Engaging and Developing Business Members

「In terms of sales initiatives, the incentive system was partially reviewed, and no incentive-based contest for business members was held during the period. Instead, the Company actively implemented measures to promote the development of new authorized dealers. As a result, the number of newly developed authorized dealers remained above the previous year. However, because authorized dealers’ activity levels were below the previous year, performance fell short of the initial plan and revenue ultimately fell below the sales target.」

「We partially revised the incentive scheme and did not hold an incentive-based contest for business members during the fiscal year, instead actively implementing measures to promote the development of new authorized distributors.」

「In terms of sales initiatives, the Company actively implemented measures to promote the development of new authorized dealers from the start of the fiscal year. As a result, the number of newly developed authorized dealers exceeded the previous year.」

「In terms of sales initiatives, an incentive-based contest for business members was held from September to November to strengthen sales of core and new products and support business members’ activities and the development of new members. However, as described above, apparel sales fell substantially below expectations, resulting in revenue of ¥11,076 million, down 8.3% year on year.」

「Under the current medium-term management plan (the fiscal year from April 2024 to March 2029), the Company has repeatedly examined key issues including “rejuvenating the sales organization” and “renewing the existing business model.”」

「In terms of sales initiatives, the incentive-based contest for business members, “シャルレライジングコンテスト2023,” which had been canceled or scaled back due to the pandemic, was held from September to November. It supported business members’ activities and helped motivate sales. Regarding the development of business members, the combined use of online and in-person information sessions had increased the number of sessions and attendance, resulting in an increase in the number of business members developed. However, growth in the number of members developed slowed because efforts were focused on sales activities due in part to the contest.」

「In terms of sales initiatives, an incentive-based contest for business members (September to November), which had been canceled or scaled back due to the pandemic, was held for the first time in 2 years, and an awards ceremony is scheduled to be held in Sapporo. Regarding the development of business members, the combined use of online and in-person information sessions increased the number of sessions and attendance, resulting in an increase in the number of business members developed.」

「In terms of sales initiatives, the activity environment for door-to-door sales is gradually improving as the Company moves toward living with and after COVID-19. To promote the development of new business members, online information sessions continued and in-person sessions resumed. This led to increases in the number of sessions and attendance, and the number of business members developed increased.」

「Against a backdrop of easing infection-control restrictions and a gradually improving activity environment for door-to-door sales, seminars for business members were held nationwide from September to October and from January to March, for the first time in 3 years since the pandemic began, strengthening sales support.」

「Against a backdrop of easing infection-control restrictions and a gradually improving activity environment for door-to-door sales, large-scale seminars for business members were held in 8 regions nationwide from September to October for the first time in 3 years since the pandemic began, strengthening sales support.」

「Although the activity environment for door-to-door sales is gradually improving as infection-control restrictions are eased, sales activities have not returned to pre-pandemic levels. In this environment, the Company strengthened sales support and promoted the development of new business members, including by resuming seminars for business members that had been canceled or scaled back since the pandemic, with infection-control measures in place.」

「Although the activity environment for door-to-door sales is gradually improving as infection-control restrictions are eased, sales activities have not returned to pre-pandemic levels. The Company focused its support for business members on improving the sales environment, including promoting the development of new business members, strengthening sales support and providing digital support for business activities.」

「・Introduction of a direct-order, direct-shipping (B2C) model for the シャルレ business ・Introduction of a new sales program aimed at acquiring the next generation of business members」

「In terms of sales activities, although restrictions were placed on sales-support activities, including the cancellation of large-scale events for customers, to prevent COVID-19 infections, the Company shifted and strengthened support activities centered on social media and online channels. In addition, an incentive-based contest for business members was held from September to November for the first time in 2 years. As a result, business members’ activity levels remained broadly flat.」

「In terms of sales activities, restrictions were placed on sales-support activities amid the spread of COVID-19, including the cancellation of events for Mate members and customers and the voluntary suspension of travel support. However, by shifting and strengthening support activities centered on information dissemination through social media and online channels, the activity level of business members remained broadly flat, while the number of newly developed business members increased.」

「In terms of sales activities, although some regions repeatedly faced states of emergency and restrictions on sales activities, the Company strengthened online activities and actively supported business members, particularly in developing new members. As a result, the number of newly developed agencies and authorized dealers grew, contributing to organizational revitalization.」

