Since the company's establishment in 1879, we have continuously worked to refine our skills to offer our customers the best in quality and satisfaction. Although our products change with the times and market conditions, our management philosophy based on “quality” has remained the same for the past 125 years.

The keywords of our management style, which places great importance on “quality” over “quantity”, are: “field”, “trust” and “efficiency”.

The first keyword refers to the clarification of our business field. Pursuit of higher quality is only possible when it is within one's area of expertise. We possess this expertise in “wool”, and have clearly defined ourselves as a manufacturer of high-quality wool products with a comprehensive production system that covers every step from farming to retail.

The second keyword refers to the building of trust. Needless to say, a company cannot continue to survive in society or the market it belongs to without gaining the trust of its customers. Because we are a manufacturer, it is vital that we have our customers' trust in the “quality” of our products. As a company, we fully realize that we must continue to refine our technology and skills while building the trust of our customers.

The third keyword refers to improvement of efficiency. Once our fields of operation and trust are fully established, a company can find its place in society. However, that alone does not in any way guarantee growth and prosperity. In order to ensure constant improvement of efficiency in every aspect of our business, we regard each of our business divisions as individual profit centers, and place the responsibility of generating profit of those on the forefront. The aim is to create a high-profit system whereby each separate division fully utilizes its creativity and originality with the ability to initiate.

Recently, conditions surrounding Japan's textile industry have been in a stage of great transition. I believe the role of the textile producer, which Japan has until now held, will inevitably be transferred to China as a course of history. Former President Yoshiya Hatori saw this change coming and implemented fundamental business reforms 15 years ago. These reforms were a great success, raising the level of technology of our production operations, which were completely transferred to China, to a world-class level. Among other successes, our sales operations created a new profit model based on specialty store retailer of private label apparel (SPA) reforms centered on our NEWYORKER line. As the new President, I, Satoshi Yasue, am now responsible for continuing this line of development and steering the Company into the future.

Based on the results of its past business reforms, the Daidoh Group will pursue a growth strategy aimed at achieving stable earnings. We will continue to work relentlessly towards improving corporate value and aim to become a corporate group that can gain the support of our customers, shareholders, investors, as well as all stakeholders. In doing so, we look forward to your continued support.