00FY FY FY Mar/2009Mar/2010Mar/2011FY FY FY FY FY Mar/2012Mar/2013Mar/2014Mar/2015Mar/2016Mar/2017FY FY FY FY FY Mar/2018Mar/2019Mar/2020Mar/2021Mar/2022FY ManagementIn ConclusionCross-border e-commerce Sales(¥ billion)8.07.67.67.26.612.212.010.711.18.52.01.51.00.513.71.10.5Overseas12.8%FY Mar/2020FY Mar/2021Ratio of Domestic to Overseas Net SalesFY Mar/2022Domestic87.2%FY Mar/202221(Note)Applying “Accounting Standard for Revenue Recognition” (ASBJ Statement No. 29), etc., from FY Mar/2022.Sales for FY Mar/2009 to FY Mar/2021 are estimated values when the same standard is applied.Tmall “Attenir Aitenran Global Flagship Store”ATTENIR CosmeticsSales(¥ billion)15.0Expansion in China10.010.39.38.65.0Introductionaware of what lies a half-step ahead and serves as a wellspring that gives rise to value that exceeds the expectations of our customers. At the same time, the community has become a base from which to foster trust in and affection for our brands among our customers.As a result of cultivating an environment that allows us to demonstrate the fundamental strengths of our brands through these reforms, we achieved record high sales in FY Mar/2018 while also making considerable progress in FY Mar/2022 amid the struggles so many cosmetics companies faced during the COVID-19 pandemic.Although ATTENIR first attempted to enter China in 2010, we withdrew shortly thereafter. Against this backdrop, when inbound demand from China began to increase around 2015, we gained the opportunity to experience up close the fact that “Aitenran,” the Chinese brand name we used locally prior to withdrawing from the country, had penetrated among our customers in China. This convinced us that there was an opportunity to expand business there. Earnings have grown steadily since 2019, when we embarked on the full-scale deployment of cross-border e-commerce. The Chinese staff who previously worked at our local Chinese subsidiary have been active as part of the China Business, while the nonhierarchic and compact nature of the ATTENIR organization has been instrumental in ensuring that decision-making is undertaken rapidly to address the dramatically Business Modelchanging trends of China. Although our concept of a brand that excels in aging care is universal across all countries, the demand base differs in Japan and China. This is why we advance product development in a manner that customizes added-value for each country. As a result of these efforts, net sales for FY Mar/2022 expanded greatly. In addition, we are taking preparatory steps to launch general trade sales in FY Mar/2024.In order to achieve our long-term vision for 2030, we will expand our contact points with customers under the intention of having as many customers as possible learn about ATTENIR and use our products. Domestically, we will reinforce external mail order deployment in addition to in-house mail order, while overseas we will target growth by expanding sales channels.Most importantly, ATTENIR must carry on the DNA of our founder over the coming 100 years in order for us to achieve sustainable growth into the future. I believe the proposition we now face is how to evolve in step with the changing times, while always returning to our starting point. I also feel that the mission of ATTENIR as a company is to engage with the honest opinions that are not openly stated by adult women as a means of delivering value that exceeds their expectations.With this in mind, we will foster ATTENIR into a brand that all customers firmly believe “will tirelessly continue to create unprecedented value.”SustainabilityData Section1.8
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