Operating store networks

Nishimatsuya reshapes its network through openings, closures and replacements, supplying private-label clothing and childcare goods. In the year ended February 2026, it also added online visibility of physical-store stock. Standalone sales increased while operating profit declined. Beyond adding selling space, the economics depend on selling goods at their original prices and organizing work in stores and logistics.

JINS finishes frames and lenses into glasses for individual wearers. In the year ended August 2026, its 78.4% gross margin and 10.3% operating margin were separated by SG&A equal to 68.1% of sales, including personnel, rent and system-related costs. These are consolidated ratios across Japan and overseas, not the economics of an individual product. The store count reached 878, but operating profit fell in Japan and rose overseas. Stocking products and running the stores profitably are both part of the business.

UNIQLO checks each store’s sales and stock daily and dispatches goods accordingly. Merchandising and production teams use in-season sales to instruct partner factories to increase or decrease output. In FY2025, international revenue was about 1.86 times Japan’s by site calculation, while North America and Europe grew and Greater China declined. Connecting stores worldwide requires decisions about where to send clothes, how many to make and what to improve next.

Nitori extends its retail operations into raw-material sourcing, manufacturing at its own factories, production supervision at supplier factories, imports and logistics. IT supports operations and sales. The NITORI business generated ¥816.1bn in sales for the year ended March 2026. The group had 1,069 stores at March 31, 2026; in mainland China, three openings and 25 closures reduced the network from 100 to 78. The 1,212-store figure for March 2027 is a plan.

Ryohin Keikaku gives its retail network additional roles: a venue for local vendors and a place to return used products. In accommodation, company-operated MUJI BASE differs from MUJI room’s renovation of existing facilities, while stores are positioned as local hubs. Activities and operating arrangements vary; the activity and collection counts do not measure their contribution to revenue.

PPIH combines pricing and assortment with stores designed for tourist shopping and everyday food purchases. Rising same-store sales do not mean that same-store and business-wide gross margins move together. Robin Hood still has to turn early traffic gains into a profitable operating model. The long-term plan for 250 additional domestic stores extends this work on store formats.