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I will introduce our initiatives assuming coexistence with the coronavirus in the Wellness segment and Tokyu Hands segment, which were greatly hit by the spread of the coronavirus.
For the hotel assets of the Wellness segment, we expect that the recovery in inbound demand to take time.
Amid challenges to capture domestic demand, we now offer workation plans in which vacations at a resort hotel and remote work are compatible, and a day-use plan that provides a comfortable workspace outside the home at Tokyu Stay, located mostly in central Tokyo.
In addition, at Tokyu Sports Oasis whose operation chiefly assumed customers visiting facilities, we now offer WEBGYM, an app that enables working out at home, thereby alleviating concern about health and continuing regular exercise, and WEBGYM BOX, which develops and sells fitness products combined with WEBGYM.
We facilitate enhancing revenue from outside facilities and reviewing our revenue structure by offering services in which places of service are not limited to facilities.
We are proceeding with structural reform at the Tokyu Hands segment.
First, we are striving to enhance our sales capabilities through the introduction of avatar remote customer service and the expansion of PB products toward the recovery of profitability of real stores and conversion to digital strategy, including the reinforcement of EC.
We are also making efforts to reinforce measures for 5 million members of the Tokyu Hands club by facilitating DX. In a review of the composition of stores, we are advancing store-opening in the form of franchises, replacing stores, and closing unprofitable stores.
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