Enhancing profitability through business-format reform
First written in FY2017-Q1. 35 of 41 entries say "Advanced", first in FY2017. Latest entry: FY2027-H1.
45 other companies' latest entry also says "Advanced".
- FY2027-H1AdvancedAnnual report
「In terms of store numbers, we closed 2 stores while opening 5 stores, including stores converted from limited-time locations to permanent stores, bringing the total number of stores to 177 at the end of the interim consolidated accounting period.」
During the first half, we closed 2 stores and opened 5, increasing the store count from 174 at the end of the previous fiscal year to 177. - FY2026AdvancedAnnual report
「The company closed 8 stores while opening 7, including stores converted from limited-time locations into permanent stores, bringing the store count to 174 at the end of the consolidated fiscal year.」
The company closed 8 stores and opened 7 during the year, reducing the store count from 175 at the end of the prior fiscal year to 174. - FY2026-H1AdvancedAnnual report
「The company closed 4 stores while opening 5, including stores converted from limited-time locations into permanent stores, bringing the store count to 176 as of the end of the interim consolidated fiscal period.」
The company closed 4 stores while opening 5, increasing the store count from 175 at the end of the prior fiscal year to 176. - FY2025AdvancedAnnual report
「The company closed 3 stores while converting 2 stores that had operated on a limited-time basis into permanent stores, bringing the store count to 175 at the end of the consolidated fiscal year.」
The company closed 3 stores while converting 2 limited-time stores into permanent stores, bringing the year-end store count to 175. - FY2025-H1AdvancedAnnual report
「The company closed 3 stores while converting 2 stores that had operated on a limited-time basis into permanent stores, bringing the store count to 175 as of the end of the interim consolidated fiscal period.」
The company closed 3 stores during the interim period and converted 2 limited-time stores into permanent stores, bringing the store count to 175. - FY2025-Q1AdvancedAnnual report
「The company converted 1 store that had operated on a limited-time basis into a permanent store, bringing the store count to 177 as of the end of the first quarter of the consolidated fiscal period.」
The company converted 1 limited-time store into a permanent store, bringing the period-end store count from 176 at the end of the prior fiscal year to 177. - FY2024AdvancedAnnual report
「The company closed 9 stores, bringing the period-end store count to 176.」
The company continued to reorganize the store network, closing 9 stores and bringing the period-end store count to 176. - FY2024-Q2AdvancedAnnual report
「The company closed 2 stores, bringing the store count to 177 as of the end of the second quarter of the consolidated fiscal period.」
The company continued to reorganize the store network, closing 2 stores in the second quarter and reducing the period-end store count to 177. - FY2024-Q1AdvancedAnnual report
「The company closed 1 store, bringing the store count to 178 as of the end of the first quarter of the consolidated fiscal period.」
The company continued to reorganize the store network, closing 1 store in the first quarter and bringing the period-end store count to 178. - FY2023AdvancedAnnual report
「The company closed 9 stores, bringing the period-end store count to 179.」
The company closed 9 stores during the year, reducing the period-end store count to 179. The store network is being reorganized with a greater focus on profitability. - FY2023-Q3AdvancedAnnual report
「The company closed 4 stores, bringing the store count to 184 as of the end of the third quarter of the consolidated fiscal period.」
The company closed 4 stores in the third quarter, bringing the period-end store count to 184. The store network continues to be reorganized and reduced. - FY2023-Q2AdvancedAnnual report
「The company closed 4 stores, bringing the store count to 184 as of the end of the second quarter of the consolidated fiscal period.」
The company closed 4 stores from the 187 stores at the end of the previous quarter, bringing the store count to 184. The store network is being reorganized and reduced. - FY2023-Q1AdvancedAnnual report
「The company closed 1 store, bringing the store count to 187 as of the end of the first quarter of the consolidated fiscal period.」
The company closed 1 store from the 188 stores at the end of the prior fiscal year, bringing the period-end store count to 187. The store network continues to contract. - FY2022AdvancedAnnual report