「Beginning this consolidated fiscal year, the ladies’ innerwear and related sales business began operating a substantially revised business system and new rules. As a result of actively pursuing sales-support activities focused on communicating and embedding them among business members, the number of new agencies and authorized dealers increased, while the number of contract cancellations was kept from increasing to a certain extent.」

「In terms of sales initiatives, from April the sales network was consolidated from 8 branches into 2 locations, and a sales-support structure was launched to exercise comprehensive sales capabilities. The business program was reviewed and a new incentive system was introduced to motivate business members and invigorate the organization. Emergency activity-support measures, including additional bonuses and free samples, were also implemented in stages. As a result, after the state of emergency was lifted in May, business members’ activities showed signs of recovery and the number of newly developed business members began to increase. However, business members’ sales activities declined and revenue was significantly affected by measures to ensure avoidance of the “3 Cs” at sales sites and the cancellation of the シャルレジャンプアップコンテスト2020 (September to November).」

「In terms of sales initiatives, the sales network was consolidated from 8 branches into 2 locations, and a sales-support structure was launched to exercise comprehensive sales capabilities. The business program was reviewed and a new incentive system was introduced to motivate business members and invigorate the organization. Emergency activity-support measures, including additional bonuses and free samples, were also implemented in stages. As a result, after the state of emergency was lifted, business members’ activities showed signs of recovery and the number of newly developed business members began to increase. However, activity was significantly affected by measures to ensure avoidance of the “3 Cs” at sales sites and the cancellation of the シャルレジャンプアップコンテスト2020 (September to November).」

「In terms of sales initiatives, the sales network was consolidated from 8 branches into 2 locations, and a sales-support structure was launched to exercise comprehensive sales capabilities. The business program was also reviewed, including the easing of conditions for joining the business and advancing within it. The incentive system was revised through changes to the bonus-system design and the introduction of a new bonus system. However, in response to the issuance of states of emergency and other measures, sales activities were curtailed, preventing sufficient support activities, while restrictions on going out caused business members’ activity rate to fall substantially. As emergency activity-support measures, additional bonuses and free samples were provided in stages.」

「To strengthen the development and sales capabilities of the sales organization, the Company worked to prepare the シャルレ business environment for the execution phase beginning in the following fiscal year. The sales network was consolidated from 8 branches into 2 eastern and western locations, and a sales-support structure was established to exercise comprehensive sales capabilities. The conditions for joining and advancing within the シャルレ business were also changed, the incentive system was reviewed, and the training framework was developed. Going forward, the Company will promote the expansion and revitalization of the sales organization.」

「Both campaigns actively pursued new customer acquisition to strengthen contact with customers, but the number of newly developed Mate members did not grow and was substantially below the previous year. In addition, “Challenge Contest 2019” (September to November) was held from September, but business members’ activities slowed after the consumption-tax increase, causing the number of contest winners to stagnate and sales during the period to fall below the previous year.」

「In the “シャルレスマイルプロジェクト2020,” aimed at invigorating business members’ sales activities, the “ワクワクキャンペーン” (April to May), a gift campaign for Mate members and general consumers, was held from April, together with the aforementioned “ブラフェスタ” (April to May). Both campaigns actively pursued new customer acquisition to strengthen contact with customers, but the number of newly developed Mate members did not grow and was substantially below the previous year. In addition, “Challenge Contest 2019” (September to November) was held from September to promote business members’ sales activities.」

「In the “シャルレスマイルプロジェクト2020,” aimed at invigorating business members’ activities, the “ワクワクキャンペーン” (April to May), a gift campaign for Mate members and general consumers, was held from April, together with the aforementioned “ブラフェスタ” (April to May). Both campaigns actively pursued new customer acquisition to strengthen contact with customers. However, because customer-acquisition activities by business members could not be invigorated, the number of newly developed Mate members did not grow and was substantially below the previous year.」

「Although the number of new Mate members increased during the period, the number for the fiscal year did not rise above the previous year. In addition, “シャルレチャレンジコンテスト2018” (September to November) was held from September to motivate business members, but the number of contest winners stagnated and sales during the period were below the previous year.」

「In terms of sales initiatives, the Company continued the “シャルレスマイルプロジェクト2020,” launched in the previous fiscal year to invigorate business members’ activities, and implemented 3 initiatives. The “シャルレスマイルキャンペーン2018” (April to June) was held from April to increase new Mate members, and the number of new Mate members during the period exceeded the previous year. “Challenge Contest 2018” (September to November) was held from September to motivate business members, but sales during the period were below the previous year.」

