Proper Production and Timely Product Supply in the Tenant Business

「For the new “frozen products” initiative, in addition to beginning deliveries to new customers, we expanded deliveries to PPIH and worked to improve profit margins by stabilizing and streamlining the production structure.」

「The out-pack ratio increased 6.1% from the previous fiscal year, while labor hours per unit of output declined 5.7%.」

「As a result, tenant-business sales rose 3.7% year on year to ¥23.323 billion. In terms of profit, stronger coordination with the wholesale business reduced lost sales opportunities, resulting in segment profit of ¥1.307 billion, up 36.5% year on year.」

「We also regard the increased efficiency of store operations and improved ability to address labor shortages resulting from the promotion of in-house production as major achievements.」

「As a result, wholesale-business sales rose 12.9% year on year to ¥43.344 billion. In terms of profit, continued improvement initiatives in factory operations steadily produced results, resulting in segment profit of ¥1.271 billion, up 99.9% from the previous fiscal year.」

「At existing stores, we focused on improving and strengthening sales of core products that are central to the sales floor, working to raise the performance of the business as a whole. As a result, tenant-business sales rose 2.6% year on year to ¥21.589 billion. In terms of profit, higher sales, more precise production planning and efficient operating methods improved the full-price sales ratio and reduced losses, resulting in segment profit of ¥1.057 billion, up 7.7% year on year.」

「Higher precision in production and staffing plans produced some improvement in profitability, but the burden of temporary costs related to new store openings resulted in segment profit of ¥460 million, down 3.6% from the same period of the previous year.」

「In the wholesale business, as foot traffic recovered and provided a broad-based uplift, chilled prepared-food series Choi Deli and the chilled boxed-meal program Meat Bento Four Kings performed well at FamilyMart stores. Various category promotions, including the Onigiri Campaign, also helped keep delivery volumes stable.」

「As a result, the expansion of in-house production and the broader use of out-pack products helped reduce the burden on store operations and lost sales opportunities, contributing to higher profit across the tenant business.」

「Operationally, we prepared appropriate staffing plans in line with changes in peak visiting hours as a response to new lifestyles, working to eliminate lost sales opportunities and secure revenue.」

「In terms of profit, we strengthened coordination with the wholesale factories and expanded the range of delivered items, improving morning product availability and responding accurately to the earlier sales peak. This contributed to higher gross profit and lower markdown and disposal losses, but the substantial decline in sales resulted in segment profit of ¥924 million, down 12.5% from the same period of the previous year.」

「To expand in-house production, we advanced product development for tenant stores. In addition to renewing existing products such as boxed meals and rice-ball sets, we began supplying a new product, warabi mochi, and worked to increase delivery volumes and factory utilization.」

「To satisfy customers and encourage them to choose us again, which is also one of our core beliefs, we worked to promote freshly made and freshly fried products thoroughly during peak periods.」

「In the wholesale business, in addition to participating in various promotional programs at FamilyMart stores, we revised menus and expanded delivery areas for products supplied to our own tenant stores. From April, we also began producing and supplying dinner-delivery boxed meals to Osaka Yodogawa Consumer Cooperative. We worked to increase delivery volumes, but overall sales remained sluggish due in part to the decline in the number of stores supplied.」

「To satisfy customers who purchase our products and encourage them to choose us again, we worked to promote freshly made and freshly fried products thoroughly during peak periods.」

「We began shipping boxed meals from our factories for the tenant business in December 2017. We decided to ship them from factories so that customers would not be inconvenienced by labor shortages or limited product selection at tenant stores. Starting with boxed meals, we are considering gradually resuming shipments of prepared foods and salads that we supplied in the past.」

「In the tenant business, we continued to produce high-quality products, provide products in a timely manner according to the time of day, and improve customer service, thereby upgrading the performance of existing stores.」

「In the tenant business, we continued to improve product quality and customer service and strengthen sales, while working to provide products in a timely manner and actively promote them. Together with additional sales from new stores opened in the previous fiscal year, these efforts kept revenue on a firm trend.」

「At existing stores, while continuing to improve quality, we focused on strengthening sales, providing freshly made products according to the time of day, promoting products actively and improving customer service to increase customer satisfaction.」

「In the tenant business, we treated stronger sales as a key priority and focused on creating sales floors with clear differences by day and time, active promotions and the provision of freshly made products.」

「Operationally, we strengthened sales of freshly made products and active promotions according to the time of day, working to stimulate demand.」

「In the tenant business, we will continue working to establish an appropriate production system so that we can provide customers with the products they want when they want them.」