「The company closed 24 unprofitable stores during the consolidated fiscal year, bringing the period-end store count to 188.」
The company closed 24 unprofitable stores, reducing the period-end store count to 188. The store network is being reorganized with a greater focus on profitability. - FY2022-Q3AdvancedAnnual report
「The company closed 6 stores, bringing the store count to 206 as of the end of the third quarter.」
The company closed 6 stores in the third quarter, reducing the store count from 208 at the end of the second quarter to 206. The store network continues to contract. - FY2022-Q2AdvancedAnnual report
「The company closed 4 stores, bringing the store count to 208 as of the end of the second quarter.」
The company closed 4 stores in the second quarter, reducing the period-end store count from 210 to 208. - FY2022-Q1AdvancedAnnual report
「The company also closed 2 stores, bringing the store count to 210 as of the end of the first quarter of the consolidated fiscal period.」
The company closed 2 stores in the first quarter, bringing the period-end store count to 210. The store network is being reorganized and reduced. - FY2021-Q3AdvancedAnnual report
「In September, the company opened the LBC Grand Emio Tokorozawa store in Saitama Prefecture. As the first store to relaunch the LBC brand, the store offered a wide range of new products not previously carried, including products evoking time spent at home in line with new lifestyles and outdoor-related products. Following the closure of 3 stores, the store count was 218 at the end of the third quarter.」
The company opened the first store under the LBC brand relaunch while closing 3 stores, bringing the store count to 218 at the end of the third quarter. - FY2021-Q2AdvancedAnnual report
「The company also closed 2 stores, bringing the store count to 220 as of the end of the second quarter.」
The store network continued to contract, with 2 stores closed in the second quarter, bringing the period-end store count to 220. - FY2020AdvancedAnnual report
「The company opened 1 new store and closed 17 stores, bringing the store count to 222 at the end of the period.」
The company opened 1 store and closed 17 during the year, bringing the period-end store count to 222. For the following fiscal year, it has also outlined accelerating the closure of unprofitable stores and concentrating management resources on ikka. - FY2020-Q3AdvancedAnnual report
「The company opened 1 new store and closed 13 stores, bringing the store count to 226 as of the end of the third quarter.」
The company opened 1 store and closed 13 in the third quarter, bringing the period-end store count to 226. The store network continues to contract through store closures. - FY2020-Q2Further contraction of the store networkAnnual report
「The company also closed 12 stores, bringing the store count to 226 as of the end of the second quarter.」
The company closed 12 stores in the second quarter, bringing the period-end store count to 226. The contraction of the store network has accelerated from the previous quarter. - FY2020-Q1Contraction of the store networkAnnual report
「The company also closed 1 store, bringing the store count to 237 as of the end of the first quarter.」
The company closed 1 store in the first quarter, bringing the period-end store count to 237. - FY2019-Q3Net reduction in the store networkAnnual report
「In its store expansion, the company opened 6 new stores and closed 12 stores during the cumulative third-quarter period, resulting in 252 stores, 12 fewer than in the same period of the prior year.」
During the cumulative third-quarter period, 6 stores were opened and 12 were closed, bringing the store count to 252, down 12 year on year. - FY2019-Q2AdvancedAnnual report
「To drive growth and improve profitability at ikka, the company strengthened the Bottoms, New Lines, General Merchandise and Kids categories to improve product efficiency. In Bottoms, it established hit products by using bottom mannequins and changing sales methods and structures. Men's Bottoms sales rose to 118.0% of the prior-year level.」
ikka strengthened 4 categories and used bottom mannequins while changing its sales methods and structure. Men's Bottoms sales reached 118.0% of the prior-year level. - FY2019-Q1AdvancedAnnual report
「ikka reviewed the product category mix and implemented reforms at existing stores, designating the 55 stores with the highest annual sales as priority-management stores.」
