Product Deployment by Location and Centralized Management of Vending Machines

「In the vending machine business, we strengthened efforts to acquire high-quality locations and replace existing machines with ours through integrated proposals leveraging our group businesses to address industry-specific customer challenges such as labor shortages and cost reduction.」

「In the vending machine business, we undertook initiatives to help solve customers’ challenges by strengthening activities that leverage synergies with the group businesses that are one of our strengths.」

「In the vending machine business, we proposed that vending machines take over beverage-serving duties previously performed by facility staff in the medical and welfare sectors, where labor shortages are particularly severe. This helped address a social issue and led to more vending machine installations and higher sales.」

「In the vending machine business, we organized Team Trial, which aims for all employees at offices and other workplaces to achieve a target number of purchases, to promote sales in workplace locations that had been sluggish since price revisions. We also implemented temperature initiatives using vending machine-specific functions, including settings 2°C below normal cooling temperatures in summer to address heatstroke-prevention needs and 2°C above normal heating temperatures in winter to provide lasting warmth.」

「In the vending machine business, we proposed reviewing the number of machines at sites where our machines were installed alongside those of other manufacturers, and proposed an optimal lineup of machines suited to each site’s sales performance.」

「In the vending machine business, we are working to expand new vending machine locations by taking advantage of redevelopment projects in the Sapporo area.」

「In the vending machine business, we expanded customer traffic by implementing popular nationwide promotions such as the Dragon Quest Walk collaboration and the Second Bottle Free Campaign, and adding point-of-purchase messaging on vending machines to the existing app-based promotion. We also implemented a Hokkaido-specific Coke ON promotion targeting the morning, when demand is highest in workplaces, to grow sales.」

「In the vending machine business, targeting recovering tourism demand, we expanded app usage and sales through Hokkaido-specific initiatives such as awarding area-limited stamps to customers who made purchases using the Coke ON app, achieving an app usage rate above the national level and higher sales. We also expanded a Hokkaido-specific initiative involving extra-cold vending machines set 2°C below the normal temperature, increasing sales during exceptionally hot weather.」

「In the vending machine business, RV demonstrated its sales capabilities by limiting removals and expanding the number of installed machines. We also reviewed the number of machines installed at each location, including machines made by other manufacturers, as an energy-saving measure, and worked to expand our share.」

「In the vending machine business, we increased the number of proposals and expanded the number of installed machines as foot traffic recovered. We also worked to increase sales per machine through measures centered on Coke ON promotions and more frequent reviews of product lineups. As a new initiative, we began selling drink-exchange tickets usable at vending machines for use in corporate employee-benefit programs.」

「In the vending machine business, we strengthened various promotional activities using Coke ON and new-business development based on new value proposals. In addition, alongside the price revisions for small-pack products and other items beginning in October, we conducted discount campaigns for electronic-money purchases of products subject to price increases.」

「In the vending machine business, we continued developing new business partners and implemented promotions including time-of-day double-stamp campaigns using Coke ON, tailored to the characteristics of each installation site. We also maximized exposure for the redesigned I LOHAS Natural Water bottle, launched first in Hokkaido in June, by highlighting that Sapporo is its water source, ensuring distribution to every store in Kiyota-ku, Sapporo, where our plant is located, and holding campaigns such as a sales contest across Hokkaido.」

「In the vending machine business, we continue to develop new business partners.」

「We promoted products at vending machines in apartment buildings and other locations by introducing customized menu ideas using our products through QR codes.」

「In the vending machine business, we entered into a comprehensive partnership agreement with Rakuno Gakuen, jointly developed a 100% recycling scheme for empty containers on campus and jointly developed business continuity planning, among other initiatives. Through industry-academia SDGs proposals, we achieved centralized management of all vending machines on campus. We also began joint research into eco-feed, using tea leaves discarded during beverage production at our Sapporo plant as feed for beef cattle raised at Rakuno Gakuen, and linked these environment-focused proposals to sales growth.」

「In the vending machine business, we promoted environmental messaging to companies strengthening their environmental initiatives through vending machines using 100% recycled PET bottles of I LOHAS Natural Water. We also undertook initiatives suited to the COVID-19 era, including supplying beverages for hydration at large-scale COVID-19 vaccination venues, together with antimicrobial treatment, and proposing bundled sales of ready-to-drink canned beverages to restaurants handling takeaway products.」

