Expanding Delivery Share and Delivery Coverage in the Wholesale Business

「In the external sales business, we strengthened the development and proposal of products for the PPIH Group while working to expand the number of delivery items and delivery volumes.」

「The value of deliveries to PPIH increased substantially, by 31.7% compared with the previous fiscal year, and is expected to continue increasing.」

「Meanwhile, delivery volumes to external customers temporarily declined due to policy-driven production adjustments at certain factories, undertaken with a view to expanding deliveries to the PPIH Group.」

「At PPIH Group stores such as Uny and Don Quijote stores, the range of delivery items, including the prepared-food brand Henkai Meshi, was actively expanded, steadily increasing delivery volumes.」

「We also pursued further expansion of deliveries to PPIH Group stores such as Uny and Don Quijote stores by delivering Don Quijote’s boxed-meal and prepared-food brand Henkai Meshi and expanding the range of items. As a result, sales in the external sales business increased 7.3% year on year to ¥22,889 million.」

「We also continued to expand delivery items, including Henkai Meshi, for PPIH Group stores such as Uny and Don Quijote stores.」

「We also expanded the range of delivery items at PPIH Group stores, including Uny and Don Quijote stores. From November 2023, we undertook the manufacturing and delivery of Henkai Meshi, PPIH’s new boxed-meal and prepared-food brand based on the concept “Rather than 75 points for everyone, 120 points for someone,” and steadily worked to expand delivery volumes as a core initiative.」

「In November 2023, we began manufacturing and delivering Henkai Meshi, PPIH’s new boxed-meal and prepared-food brand based on the concept “Rather than 75 points for everyone, 120 points for someone,” and steadily pursued an expansion in delivery volumes.」

「We also expanded the range of delivery items at supermarkets including Uny and Don Quijote stores and railway-affiliated convenience stores, focusing on increasing delivery volumes.」

「We also sought to expand the number of delivery stores and delivery items at supermarkets including Uny and Don Quijote stores, working to expand sales channels beyond convenience stores.」

「We also steadily advanced initiatives to further increase delivery volumes, including expanding the number of delivery stores and delivery items, with deliveries to Uny, Don Quijote and other supermarkets, in addition to convenience stores, as a core business channel. As a result, sales in the external sales business increased 7.1% from the previous fiscal year to ¥38,374 million,」

「In the external sales business, the chilled prepared-food series Choi Deli, based on the concept of “salad × side dish × snack,” performed well at FamilyMart stores, and delivery volumes increased, helped by the impact of promotional campaigns such as larger-portion campaigns for rice balls and sandwiches. The range of delivery items was also expanded for Uny and Don Quijote stores, in addition to convenience stores, and steady progress was made in initiatives to further increase delivery volumes. As a result, sales in the external sales business increased 5.4% year on year to ¥19,056 million.」

「The range of delivery items was also expanded for Uny and Don Quijote stores, in addition to convenience stores, and steady progress was made in initiatives to increase delivery volumes.」

「In addition to Uny and UD Retail stores, we began deliveries from factories in the Chukyo and Kansai regions to new Don Quijote stores, bringing the total to 379 stores as of the end of the fiscal year.」

「We also sought to increase sales by expanding deliveries to supermarkets as new business partners and advancing deliveries of chilled boxed meals and other products to Uny stores and MEGA Don Quijote UNY stores. In addition, growing demand for home delivery during the COVID-19 pandemic provided a tailwind, and deliveries of dinner delivery boxed meals to consumer cooperatives remained firm.」

「Meanwhile, we began deliveries to supermarkets as new business partners and sought to improve factory utilization and productivity by consolidating the products manufactured at factories in the Chukyo region.」

「In addition, across the external sales business, we were able to begin test deliveries by expanding products for tenants and negotiating with new business partners. We believe these test deliveries laid a foundation for the following fiscal year.」

「In the external sales business, the renewal of hand-rolled rice balls at FamilyMart stores, our main delivery customer, and the rollout of the premium rice ball series Gochimusubi, which emphasizes the seasoning and taste of its fillings, had a certain positive effect on delivery volumes. However, the pace of recovery remained slow and did not lift the performance of the external sales business as a whole.」

「The external sales business was also affected, as was the tenant business, by requests to refrain from nonessential and nonurgent outings. While orders for the dinner delivery boxed meals manufactured on a contract basis for consumer cooperatives increased, the pace of recovery in customer traffic remained slow at convenience stores, particularly those located in office districts and near train stations, and delivery volumes remained weak.」

「Meanwhile, as with the tenant business, convenience stores were affected by temporary store closures, reduced operating hours and the cancellation of seasonal events in various regions. Customer traffic declined particularly at stores located in office districts and near train stations, and delivery volumes remained weak.」

「In the external sales business, we worked to increase delivery volumes by participating in various promotional campaigns at convenience stores and expanding delivery areas for dinner delivery services operated with consumer cooperatives. However, sales remained sluggish due to the decline in the number of FamilyMart stores, our main delivery customer, and the consolidation of logistics centers, among other factors.」

「In the external sales business, sales remained sluggish due to the decline in the number of convenience store delivery locations and the consolidation of logistics centers, among other factors, although」

「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.」

「In the external sales business, we worked to increase delivery volume through promotional initiatives at FamilyMart stores, such as the “¥100 Rice Ball Sale” and “¥50 Off Bento Sale.” In the dinner-delivery business for consumer cooperatives, we also began transactions with Yodogawa Consumer Cooperative in April and worked to acquire a new delivery destination, but these efforts did not lift the overall business.」

「In the external sales business, we will work to increase delivery volume and acquire new delivery destinations by promoting sales activities.」

「In the external sales business, despite a decline in the number of delivery stores due to signage changes to FamilyMart and other factors, we began delivering bento boxes, sandwiches and other products from October to vending-machine-style unmanned convenience stores (ASD) operated by 株式会社ファミリーマート, working to increase delivery volume.」

「In the external sales business, although the number of delivery stores declined because of measures such as changing store signage to FamilyMart, delivery volume remained solid as various promotional initiatives, including the “Rice Ball Campaign,” were implemented effectively.」

「In the external sales business, we will review the production structure and further strengthen the operating structure, work to achieve profitability at an early stage, expand our delivery share related to convenience stores, and continue to focus on increasing delivery value to railway-affiliated convenience stores and delivery-related businesses.」

「In the external sales business, as conversions from the Circle K and Sunkus brands to the FamilyMart brand progressed following the management integration of a major customer, we sought to expand our delivery share at FamilyMart stores,」

「In the external sales business, following the management integration of a major customer effective 1 September 2016, we worked to further improve quality and strengthen hygiene management. We also increased delivery volume and strengthened the supply structure by beginning deliveries of the chilled prepared-food series “Famidelica” to FamilyMart stores in the Tokai and Hokuriku regions from October, and acquiring the business of “Akita Plant” in Akita, Akita Prefecture, from 株式会社ナガイ in December.」

「Although we implemented promotional campaigns to encourage continued customer visits, results were sluggish because of unfavorable weather and other factors. The decline in transactions with JR West station-concourse stores, which ended at the end of the previous fiscal year, also had an impact. As overall delivery volume declined, revenue from the external sales business fell 1.4% year on year to ¥22.302 billion.」

「In the wholesale business, we worked to increase our delivery share to Circle K Sunkus stores. Following the expansion of delivery areas in Shizuoka Prefecture and deliveries of prepared foods to all stores in the Kansai region in the previous fiscal year, we began delivering prepared foods and soups to all stores in the Kansai region last June, substantially increasing total delivery volumes.」