Strengthening Customer Touchpoints through Coordination between Door-to-Door Sales, Mail-Order Sales and Directly Operated Stores
First written in FY2016. 14 of 32 entries say "Advanced", first in FY2017-Q2. Latest entry: 2026-08-07.
The whole theme swung hardest in 2017: 1 of 8 companies on the "Worse" side.
9 other companies' latest entry also says "Advanced".
- 2026-08-07AdvancedEarnings
「With respect to shifting to an original business model that combines the strengths unique to door-to-door sales with the convenience of mail-order sales, we are proceeding with preparations, including organizing requirements for system development.」
The company has indicated progress at the preparation stage for the shift to its original business model, including organizing requirements for system development. - FY2026RestatedAnnual report
「As a basic policy under its medium-term management plan, the company is developing the structure needed to transition to a proprietary business model that combines the strengths unique to door-to-door sales with the convenience of mail-order sales, as part of fundamental structural reform of its core CHARLE business.」
The company continues to transition to a proprietary model combining door-to-door and mail-order sales and to develop the necessary structure. - FY2026-H1RestatedAnnual report
「As a basic policy under its medium-term management plan, the company is developing the structure needed to transition to a proprietary business model that combines the strengths unique to door-to-door sales with the convenience of mail-order sales, as part of fundamental structural reform of its core CHARLE business.」
The company continues to transition to a proprietary model combining the strengths of door-to-door and mail-order sales and to develop the necessary structure. - FY2025RestatedAnnual report
「Establishing the CHARLE business foundation (hybrid sales): Transition to and establishment of a hybrid B2C business model integrating door-to-door and mail-order sales」
The company continues the transition to and establishment of a hybrid B2C model integrating door-to-door and mail-order sales as an initiative under its medium-term management plan covering April 2024 through the fiscal year ending March 2029. - FY2025-H1ReframedAnnual report
「The company determined that reforming its business structure around its business model would require considerable time for infrastructure development, including renewal of its ordering system, and that a long-term perspective would be necessary to generate earnings benefits. Accordingly, it partially revised the long-term vision and medium-term management plan of the Group in October 2024.」
The company has redefined the existing direction of converting to a B2C model integrating door-to-door and mail-order sales as a business-model reform involving infrastructure development, including renewal of the ordering system, and explains that a long-term perspective is needed to generate earnings benefits. - FY2024AdvancedAnnual report
「Period Five-year plan from April 2024 through the fiscal year ending March 2029 (fiscal years 50 to 54) ・Strengthening the CHARLE business foundation: Transition to and establishment of a B2C model integrating door-to-door and mail-order sales」
The new five-year plan clearly identifies the transition to and establishment of a B2C model integrating door-to-door and mail-order sales as a key initiative. - FY2023RestatedAnnual report
「Products are manufactured at partner factories in Japan and overseas and sold by CHARLE CO.,LTD. through business members to members, known as mates, and general consumers via home-party-style fitting events. The company also operates an e-commerce mail-order business for general consumers as a supplementary channel to door-to-door sales.」
The company continues to center its business on home-party-style door-to-door sales, supplemented by e-commerce mail-order sales. - FY2022AdvancedAnnual report
「Introduction of a direct-order, direct-shipping B2C model in the CHARLE business」
The company announced plans to introduce a direct-order, direct-shipping B2C model as a new measure to energize the sales organization, in addition to mail-order sales that supplement its traditional door-to-door sales. - FY2022-Q3AdvancedAnnual report
「Among the other businesses, a new showerhead product using ultrafine-bubble technology and other technologies was sold in limited quantities through door-to-door sales in the women’s innerwear and related sales business, contributing substantially with revenue of ¥734 million.」
The subsidiary’s new showerhead product was sold in limited quantities through door-to-door sales in the women’s innerwear and related sales business, contributing substantially to business revenue of ¥734 million. - FY2022-Q2AdvancedAnnual report
「As its first promotional project with subsidiary Tanaka Metal Manufacturing Co., Ltd., the company began limited-quantity advance sales in September of a new showerhead product using ultrafine-bubble technology and other technologies through door-to-door sales in its women’s innerwear and related sales business.」
Limited-quantity advance sales of the subsidiary’s new showerhead product began in September through door-to-door sales in the women’s innerwear and related sales business, creating a concrete link between door-to-door sales and products from the new business. - FY2022-Q1RestatedAnnual report