ikka designated the 55 stores with the highest annual sales as priority-management stores, reviewed the product category mix, and implemented reforms at existing stores. - FY2018AdvancedAnnual report
「The store count increased by 2 from the beginning of the fiscal year after 16 new stores opened—5 in the first half and 11 in the second half—and 14 stores, including 1 in China, closed. However, sales fell below the previous year due to the shortfall against the new-store opening plan and the concentration of openings in the second half. The core brand ikka opened its first new family-format store exceeding 100 tsubo at Aeon Mall Kofu Showa in November, as part of its move toward larger family-format stores.」
The company opened 16 new stores during the year and closed 14, resulting in a net increase of 2 stores from the beginning of the fiscal year. ikka also opened its first new family-format store exceeding 100 tsubo, although the number of new openings fell short of plan. - FY2018-Q3AdvancedAnnual report
「During the current fiscal year, as of the end of November, 15 new stores had opened and 7 stores, including 1 in China, had closed, resulting in an increase of 8 stores from the beginning of the fiscal year.」
The company pursued new openings and store closures, opening 15 new stores and closing 7 stores as of the end of November, resulting in an increase of 8 stores from the beginning of the fiscal year. - FY2018-Q2AdvancedAnnual report
「The store count increased by 2 from the beginning of the fiscal year after 5 stores opened—ikka Aeon Mall Shinkomatsu in March; ikka Aeon Town Aira, ikka Aeon Mall Tokushima, and ikka Daiei Matsudo-Nishiguchi in April; and ikka Aeon Mall Yokkaichi-Kita in June—and 3 stores closed. We also revitalized 5 existing stores.」
The company opened 5 new stores and closed 3, resulting in a net increase of 2 stores from the beginning of the fiscal year. It also revitalized 5 existing stores. - FY2018-Q1AdvancedAnnual report
「Regarding the shift to renewed growth, we are giving top priority to reforming existing stores, while aiming to increase the number of stores through net new openings and expand e-commerce sales. The store count increased by 1 from the beginning of the fiscal year after 3 stores opened—ikka Aeon Mall Shinkomatsu in March and ikka Aeon Town Aira and ikka Aeon Mall Tokushima in April—and 2 stores closed. We also revitalized 5 existing stores.」
Under a policy of giving top priority to reforming existing stores, the company opened 3 new stores, closed 2 stores for a net increase in the store count, and revitalized 5 stores. - FY2017AdvancedAnnual report
「Capital expenditures in the consolidated fiscal year included opening 10 new stores and revitalizing 13 stores.」
Regarding store expansion and revitalization related to business-format reform, the company reported that it opened 10 new stores and revitalized 13 stores during the fiscal year. - FY2017-Q3RestatedAnnual report
「Regarding improving profitability through business-format reform, we are advancing and expanding the new formats “ikka LOUNGE,” “Lbc with Life,” and “VENCE share style,” while expanding ikka's “3-generation family-format stores.” In the current fiscal year, we focused on converting store formats through renovations.」
The company has reiterated its policy of using the evolution and expansion of new formats, expansion of 3-generation family-format stores, and conversion of store formats through renovations as means of improving profitability. - FY2017-Q2RestatedAnnual report
「Regarding improving profitability through business-format reform, we will further evolve the new formats “ikka LOUNGE,” “Lbc with Life,” and “VENCE share style,” expand the number of stores offering the strong-performing kids' line, and expand ikka's “3-generation family-format stores.”」
The company continues to use the evolution and expansion of 3 new formats and 3-generation family-format stores as means of improving profitability. - FY2017-Q1First statedAnnual report
「Regarding improving profitability through business-format reform, we will advance and expand the new formats “ikka LOUNGE,” “Lbc with Life,” and “VENCE share style,” while also expanding ikka's 3-generation family-format stores. In the current fiscal year, we focused on converting store formats through renovations and aimed to increase sales by carrying this out early in the fiscal year.」
The company explicitly identified the evolution and expansion of new formats and the conversion of existing store formats through renovations as means of improving profitability.