Company history

Bic Camera begins in 1968 with the Takasaki DP Center, a film developing-and-printing shop opened by Arai Takashi in Takasaki, Gunma. Developing and printing was then a growth trade in provincial cities, and through the 1970s Arai extended it into selling the cameras themselves. The timing matters: cameras in postwar Japan were shifting from an expensive object bought for special occasions into ordinary consumer goods, and Arai was early among regional specialists in treating them as volume merchandise rather than as a craft sale.

In 1978 he moved the base of the business to Ikebukuro in Tokyo and restarted as a discount camera retailer. The choice of district was the strategy. Akihabara and the west side of Shinjuku were the crowded battlegrounds of the electrical trade; Ikebukuro was an enormous terminal station whose latent demand nobody was serving properly. Bic Camera Co., Ltd. was formally incorporated in June 1980 with Arai as its first president, and the Ikebukuro store opened that November. The name came, by the company’s own account, from a slang word carrying the sense of greatness — the founder’s ambition preserved in the sign above the door.

Through the 1980s the industry’s momentum belonged to Yodobashi Camera, Kojima and Yamada Denki, growing through suburban sites and stores of several thousand square metres. Bic Camera took a different line: a general store directly in front of a terminal station, carrying cameras, film, watches and office equipment under one roof. Shibuya opened in December 1989, Yokohama West Exit in April 1991 — the beginning of a deliberate concentration on the busiest commuter gates in the capital region.

The Ikebukuro flagship opened in September 1992, and three months later Bic Camera introduced the Bic Point Card. Discount electronics was a price war, and cutting cash prices cut gross margin directly; returning value as points instead deferred the reward to the customer’s next visit, defending margin and locking in the shopper at the same time. Few in the trade had tried it. It became the industry standard.

Around the stores the company built its own supply chain — a distribution cooperative in 1981, a bedding manufacturer in 1992, a property and store-development arm in 1996 — bringing site development, logistics and financial services inside the group. In April 1999 the Tenjin store in Fukuoka took the chain outside the Kanto region for the first time, and that August the company incorporated the venture that became Nippon BS Broadcasting, stepping outside retail altogether.

The national build-out then came in a rush: Shin-Yokohama in June 1999, Tachikawa in January 2001, Namba in Osaka that May, Yurakucho in June, Sapporo in July — flagship stores at the country’s main terminals inside roughly eighteen months. A liquor and food subsidiary followed in November 2001, Shinjuku West and Ikebukuro West in 2002, the biccamera.com shopping site in October 2003, and Nagoya and Omiya that November. Maximising both floor area and the breadth of what a single store carried — cameras, PCs, white goods, watches, liquor, medicines — produced a format genuinely distinct from the roadside model of Yamada and Kojima, and by the early 2000s Bic Camera stood with Yodobashi as the definitive city-terminal chain. In January 2005 it signed a capital and business alliance with Sofmap; that November Arai handed the presidency to Miyajima Hiroyuki, a first-year graduate hire who had risen through the sales floor.

In February 2006 Bic Camera subscribed to a share issue and took control of Sofmap, an Akihabara PC specialist with a distinctive customer base in used computers and self-published books, whose narrow focus had left it losing the price war against the full-line chains. The shares themselves listed on the JASDAQ exchange in August 2006 and on the First Section of the Tokyo Stock Exchange in June 2008, and the proceeds went into stores — Fujisawa and Lazona Kawasaki in 2006, Okayama in 2007, Hamamatsu in 2008, Niigata in 2009 — pushing the terminal format into regional cities. In April 2008 the company became the first to be certified under the Ministry of the Environment’s Eco-First scheme.

Sofmap was taken to full ownership by share exchange in January 2010. Then, in 2012, came the larger move: a capital and business alliance with Kojima in May, followed in June by a $176.7M (¥14bn) third-party allotment that gave Bic Camera 50.06% of the votes. Kojima, founded in Utsunomiya, was one of the big suburban roadside chains and had posted a ¥7.3 billion net loss in the year to May 2011 in its price war with Yamada Denki. In a single transaction Bic Camera acquired the provincial and roadside network it had always been thin in, and with it a top-tier position in both revenue and store count. The first jointly branded “Kojima × Bic Camera” store opened in June 2013.

The same years brought experiments at the edge of the format: Bicqlo in Shinjuku in September 2012, a store shared with Uniqlo and an industry first; one-stop support, trade-in and repair counters from March 2013; a dedicated counter for the low-cost BIC SIM from June 2014. And in August 2012 the founder returned. After three years away from management, Arai came back as chairman at 66 — a move read as tightening group governance at a company whose revenue had just been expanded by acquisition faster than its earning power or its integration could follow. He remained the controlling shareholder throughout the 2010s.

Foreign visitors to Japan passed 13 million for the first time in 2014, reached 19.73 million in 2015 and 24.03 million in 2016, and stores standing directly at the country’s busiest station gates were extremely well placed to sell them expensive cameras and appliances. Miyajima set out the strategy in 2015 as differentiation plus the joining of online and physical retail, and the openings continued — Abeno in 2016, Hiroshima Station and Nagoya’s JR Gate Tower and Bic Camera AKIBA in 2017 — while repair and logistics were brought in-house through subsidiary purchases in 2017 and 2018. By 2018 he was describing the shop itself differently: that physical stores were becoming showrooms was fine, he said, and it was better to put food, liquor and medicines on the ground floor than televisions and PCs — an electronics chain widening itself into an everyday urban retailer for shoppers who had never been its core.

Then the pandemic removed the visitors. Consolidated revenue fell from ¥894.0 billion in FY19 to ¥847.9 billion in FY20, and operating profit roughly halved, from ¥22.9 billion to ¥12.0 billion. In August 2020 Bic Camera took the unusual step of installing Kimura Kazuyoshi, chairman and president of its subsidiary Kojima, as its own third president — the first change of leadership in fifteen years, and a subsidiary chief promoted over the parent rather than an internal succession. Kimura’s own account of it was that COVID had reversed the group’s balance, with the suburban Kojima stores now carrying a strong tailwind, and that Bic Camera had good management resources sitting under a pile of unresolved problems. He set about clearing the duplicated functions, inventory and organisation that acquisition had left inside the group.

In December 2021 Sofmap acquired Jumpara, a specialist in used smartphones and PCs — the point at which reuse became a declared group business rather than a sideline. The company moved to the Tokyo Stock Exchange Prime Market in April 2022, and that August Akiho Toru, a career insider who had run merchandising, became the fourth president. His diagnosis was that staff had grown used to waiting for instructions, which in an age of varied demand meant uniform head-office direction produced poor results; he abolished the headquarters divisional structure and cut executive officers from 23 to 17. The medium-term plan published in October 2024, Vision 2029, targets ¥1.1 trillion in consolidated revenue and ¥40 billion in operating profit by the year to August 2029, built on a circular-economy model in which Bic Camera, Kojima, Sofmap and Jumpara together handle new sales, trade-in, reuse and repair inside one group. FY25 came in at ¥974.5 billion in revenue, ¥30.3 billion in operating profit and ¥17.5 billion in net profit — the strongest figures in the company’s history, fifty-seven years after the photo lab in Takasaki.