「Against this backdrop, in the women’s innerwear and related sales business, the company worked to accelerate the development of new business members, strengthen sales support, establish a digital environment for business activities, and build and promote sales routes other than door-to-door sales.」
The company continues initiatives at customer touchpoints and across sales channels, including establishing a digital environment for business activities and building sales routes other than door-to-door sales. No specific results from establishing new routes are stated. - FY2021WorsenedAnnual report
「However, both door-to-door and mail-order sales were affected by the spread of COVID-19. New product launches were delayed because of production disruptions at overseas business partners, while requests to refrain from going out restricted business-member sales activities, resulting in lower revenue, particularly from apparel and cosmetics.」
Both door-to-door and mail-order sales experienced launch delays caused by overseas production disruptions and restrictions on sales activities resulting from requests to refrain from going out, reducing revenue from apparel and cosmetics. - FY2021-Q2WorsenedAnnual report
「However, both door-to-door and mail-order sales were significantly affected by the global spread of COVID-19, including product launch delays caused by delayed shipments from overseas business partners and weaker customer willingness to spend resulting from requests to refrain from nonessential, nonurgent outings.」
The company describes sales impacts from delayed product arrivals and weaker customer willingness to spend across both sales channels, adding door-to-door sales to the mail-order channel previously identified as affected. - FY2021-Q1Sharp decline in mail-order revenue due to lower business-member activityAnnual report
「For the CHARLE Direct Service mail-order business, revenue fell substantially below the previous year because of a decline in business-member activity.」
While continuing mail-order initiatives, the company’s revenue fell substantially below the previous year because of lower business-member activity. - FY2020Full-year confirmation of the mail-order slump caused by the post-tax-increase declineAnnual report
「For the CHARLE Direct Service mail-order business, the company conducted promotional campaigns aimed at acquiring new members and improving repeat rates among existing members, but orders remained sluggish and revenue fell below the previous year because of the decline following the consumption tax increase.」
The company continued measures to acquire new members and improve repeat rates among existing members, but orders and mail-order revenue fell below the previous year for the full year because of the decline following the consumption tax increase. - FY2020-Q3Mail-order sales slump following the consumption tax increaseAnnual report
「For the CHARLE Direct Service mail-order business, the company conducted promotional campaigns aimed at acquiring new members and improving repeat rates among existing members, but orders remained sluggish and revenue fell below the previous year, partly because the post-tax-increase backlash exceeded the front-loaded demand ahead of the consumption tax increase.」
The company continued promotional initiatives aimed at acquiring new members and improving repeat rates among existing members, but orders remained sluggish because of the backlash following the consumption tax increase, and mail-order revenue fell below the previous year. - FY2020-Q2AdvancedAnnual report
「For the CHARLE Direct Service mail-order business, the company conducted promotional campaigns aimed at acquiring new members and improving repeat rates among existing members. In addition, partly because of front-loaded demand ahead of the consumption tax increase, average order value rose substantially and revenue exceeded the previous year.」
The company continued promotional campaigns aimed at acquiring new members and improving repeat rates among existing members, while average order value rose substantially and mail-order revenue exceeded the previous year. - FY2020-Q1Sluggish order growth and revenue below the previous yearAnnual report
「For the CHARLE Direct Service mail-order business, the company conducted promotional campaigns aimed at acquiring new members and improving repeat rates among existing members, but orders remained sluggish and revenue fell below the previous year.」
The company continued promotional initiatives aimed at acquiring new members and improving repeat rates among existing members, but orders remained sluggish and mail-order revenue fell below the previous year. - FY2019Mail-order revenue below the previous yearAnnual report
「For the CHARLE Direct Service mail-order business, the company conducted promotional campaigns aimed at acquiring new members and improving repeat rates among existing members, but revenue fell below the previous year.」
The company continued promotional initiatives aimed at acquiring new members and improving repeat rates among existing members, but mail-order revenue fell below the previous year. - FY2019-Q2Stagnant growth in regular delivery service usersAnnual report
「Health foods fell significantly below the previous year because of sluggish growth in regular delivery service users and a decline in revenue from the flagship product, the Biwa Leaf Whole Fermented Tea.」
While expanding mail-order and subscription sales, the company states that the number of regular delivery service users remained sluggish during the cumulative period of the current quarter. - FY2019-Q1AdvancedAnnual report
