Establishing a New-Store Model and Transforming the Business to Enable Growth Investment

「マックスバリュ関東㈱ positioned the year as "a year for executing structural reforms to grow to the next target level," carried out large-scale revitalization at 2 stores, and opened マックスバリュエクスプレス幕張店 as the first shopping-experience store in the small-format Express business.」

「マックスバリュ関東㈱ positioned the year as "a year for executing structural reforms to grow to the next target level," carried out large-scale revitalization at 2 stores, and opened マックスバリュ エクスプレス幕張店 as the first shopping-experience store in the Express format. In addition to its initiatives to enhance value propositions to date, it actively introduced new products and services leading to the construction of the next growth model, challenging itself to further improve the value provided.」

「マックスバリュ関東㈱ positioned the year as "a year for executing structural reforms to grow to the next target level" and pursued ① the evolution of shopping-experience supermarkets, ② the construction of the next growth model, and ③ cost structure reforms.」

「マックスバリュ関東㈱ positioned the year as "a year for reliably executing the initiatives for the second year of the medium-term management plan" and pursued ① the horizontal rollout and evolution of shopping-experience supermarkets, ② strengthening product development and procurement capabilities, and ③ promoting digitalization. In July, in addition to 東習志野店, which underwent major revitalization as a shopping-experience store, 2 Express-format stores were also revitalized with shopping-experience elements.」

「マックスバリュ関東㈱ positioned the year as "a year for reliably executing the initiatives for the second year of the medium-term management plan" and pursued ① the horizontal rollout and evolution of shopping-experience supermarkets, ② strengthening product development and procurement capabilities, and ③ promoting digitalization. In July, in addition to 東習志野店, which underwent major revitalization as a shopping-experience store, 2 Express-format stores were also revitalized with shopping-experience elements.」

「In addition, large-scale revitalization was carried out at マックスバリュ東習志野店, the second shopping-experience supermarket, toward realizing 4 value propositions: ① enjoying the time spent in the store, ② stimulating the five senses, ③ catering to individual preferences, and ④ providing reasons to visit beyond shopping.」

「During the first quarter of the current fiscal year, the results of the initiative at マックスバリュおゆみ野店, the first shopping-experience supermarket, were reviewed, and a plan was established to revitalize マックスバリュ東習志野店 as the second shopping-experience supermarket and pursue further evolution.」

「During the current consolidated fiscal year, large-scale revitalization was carried out at マックスバリュおゆみ野店 as a shopping-experience supermarket in October, and the initiative was rolled out horizontally to マックスバリュエクスプレス stores.」

「During the nine-month period of the current fiscal year, large-scale revitalization was carried out at マックスバリュおゆみ野店, the first shopping-experience supermarket, with the aim of adding "fun" and "excitement" to customers' daily shopping and realizing 4 value propositions: ① enjoying the time spent in the store, ② stimulating the five senses, ③ catering to individual preferences, and ④ providing reasons to visit beyond shopping.」

「マックスバリュ関東㈱ carried out large-scale revitalization at 2 stores to realize the shopping-experience supermarket concept, enhancing customer-touchpoint services and introducing lively sales floors that stimulate the five senses. In the second half, at マックスバリュおゆみ野店, it will work to realize a shopping-experience supermarket embodying 4 value propositions, under the concept of adding "fun" and "excitement" to customers' daily shopping: ① enjoying the time spent in the store, ② stimulating the five senses, ③ catering to individual preferences, and ④ providing reasons to visit beyond shopping.」

「For fiscal 2020, the first year of its newly formulated medium-term management plan, マックスバリュ関東㈱ positioned the year as "a year in which, as we celebrate our 11th anniversary, we take the first step toward major reforms for growth over the next 10 years," and pursued ① the challenge of creating unique reasons for customers to visit the company, or distinctive features, through large-scale revitalization, ② generating resources for reform through product and cost structural reforms over the three-year medium-term period, and ③ developing the organizational capabilities supporting reform, including digital utilization and a culture of challenge and learning.」

「Maxvalu Kanto㈱ adopted “Creating the joy of shopping” as its vision and pursued the following initiatives aimed at establishing a new-store model and transforming the business into one capable of accelerating growth investment: ① carrying out large-scale revitalization in anticipation of new store openings, ② realizing “Maxvalu is a great value” through a stronger pricing strategy, ③ creating reasons to visit through products, ④ reforming operations in pursuit of efficiency, and ⑤ transforming the company into one where all employees can work with enthusiasm and grow.」

「With the aim of "establishing a new-store model" and "transforming the business to enable accelerated growth investment," it pursued ① large-scale revitalization in anticipation of new store openings, ② the realization of "マックスバリュ is a great value!" through a stronger pricing strategy, ③ creating reasons for customers to visit through merchandise, ④ operational reforms focused on efficiency, and ⑤ transforming the company into one where all employees can work actively and grow.」