales initiatives continue to be positioned as the direction for expanding the customer base. - FY2023-Q2RestatedAnnual report
「Going forward, the Company will continue to pursue distinctive sales initiatives that only the Company can undertake in the region, work to further deepen relationships with priority customers and acquire next-generation customers, and seek to restore profitability alongside improvements in operating efficiency.」
Deepening relationships with priority customers and acquiring next-generation customers through distinctive sales initiatives continue to be positioned as the direction for expanding the customer base. - FY2023-Q1RestatedAnnual report
「Going forward, the Company will continue to pursue measures to strengthen sales centered on the development and promotion of new products and initiatives, while working to deepen relationships with priority customer segments and acquire next-generation customers.」
Deepening relationships with priority customer segments and acquiring next-generation customers continue to be linked to sales-strengthening measures centered on products and initiatives. - FY2022-Q3RestatedAnnual report
「During this period, in the core department store business, we gave top priority to the safety and security of customers and employees and thoroughly implemented measures to prevent the spread of infection, while continuing to strengthen the development of new products and events to expand into new customer segments and promote sales activities rooted in the local community.」
The direction of expanding the loyal-customer base and next-generation customer base continues to be linked to strengthening the development of new products and initiatives and locally rooted sales activities. - FY2021RaisedAnnual report
「③ Further expanding and deepening the market by demonstrating the ability to generate revenue independently Concentrating prestige-brand initiatives to deepen relationships with external-sales customers, reviewing the external-sales strategy to encompass both external-sales and card customers, and expanding the next-generation customer base」
The scope of loyal-customer-base expansion has been broadened to encompass external-sales customers and card customers, a review of the external-sales strategy, and expansion of the next-generation customer base. - FY2020RestatedAnnual report
「The Company has worked to expand and deepen its customer base.」
In its operations centered on the Korinbo and Toyama stores following the closure of the Takaoka store, the Company continues to pursue customer expansion and the deepening of relationships with existing customers. - FY2018-Q3RestatedAnnual report
「At the same time, the Company has strengthened regional product-fair initiatives and promoted the "My Guest Movement" with the participation of all employees, working to increase customer traffic」
The Company continues to strengthen customer traffic and the loyal-customer base through regional product-fair initiatives and the My Guest Movement involving all employees. - FY2018-Q2RestatedAnnual report
「At the same time, the Company has strengthened regional product-fair initiatives and promoted the "My Guest Movement" with the participation of all employees, while working to increase customer traffic」
The Company continues to strengthen customer traffic and the customer base through regional product-fair initiatives and the My Guest Movement involving all employees. - FY2018-Q1RestatedAnnual report
「At the same time, the entire Company has worked to acquire 大和プライマリーカード members to expand the loyal-customer base.」
The Company continues to acquire 大和プライマリーカード members to expand the loyal-customer base. - FY2017RestatedAnnual report
「At the same time, the entire Company has worked to acquire 大和プライマリーカード members to expand the loyal-customer base.」
The Company continues to acquire 大和プライマリーカード members to expand the loyal-customer base. - FY2017-Q3RestatedAnnual report
「At the same time, the entire Company has worked to acquire members of 大和プライマリーカード and the Friends' Association to expand the loyal-customer base.」
The Company continues to acquire members of 大和プライマリーカード and the Friends' Association to expand the loyal-customer base. - FY2017-Q2RestatedAnnual report
「The Company has also strengthened new initiatives such as popular regional product fairs and limited-time events, promoted the "My Guest Movement" with the participation of all employees, and worked to increase customer traffic and stimulate demand. At the same time, the entire Company has worked to acquire members of 大和プライマリーカード and the Friends' Association to expand the loyal-customer base.」
The Company continues to promote regional product fairs and limited-time events, the "My Guest Movement," and the acquisition of 大和プライマリーカード members and Friends' Association members. - FY2017-Q1RestatedAnnual report
「The Company has strengthened large-scale kimono events and regional product fairs, promoted the "My Guest Movement" with the participation of all employees, and worked to increase customer traffic and stimulate demand for early-summer merchandise. At the same time, the entire Company has worked to acquire members of 大和プライマリーカード and the Friends' Association to expand the loyal-customer base.」
The Company continues to pursue the My Guest Movement, events and regional product fairs, and the acquisition of 大和プライマリーカード members and Friends' Association members. - FY2016First statedAnnual report
「To expand the loyal-customer base, each employee will develop their own "My Guest" customers and work to increase membership in 大和プライマリーカード, the core of the customer base, and the Friends' Association.」
Individual customer service initiatives, card membership, and the Friends' Association are positioned as the pillars of loyal-customer-base expansion.