「For the CHARLE Direct Service mail-order business, the company conducted promotional campaigns aimed at acquiring new members and improving repeat rates among existing members, resulting in an increase in orders.」
A promotional campaign aimed at acquiring new members and improving repeat rates among existing members was conducted, resulting in an increase in orders. - FY2018RestatedAnnual report
「As a result, in mail-order sales, membership and order volumes increased substantially and revenue rose as the company promoted the regular delivery service for members and implemented measures to acquire new members. The directly managed store was closed in December after a comprehensive assessment of store operating costs against business-member utilization and new-customer acquisition.」
The full-year results confirm growth in mail-order membership and orders and the closure of the directly managed store in December. There was no further channel change from the previous quarter. - FY2018-Q3SoftenedAnnual report
「The company operated the directly managed CHARLE the Store, opened in Shinsaibashi, Osaka, in September 2014, to support business-member activities in door-to-door sales. However, after comprehensively assessing store operating costs against business-member utilization and new-customer acquisition, it closed the store in December 2017. It recorded ¥65 million in special losses for restoration costs and other expenses associated with the closure.」
The directly managed store channel, which supplemented door-to-door sales, was closed in December 2017 after considering store operating costs and other factors, reducing the scope of operations. In mail-order sales, the company states that orders increased as a result of promotional campaigns for existing members. - FY2018-Q2AdvancedAnnual report
「For the CHARLE Direct Service mail-order business, the company conducted promotional campaigns aimed at improving repeat rates among existing members in order to promote business activities integrating door-to-door and mail-order sales, resulting in an increase in orders.」
A promotional campaign aimed at improving repeat rates among existing members was conducted, resulting in an increase in orders. - FY2018-Q1AdvancedAnnual report
「For the CHARLE Direct Service mail-order business, the company conducted promotional campaigns aimed at improving repeat rates among existing members in order to promote business activities integrating door-to-door and mail-order sales, resulting in an increase in orders.」
A promotional campaign aimed at improving repeat rates among existing members was conducted, resulting in an increase in orders. - FY2017AdvancedAnnual report
「For the mail-order service, the CHARLE Direct Service, the company conducted training for business members aimed at acquiring new members and improving repeat rates among existing members, as well as promotional campaigns for members, in order to promote business activities integrating door-to-door and mail-order sales. Membership and order volumes increased steadily, expanding the user base of the mail-order service.」
It states that the company conducted business-member training and promotional campaigns for members, resulting in increases in membership, orders, and mail-order service users. - FY2017-Q3AdvancedAnnual report
「For the mail-order service “シャルレダイレクトサービス,” the Company conducted awareness-building activities and campaigns aimed at acquiring new members and improving the repeat-purchase rate of existing members, in order to promote business activities integrated with door-to-door sales. As a result, the number of members and orders increased steadily. The Company also promoted use of the “Regular Delivery Service,” contributing to an increase in users.」
It states that new-member acquisition, improved repeat rates among existing members, and initiatives to promote use of campaigns and the regular delivery service resulted in steady increases in membership and orders. - FY2017-Q2AdvancedAnnual report
「To promote business activities integrated with door-to-door sales, the Company worked on initiatives and seminars to encourage use of the mail-order service “シャルレダイレクトサービス,” activity support to improve convenience, and promotion of the “Regular Delivery Service.” As a result, the number of users increased substantially.」
The Company continued promoting use of the mail-order service and the Regular Delivery Service, and the number of Regular Delivery Service users increased substantially, according to the disclosure. - FY2017-Q1RestatedAnnual report
「To promote business activities integrated with door-to-door sales, the Company worked on initiatives and seminars to encourage use of the mail-order service “シャルレダイレクトサービス,” as well as activity support to improve convenience.」
The Company continues initiatives to strengthen customer contact by combining a mail-order service with door-to-door sales. - FY2016First statedAnnual report
「The Company will make effective use of the infrastructure of “シャルレダイレクトサービス,” its mail-order service operated via the internet and other channels, and “シャルレ・ザ・ストア,” its directly operated stores. By coordinating these channels with door-to-door sales, it will deepen and establish stronger relationships with Mate members (consumer members), while acquiring and expanding its new customer base.」
The disclosure describes initiatives using multiple channels, including a regular-delivery service for health foods, repeat purchases at directly operated stores and visits by new customers.