「In the “シャルレスマイルプロジェクト2020,” launched in the previous fiscal year to invigorate business members’ activities, the “シャルレスマイルキャンペーン2018” (April to June) was held to increase new Mate members. As a result, supported by measures to strengthen contact with Mate members, the number of new Mate members during the period exceeded the previous year. In addition, the “シャルレ沖縄特別セミナー2018” was held in June for business members who won “Challenge Contest 2017,” held in the previous fiscal year, to increase their motivation. Furthermore, “Challenge Contest 2018” (September to November) was held to motivate business members.」

「In terms of sales initiatives, the 35th シャルレ agency seminar was held in May for all agencies to share the management policy and various initiatives. Under the “シャルレ スマイルプロジェクト2020,” launched in the previous fiscal year to invigorate business members’ activities, the “シャルレ スマイルキャンペーン2018” (April to June) was held from April to increase new Mate members. In addition, the “シャルレ沖縄特別セミナー2018” was held in June for business members who won “Challenge Contest 2017,” held in the previous fiscal year, to increase their motivation. The Company also strengthened training for business members, sales employees and others to expand sales of cosmetics and health foods.」

「To increase business members’ motivation and continuity of activity, the Company began full-scale operation of the “シャルレ スマイルプロジェクト2020” and the “new incentive system” aimed at strengthening business-member development. The “シャルレ チャレンジコンテスト2017,” held from September to November, produced certain results, including an increase in the number of winners from the previous fiscal year’s contest. However, the number of newly developed members was below the previous fiscal year, and this could not be translated into higher sales.」

「In terms of sales initiatives, a new incentive system aimed at strengthening the development of business members began operating in April. In addition, the “シャルレ スマイル プロジェクト2020” was launched to provide an environment conducive to business members’ activities. During the period, the “Fitting Event Promotion” was implemented to increase new Mate members, while a social-contribution initiative was undertaken in which business members collected bras and girdles no longer used by customers and recycled them into resources for use in regenerated textile products. In addition, “シャルレ チャレンジコンテスト2017” (September to November) was held to motivate business members.」

「In terms of sales initiatives, a new incentive system aimed at strengthening the development of business members began operating in April. In addition, the “シャルレ スマイル プロジェクト2020” was launched to provide an environment conducive to business members’ activities. During the period, the “Fitting Event Promotion” was implemented to increase new Mate members, while a social-contribution initiative was undertaken in which business members collected bras and girdles no longer used by customers and recycled them into resources for use in regenerated textile products. In addition, “シャルレ チャレンジコンテスト2017” (September to November) was held to motivate business members.」

「A new incentive system aimed at strengthening the development of business members began operating in April, and the “Spring Fitting Event Promotion” (April to May), aimed at increasing new Mate members, was implemented. As a result, the number of Mate members increased. In addition, the “シャルレクルーズ特別ツアー2017” was held in June for business members who won “Challenge Contest 2016,” held in the previous fiscal year, helping to increase business members’ motivation to remain active.」

「In terms of sales initiatives, the 33rd シャルレ agency seminar was held in May for all agencies to share the medium-term management policy and various initiatives. An incentive program for business members was also launched in April, and “Challenge Contest 2016” was held from September to November to encourage sales activities. In addition, “シャルレのクオリティオブライフ,” which provides various services useful in daily life and business settings, was introduced for business members in October.」

「Although the number of contest winners eligible to attend the special seminar serving as the reward for “Challenge Contest 2016” exceeded the previous year, this did not lift overall sales, and revenue during the same period (September to November) was slightly below the previous year.」

「In addition to the existing distributor seminars and incentive measures, we launched “Challenge Contest 2016,” specifying its implementation period, from September to November, to promote business members’ activities and increase motivation for sales activities.」

「In May, we held the “33rd Charle Distributor Seminar” for all distributors to share the medium-term management policies and various initiatives, thereby encouraging business activity. In addition to implementing annual incentive measures to promote business members’ activities, we actively advanced on-site support, including education and training aimed at expanding the organization by inviting external instructors.」

「We will strengthen sales initiatives and support systems to increase business members’ motivation to engage in activities and improve continuity, thereby raising their earnings and developing new business members.」