Relocations and store closures based on customer traffic and cost-effectiveness at existing stores

「The company continued measures such as carefully selecting opening areas while emphasizing efficiency per store, and completed its store renewal program. In Japan, it accelerated new openings again based on its store-opening criteria, while overseas it opened new company-operated and partner stores, mainly in the strong-performing Southeast Asian market.」

「In Japan, the company reviewed its store-opening criteria and shifted to a store-opening strategy focused on efficiency. Overseas, it continued developing an efficient store network centered on partner stores in Southeast Asia and other areas with lower opening costs, while closing unprofitable stores.」

「In addition to promoting efficiency per store both in Japan and overseas, the company focused on sourcing through alliances with department stores and financial institutions, among others. Overseas, it worked to expand sourcing in Asia and the Middle East while pursuing store renewal, and continued to focus on strengthening web marketing.」

「This was because, despite reviewing staffing allocation and improving the efficiency of buying stores, expenses related to upfront investments increased, including rent and other occupancy costs for ALLU Shinjuku (provisional name), the fifth retail store, and the strengthening of web marketing covering retail and overseas operations.」

「Regarding its store-opening strategy, the company pursued maximum store efficiency by promoting new openings and store relocations to build a more convenient store network, while closing unprofitable stores.」

「Regarding its store-opening strategy, the company pursued maximum store efficiency by promoting new openings and store relocations to build a more convenient store network, while also deciding to close unprofitable stores.」

「Regarding its store-opening strategy, the Group is accelerating new openings again based on post-COVID assumptions. During the first quarter of the current consolidated fiscal year, it opened 4 new domestic stores and 5 new overseas stores, bringing the Group-wide total to 134 domestic purchase stores and 36 overseas purchase stores.」

「Regarding its store-opening strategy, the company temporarily slowed the pace of new openings because it had rapidly expanded its store network through M&A during the previous consolidated fiscal year and was focusing on recovering purchasing volume per store, which had declined due to the impact of COVID-19. During the consolidated fiscal year, it opened 5 stores in Japan, mainly in regional cities, and 17 stores overseas, mainly collaborative stores operated with partners. The group had 130 buying stores in Japan and 34 overseas at the end of the consolidated fiscal year.」

「The company also changed the trade names of stores acquired through M&A and carried out store renovations and other measures aimed at improving quality.」

「First, as measures to expand sourcing, the company opened 15 new stores and closed 1 store in Japan, and opened 12 new stores overseas.」

「In the purchasing business, the Group continued expanding its purchasing-store network, opening 12 new Namboya stores and relocating 2 stores, opening 1 new BRAND CONCIER store, and opening 1 new KOBIJUTSU HAKKODO store, which purchases antiques and works of art. At the end of the consolidated fiscal year, the total number of Group stores was 84.」

「Namboya, which primarily purchases branded goods and precious metals, opened 11 new stores and relocated 1 store. BRAND CONCIER opened 1 new store, and KOBIJUTSU HAKKODO, which purchases antiques and works of art, opened 1 new store. Store closures were also carried out to improve customer traffic and operating efficiency across the purchasing section, bringing the Group's number of purchasing stores to 83 at the end of the third quarter of the consolidated fiscal year.」

「The company also closed stores to improve customer traffic and operating efficiency across the buying section. As of the end of the second quarter of the current consolidated fiscal year, the group had 79 buying stores.」

「The company also closed stores to improve customer traffic and operating efficiency across the buying section. As of the end of the first quarter of the current consolidated fiscal year, the group had 78 buying stores.」

「The Company also carried out relocations and closures, working to improve customer traffic and operating efficiency across the purchasing business.」

「Namboya opened 10 new stores and relocated 3 stores. KOBIJUTSU HAKKODO opened 1 new store, marking its first entry into a department store. Including the closures and relocations undertaken to improve customer traffic and operating efficiency across the purchasing business brands, the Group had 72 purchasing stores at the end of the third quarter of the consolidated fiscal year, including 2 former stores operating in parallel during relocations that are scheduled to close during the fiscal year.」

「With the aim of improving customer traffic and operating efficiency across its purchasing-business brands, and with a view to focusing on なんぼや, which has the largest number of stores and serves as the main customer-attraction brand, the Company closed 3 BRAND CONCIER stores and 1 古美術八光堂 store operated by its subsidiary 株式会社古美術八光堂, and opened 4 new なんぼや stores.」

「Alongside its store-opening strategy, the Company also considered relocating or closing existing stores based on a comprehensive assessment of customer traffic and cost-effectiveness at each location. During the first quarter cumulative period, it closed 3 BRAND CONCIER stores upon the expiration of their leases.」