Business model transformation from volume-driven expansion to quality improvement
First written in FY2021. 7 of 12 entries say "Restated". Latest entry: 2026-10-14.
The whole theme swung hardest in 2020: 7 of 19 companies on the "Worse" side.
9 other companies' latest entry also says "Advanced".
- 2026-10-14AdvancedEarnings
「In the Group’s department store business, while positioning the pursuit of the essential character of a department store as our universal basic policy, we are advancing initiatives to strengthen our merchandise and service offerings, including digital initiatives.」
Measures related to the shift in the business model from volume to quality are described as the continued implementation of digital initiatives and efforts to strengthen merchandise and services. - FY2025-Q1AdvancedAnnual report
「Against this backdrop, the Group regards this as an opportunity to review its traditional business model of pursuing scale and volume, and has formulated and is implementing the “井筒屋 Group Medium-Term Three-Year Management Plan (FY2022–FY2024)” to set a course toward a new business model focused on quality rather than volume. At the main store, with luxury goods continuing to drive sales, the Group has positioned the pursuit of the distinctive qualities of a department store as a universal core policy and is advancing initiatives to strengthen its product and service capabilities, including digital initiatives, to differentiate itself from other commercial facilities.」
Under the medium-term plan centered on shifting the business model from volume to quality, the Company is advancing digital initiatives and strengthening its product and service capabilities as specific measures. - FY2024RestatedAnnual report
「The Company will continue working under the “井筒屋 Group Medium-Term Three-Year Management Plan” (FY2022–FY2024) to shift from the traditional “business model of pursuing scale and volume” to a “new business model of pursuing quality rather than volume,” establish a course toward the new business model, examine and prepare for the realization of its medium- to long-term strategy, and further strengthen the assets held by the Group.」
The Company continued the medium-term plan in its second year, shifting from pursuing scale and volume to pursuing volume and quality. - FY2024-Q3RestatedAnnual report
「Against this backdrop, the Group has formulated and is advancing the Izutsuya Group Medium-Term Three-Year Management Plan (FY2022-FY2024), viewing it as an opportunity to review its conventional business model focused on scale and volume and chart a course toward a new business model that shifts from volume to quality.」
The Company continues to implement the medium-term plan, which positions the shift from volume to quality as a business-model transformation. - FY2024-Q2RestatedAnnual report
「Against this backdrop, the Group has formulated and is advancing the Izutsuya Group Medium-Term Three-Year Management Plan (FY2022-FY2024), reviewing its conventional business model focused on scale and volume and charting a course toward a new business model that shifts from volume to quality.」
The Company continues to implement the FY2022–FY2024 medium-term plan, which positions the shift from volume to quality as a business-model transformation. - FY2024-Q1RestatedAnnual report
「Against this backdrop, the Group has formulated and is advancing the Izutsuya Group Medium-Term Three-Year Management Plan (FY2022-FY2024), viewing it as an opportunity to review its conventional business model focused on scale and volume and chart a course toward a new business model that shifts from volume to quality.」
The Company continues to implement the medium-term plan to shift from the traditional model of pursuing scale and volume to a model focused on volume and quality. - FY2023RestatedAnnual report
「The Group regards this as an opportunity to review its traditional business model of pursuing scale and volume, and has formulated and is implementing the “井筒屋 Group Medium-Term Three-Year Management Plan (FY2022–FY2024)” to set a course toward a new business model focused on quality rather than volume. In the first year of the plan, the Group worked to enhance store value and revitalize sales floors by strengthening strong-performing categories and creating curated sales areas that capitalize on department stores’ strengths, with the aim of pursuing the distinctive qualities of a department store.」
The Company continued the FY2022–FY2024 medium-term plan in its first year, advancing the shift from volume to quality, strengthening strong-performing categories and creating curated sales areas. - FY2023-Q3RestatedAnnual report
「The Group regards this as an opportunity to review its traditional business model of pursuing scale and volume, and has formulated and is implementing the “井筒屋 Group Medium-Term Three-Year Management Plan (FY2022–FY2024)” to set a course toward a new business model focused on quality rather than volume. In the first year of the plan, the Group has worked to enhance store value and revitalize sales floors by strengthening strong-performing categories and creating curated sales areas that capitalize on department stores’ strengths, with the aim of pursuing the distinctive qualities of a department store.」
The Company continued the FY2022–FY2024 medium-term plan in its first year, advancing the shift from volume to quality by strengthening strong-performing categories and creating curated sales areas. - FY2023-Q2RestatedAnnual report
「The Group regards this as an opportunity to review its traditional business model of pursuing scale and volume, and has formulated and is implementing the “井筒屋 Group Medium-Term Three-Year Management Plan (FY2022–FY2024)” to set a course toward a new business model focused on quality rather than volume. In the first year of the plan, the Group has worked to enhance store value and revitalize sales floors by strengthening strong-performing categories and creating curated sales areas that capitalize on department stores’ strengths, with the aim of pursuing the distinctive qualities of a department store.」
The Company continued the FY2022–FY2024 medium-term plan in its first year, advancing the shift from volume to quality by strengthening strong-performing categories and creating curated sales areas. - FY2023-Q1AdvancedAnnual report
「The Company regards this as an opportunity to review its traditional business model of pursuing scale and volume, and has formulated and is implementing the “井筒屋 Group Medium-Term Three-Year Management Plan (FY2022–FY2024)” to set a course toward a new business model focused on quality rather than volume.」
The Company continues to implement the new medium-term plan centered on shifting the business model from volume to quality, advancing specific measures such as expanding independently curated areas, revitalizing the local community and strengthening the luxury-goods category. - FY2022AdvancedAnnual report
「The Company regards this plan as an opportunity to review its traditional business model of pursuing scale and volume and to set a course toward a new business model focused on quality rather than volume.」
The shift from a volume-expansion model to a quality-enhancement model has been incorporated as a clear priority of the new medium-term plan. - FY2021First statedAnnual report
「A shift is needed from a business model centered on expanding volume by attracting customers in the traditional department-store manner to one centered on enhancing quality through more effective sales activities and efficient operations.」
In light of changes in the operating environment following the spread of the infection, the Company identified for the first time the shift from the traditional model of expanding customer traffic to a model focused on sales effectiveness and operating efficiency as a key issue.