「In the vending machine business, amid continuing headwinds including ongoing telework during the pandemic and weak sales in tourist areas, we made value proposals such as proposals linked to the working platform COCOON your branch, which connects underused space in premises with users in cooperation with accommodation and restaurant businesses in Hokkaido, and employee-benefit proposals using our vending machines to improve customer employee satisfaction.」

「In the vending machine business, sales were challenging because many companies, including our largest customers, offices in central Sapporo, introduced COVID-19 measures such as working from home and staggered working hours. Despite restrictions on sales activities, we prepared to respond quickly to market changes based on a new lifestyle and made product proposals addressing the increased demand for takeaway at restaurants.」

「In the vending machine business, we carried out intensive market activities for the Tokyo 2020 Olympic and Paralympic Games and made proposals to maximize the use of Olympic assets at tourist facilities, hotels, restaurants and landmark facilities. Although changes to these activities have occurred due to the impact of COVID-19 and market changes resulting from the postponement of the Olympic and Paralympic Games, we will prepare for activities after the impact of COVID-19 has subsided.」

「In the vending machine business, we pursued growth- and profitability-focused initiatives, including proposals linked to supermarket eat-in areas to create new points of sale and efforts to improve the efficiency of vending machine restocking. Outside the Sapporo area, we changed from an organization based on individual sales channels to an organization centered on area management and conducted activities using the group’s collective capabilities to promote sales.」

「As part of our social contribution activities, to support families raising children, we installed a Child-Rearing Support Vending Machine at Roadside Station Kita-Okhotsk Hamatonbetsu under an agreement among Hamatonbetsu Town, the Wakkanai Development and Construction Department of the Hokkaido Regional Development Bureau and our company, as part of the bureau’s child-rearing support program.」

「In the vending machine business, we focused on creating new points of sale through initiatives including proposals linked to supermarket eat-in areas and collaboration at roadside stations with the Child-Rearing Support Initiative promoted by the Hokkaido Regional Development Bureau.」

「As a sales initiative, we focused on creating new points of sale in the vending machine business, including proposals linked to eat-in areas in the supermarket channel.」

「In the vending machine business, we promoted packaging and product assortments suited to each location. We also focused on developing new vending machine locations and increasing share, including by installing vending machines that accept China’s electronic payment service WeChat Pay to expand use by foreign tourists, as well as JOC Olympic Support Vending Machines to build momentum for the 2020 Tokyo Olympics and strengthen support for Olympic athletes.」

「Specifically, in the vending machine business, we promoted packaging and product assortments suited to each location and worked to grow sales. We also focused on developing new vending machine locations and increasing share, while expanding use by foreign tourists by installing vending machines that accept the Chinese electronic payment service WeChat Pay.」

「In the vending machine business, we promoted packaging and product assortments suited to the characteristics of each location. We also strengthened initiatives to create more attractive vending machines, including the active rollout of vending-machine-exclusive products to increase share, and focused on developing new vending machine locations to grow sales.」

「To increase the share of our products, we strengthened group-wide initiatives to create more attractive vending machines, including the active rollout of vending-machine-exclusive products such as Fanta White Peach and Skål Mango. We also focused on expanding new channels, including new-business development targeting large corporations with which we had no existing transactions, following a restructuring of the sales organization to grow sales.」

「Specifically, in the vending machine business, we expanded packaging and product assortments suited to the characteristics of each location and proposed centralized management by a single operator at sites where competing manufacturers’ machines were installed alongside ours, leveraging our group’s operational capabilities. We also expanded vending-machine-specific products to increase share, strengthened merchandising activities to create more attractive vending machines, and intensified new-business development focused on large corporate accounts to grow sales.」

「For existing vending machines, we worked to increase sales per machine by actively using products and promotional materials designed specifically for vending machines to enhance their appeal.」

「Specifically, in the vending machine business, we expanded packaging and product assortments suited to the characteristics of each installation site. At sites where our machines were installed alongside those of competing manufacturers, we promoted proposals for centralized management by a single operator, leveraging our group’s operational capabilities.」

「Specifically, in the vending machine business, we expanded packaging and product assortments suited to the characteristics of each location, including products designed specifically for vending machines, while promoting activities to improve profitability through price changes.」

「We expanded packaging and product assortments suited to the characteristics of each location, including products designed specifically for vending machines, while promoting initiatives to improve profitability through appropriate vending machine pricing.」

「We expanded packaging and product assortments suited to the characteristics of each location. At sites where our machines were installed alongside those of competing manufacturers, we proposed centralized management by a single operator, leveraging our group’s operational capabilities, and promoted sales growth.」