Strengthening Product Assortment and Reducing Lost Sales Opportunities

「We worked to reduce lost purchasing opportunities by promoting a stable supply of high-value-added products, including in-store prepared foods, and strengthening our product lineup. We also actively pursued cost control through labor saving, including by increasing the use of self-checkout registers, resulting in a substantial increase in profit.」

「The company worked to reduce lost purchasing opportunities by ensuring a stable supply of high-value-added products, including prepared foods made in stores, and strengthening its product lineup. It also proactively pursued labor-saving measures and cost control, including by increasing self-checkout utilization, resulting in a significant increase in profit.」

「We worked to reduce lost purchasing opportunities by promoting a stable supply of high-value-added products, including in-store prepared foods, and strengthening our product lineup. We also actively pursued cost control through labor saving, including by increasing the use of self-checkout registers, resulting in a substantial increase in profit.」

「We worked to reduce missed purchasing opportunities by ensuring a stable supply of high-value-added products, including in-store prepared foods, and strengthening our product ranges. We also proactively pursued cost control through labor savings, including by increasing the use of self-checkout registers.」

「We worked to reduce lost purchasing opportunities by promoting a stable supply of high-value-added products, including in-store prepared foods, and strengthening our product lineup. We also actively pursued cost control through labor saving, including by increasing the use of self-checkout registers.」

「In addition to pursuing proactive sales initiatives, including selling products sourced specifically for each location, we focused on improving earnings by strengthening initiatives to improve gross margins by product category.」

「In addition to pursuing proactive sales initiatives, including selling products sourced specifically for each location, we focused on improving earnings by strengthening initiatives to improve gross margins by product category.」

「Following store refurbishment work carried out sequentially since January of this year, we introduced new in-store cooking facilities, including “Machikado Kitchen,” and promoted reviews and expansion of our product ranges. As a result, profitability also improved steadily.」

「With the aim of creating distinctive stores, one of our strengths, we pursued proactive sales initiatives, including selling products sourced specifically for the characteristics of each location, in addition to the various initiatives promoted by the franchise headquarters.」

「In the convenience-store business, we operate 5 stores in Chiba Prefecture and central Tokyo. We pursued proactive sales initiatives, including selling products sourced specifically for the characteristics of each location, in addition to the various initiatives promoted by the franchise headquarters, with the aim of creating distinctive stores, one of our strengths.」

「In addition to sourcing products specifically for events held at large exhibition venues near our main stores, we will pursue maximum sales from existing demand by reviewing product ranges to suit the trading area of each store. We will also improve profitability through greater operating efficiency by standardizing basic operations.」

「In the convenience-store business, we aim to create distinctive stores, one of our strengths. In addition to the various initiatives promoted by the franchise headquarters, we pursued initiatives to respond to changes in consumer behavior caused by COVID-19, including strengthening sales of daily-delivery foods at stores in residential areas and regularly holding vegetable markets jointly with specialist fruit and vegetable suppliers.」

「To respond to changes in consumer behavior caused by COVID-19, we pursued initiatives at stores in residential areas including strengthening sales of daily-delivery foods and regularly holding vegetable markets jointly with specialist fruit and vegetable suppliers.」

「In the convenience-store business, we aim to create distinctive stores, one of our strengths. In addition to the various initiatives promoted by the franchise headquarters, we are taking steps to respond to changes in consumer behavior caused by COVID-19, including strengthening sales of daily-delivery foods at stores in residential areas and beginning new transactions with specialist fruit and vegetable suppliers.」

「At stores in residential areas, we worked to strengthen sales of fresh and daily-delivery foods for customers using them as an alternative to large supermarkets and similar outlets.」

「Because our main stores are located in distinctive settings, such as near large exhibition venues and tourist facilities, we pursued proactive sales initiatives, including the sale of products sourced specifically for individual events, with the aim of creating distinctive stores, one of our strengths.」

「At the 8 stores that remain in operation, the main stores are located in distinctive settings, such as near large exhibition venues and tourist facilities. We therefore returned to the starting point of creating distinctive stores, one of our strengths, and sold products sourced specifically for individual events. We also continued our human-resource development initiatives, including training programs held every other week to help employees acquire store-management skills from a management perspective.」

「As most of the stores that continue to operate are in special-location areas, we have worked to tailor operations to the environment of each store. In addition to initiatives by the headquarters, we independently designated priority categories, expanded assortments and implemented sales measures, as well as product initiatives for large-scale events. We also worked to enhance our personnel development system, including by regularly holding training focused on raising management skills.」

「At the 8 company-operated stores that we continue to operate, all of which are in special-location areas, we have worked to tailor store operations more closely to the characteristics of each location. In addition to initiatives by the headquarters, we designated priority categories for each store, expanded assortments and implemented sales measures, as well as product initiatives for large-scale events. We also worked to enhance our personnel development system, including by regularly holding training focused on raising management skills.」

「We continued to expand the assortment and review display quantities, focusing on prepared-food products for which demand is growing. We also strengthened earnings capacity by acquiring new customer segments and increasing average spend per customer through measures implemented by the chain headquarters, including the renewal of rice balls, the launch of desserts developed in collaboration with premium confectionery brands, coupons distributed through advertising media and instant-win lotteries.」

「Under these circumstances, in our group's convenience-store business, we expanded the product assortment and reviewed display quantities, focusing on prepared-food products for which demand is growing, in order to address diversifying lifestyles and the needs associated with each location. We also actively utilized initiatives implemented by the chain headquarters, such as desserts developed in collaboration with premium confectionery brands and coupons distributed through advertising media, to acquire new customer segments and strengthen earnings capacity by increasing average spend per customer.」

「We added shelving to open cases and expanded the product assortment, mainly of prepared-food ingredients for which demand is growing. By strengthening store competitiveness through differentiated services, including our independently developed private-label products, lottery tickets, flowers and dry-cleaning drop-off services, average spend per customer continued to increase.」

「We recognize that enhancing our product assortment and reducing lost sales opportunities are the highest-priority measures for improving customer satisfaction, and continued efforts to make improvements since the previous fiscal year.」

「We recognize that enhancing our product assortment and reducing lost sales opportunities are the highest-priority measures for improving customer satisfaction, and have continued efforts to make improvements since the previous fiscal year. To make more effective use of the investment in additional shelving and renovation work carried out at the beginning of the period, we have been reviewing and expanding product assortments according to location characteristics. We have also been strengthening differentiated store operations through our independently developed private-label products, lottery tickets, flowers and dry-cleaning drop-off services, and average spend per customer has been trending slightly higher.」

「We recognize that enhancing our product assortment and reducing lost sales opportunities are the highest-priority measures for improving customer satisfaction, and have continued efforts to make improvements since the previous fiscal year. At weekly store-manager meetings, we provided a forum for store managers to present successful initiatives and worked to share information promptly. We also carried out renovation work to add product shelving at stores where investment effects were expected. Together with our independently developed private-label products, lottery tickets, flowers and dry-cleaning drop-off services, these measures have enabled us to strengthen store operations tailored to the characteristics of each location by providing differentiated services.」

「We recognize strengthening product assortments and reducing lost sales opportunities as our highest-priority initiatives for improving customer satisfaction, and have continued efforts to improve in these areas since the previous fiscal year.」