Initiatives to Grow Together with Suppliers

Last updated on December 10, 2018

The Company puts the “promotion of high quality management for healthy growth and development” as one of the principles of action to be followed by all officers and employees in “JFR Group Compliance and Risk Management Manual” and the Manual advocates “fair, transparent and appropriate corporate activities, the maintenance of fair relations with suppliers, which allow mutual growth, and the promotion of high quality management for healthy growth and development.”

Specifically, we strive to comply with various relevant laws and regulations including the Antimonopoly Act, the Subcontract Act, the Act against Unjustfiable Premiums and Misleading Representations, insider trading regulations, and laws and regulations concerning the appropriate disclosure of corporate information and the severance of relations with antisocial forces. We make a basic transaction contract with each suppliers based on prior agreement while educating and enlightening all employees so that they understand and comply with relevant laws and regulations based on the fair trade manual developed by the Japan Department Stores Association. Recently, we introduced compliance-related e-learning programs for more efficient education and awareness activities.

Daimaru Matsuzakaya Department Stores set sales management rules

Daimaru Matsuzakaya Department Stores set sales management rules in fiscal year 2017 in order to specify the matters to be complied with in conducting sales activities and strengthen compliance management and improve operational efficiency. We laid down the rules to be complied with concerning acceptance of cost and payment as well as the purchase, sales, delivery, recording sales, collection of payment and after-sales service of the products involving Daimaru Matsuzakaya Department Stores. We provided e-learning training to employees to disseminate these rules throughout the company. (5,304 employees, representing 89.2% of total employees, took e-learning in fiscal year 2017.)

Sales people training

Daimaru Matsuzakaya Department Stores provides thorough on-the-job training to employees, workers from suppliers, and part-time workers alike.
All the workers from suppliers and part-time workers attend orientation sessions and training sessions when they begin to work. These training sessions are provided consistently by Daimaru Matsuzakaya Department Stores (DMSA) in the Group to implement training curriculums tailored to the current issues of each store and improve sales service levels.

Specifically, hands-on training such as role playing for basic courteous and kind customer services and sales services is provided so that workers can mainly acquire “readiness for customer services,” the “mindset of hospitality to customers,” “business knowledge,” “working knowledge,” “product knowledge” and the “basics of sales services to customers.”

At Daimaru Matsuzakaya Department Stores, “service trainers” provide thorough customer service training to improve the abilities of individual sales people and develop sales people who can read customers’ minds from their behavior and properly approach and provide the right advice to them in order to provide high quality personal communication so that customers who actually visit its stores can enjoy shopping.

About one month after they begin to work, workers from suppliers check their levels of understanding and sales service skills by themselves and raise their awareness and service trainers provide on-site training to raise the levels of individual workers.

“Frontier Club (Excellent sales people recognition program)”

In 2008, Daimaru Matsuzakaya Department Stores launched the Frontier Club Program that recognizes excellent sales people company-wide to provide the “most outstanding sales services.”

The Frontier Club Program is intended to select and recognize “people who are proficient in customer service and sales” from among the company’s employees and sales people from the company’s suppliers who serve customers at the Daimaru and Matsuzakaya stores.

The criteria for selection include a high achievement rate of sales goal, basic actions such as smile and greetings, compliments from customers, the number of new cardholders acquired, and the number of “Smile Cards,” which are handed to sales people with nice smiles. Based on the results, each store selects candidates. Among them, those who are rated as especially excellent in customer service are recognized as the “Persons of the Year” once a year and registered as a Frontier Club member.

The President of Daimaru Matsuzakaya Department Stores gives them this award together with special name plates and extra prizes.

Number of Frontier Club award winners

(People)

1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th 11th
FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018
66 83 117 115 112 103 102 101 99 98 99

VOICE
TANAKA Chitose, Shop Chief, N.Y.C. Sand, Daimaru Tokyo store

TANAKA Chitose, Shop Chief, N.Y.C. Sand, Daimaru Tokyo store

I was assigned to the Daimaru Tokyo store in 2015. As the Tokyo store is connected with Tokyo station, which is used by the third largest number of passengers in Japan, and located in a business area, various customers visit the store every day.

Though there are many similar confectionery shops inside the ticket gates, many of the customers who go through the ticket gates and head to the Daimaru Tokyo store expect much from shopping they can experience only in department stores, for example, “to shop in the spacious space of the department store” and “to ask about gift wrapping paper.”

While customers wait in line before we serve them, we talk to them about various topics.

During that time, we try to solve their concerns, if any, about the description of products, items included in the assortment, expiration dates, allergen, and so on.

Recently, many people visit us from abroad and we have prepared English menus and use them in serving foreign customers.
Through customer service, which I love very much, I accumulate experience by communicating with many customers and feel myself growing every day. I would like 25 co-workers to enjoy the same pleasure and emotion as I had when a customer who visited the shop again said to me, “I could not forget your smile.” Furthermore, I would like to continue to train them so that they can smoothly communicate with customers in a sympathetic manner.

I would like to further energize the shop so that all the workers, always with vigorous smiles, can express their gratitude in words with all their strength.