Strengthening Frontline Operations and Reforming Products
First written in FY2017-Q1. 10 of 16 entries say "Advanced", first in FY2017-Q2. Latest entry: FY2025-H1.
8 other companies' latest entry also says "Advanced".
- FY2025-H1AdvancedAnnual report
「In August, the company began operating a second mobile supermarket vehicle in Ichihara, Chiba Prefecture, in cooperation with Ichihara City.」
Maxvalu Kanto’s store and service reforms advanced through the launch of a second mobile supermarket vehicle in cooperation with Ichihara City. - FY2025-Q1AdvancedAnnual report
「Maxvalu Kanto㈱ carried out store revitalization at 2 stores during the first-quarter consolidated cumulative period, strengthening products and services suited to local customers’ lifestyles. This included strengthening assisted sales in the produce and fresh-fish departments, expanding the rollout of its distinctive “MeetsValu” products, and strengthening fresh prepared foods, made in-store from fresh ingredients and offered as prepared dishes.」
Maxvalu Kanto revitalized 2 stores and strengthened assisted sales, the proprietary “MeetsValu” products, and fresh prepared foods. - FY2024-Q3AdvancedAnnual report
「Maxvalu Kanto㈱ carried out store revitalization at 3 stores during the third-quarter consolidated accounting period, using the views of individual store employees, and strengthened products and services suited to local customers’ lifestyles. At the Maxvalu Oyumino store, which was revitalized in September, it worked to strengthen assisted sales, expand its proprietary products, and strengthen ready-to-eat offerings, thereby improving the value provided as a supermarket offering a shopping experience.」
The company carried out store revitalization at 3 stores using employee input, while the Oyumino store strengthened assisted sales, proprietary products, and ready-to-eat offerings. - FY2024-Q2AdvancedAnnual report
「Maxvalu Kanto㈱ carried out store revitalization at 3 stores by incorporating the views of individual store employees and strengthened products and services suited to the lifestyles of local customers.」
The company carried out store revitalization at 3 stores using employee input and advanced the strengthening of products and services suited to local lifestyles. - FY2024-Q1ReframedAnnual report
「Maxvalu Kanto㈱ pursued its distinctive value proposition with “product transformation,” “digital transformation,” and “store transformation” as the pillars of its efforts to realize the vision of “creating shopping experiences filled with ‘delicious’ and ‘thank you.’”」
Maxvalu Kanto’s frontline and product reforms were reorganized around the pursuit of its distinctive value proposition through 3 transformations: product, digital, and store. - FY2021AdvancedAnnual report
「Maxvalu Kanto㈱ positioned the year as “a year in which, upon reaching its 11th anniversary, we embark on major reforms for growth over the next 10 years,” and pursued challenges to create reasons to visit, or distinctive features, reforms in products and costs, and the development of organizational capabilities. During the fiscal year, it carried out large-scale revitalization of the Maxvalu Oyumino store in October as a supermarket offering a shopping experience, and horizontally deployed the initiatives there to Maxvalu Express stores.」
Maxvalu Kanto’s frontline and product reforms advanced through large-scale revitalization of the shopping-experience-oriented Oyumino store and horizontal deployment to Maxvalu Express stores. - FY2020-Q3RestatedAnnual report
「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.」
Reforms concerning Maxvalu Kanto’s stores, prices, products, operations, and employees have continued. - FY2020-Q2ReframedAnnual report
「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.」
The previous framework of frontline capabilities and product reform was restructured into 5 areas encompassing the new-store model, prices, products, operations, and employee reform. - FY2019-Q1ReframedAnnual report
「As key initiatives to establish the company’s distinctive value proposition, it worked to shift toward a trend of increasing customer numbers through ① increasing visit frequency by strengthening fresh foods, ② a purposeful product range capable of motivating visits, ③ rejuvenating store age through continuous revitalization and repair investment, and ④ customer- and frontline-driven reforms based on store policies. To improve productivity, it also pursued ① building and horizontally deploying a new labor-hours model at model stores and ② continuously reforming the cost structure based on proposals from headquarters.」
Maxvalu Kanto’s frontline and product reforms were reorganized around its distinctive value proposition, store rejuvenation, customer- and frontline-driven reforms, and the development of productivity models. - FY2018-Q3RestatedAnnual report
「As a key initiative to strengthen sales capabilities, the company assigned supervisors to the merchandising department and sought to strengthen sales-floor execution at stores. It also established a framework for analysis and proposals using information obtained through WAON to strengthen its marketing capabilities. In addition, it renovated the sales floors of 3 stores to strengthen the profitability of existing stores. In terms of products, it pursued “strengthening product appeal in fresh foods,” “developing strong individual products that sell in volume,” and “building a distinctive product range.”」
The assignment of supervisors, the framework for analyzing WAON information and making proposals, renovations at 3 stores, and the 3 product-reform areas have continued. - FY2018-Q2AdvancedAnnual report
「The company renovated the sales floors of 3 stores to strengthen the profitability of existing stores. In terms of products, it pursued “strengthening product appeal in fresh foods,” “developing strong individual products that sell in volume,” and “building a distinctive product range.”」
Sales-floor renovations increased from 2 stores previously to 3, while the 3 product-reform areas continued. - FY2018-Q1AdvancedAnnual report
「As a key initiative to strengthen sales capabilities, the company assigned supervisors to the merchandising department and sought to strengthen sales-floor execution at stores. It also renovated the sales floors of 2 stores to strengthen the profitability of existing stores. In terms of products, it pursued “strengthening product appeal in fresh foods,” “developing strong individual products that sell in volume,” and “building a distinctive product range.”」
At Maxvalu Kanto, the initiatives took concrete form through the assignment of supervisors, renovations at 2 stores, and product reform in 3 areas: fresh foods, individual products, and the product range. - FY2017AdvancedAnnual report
「The company renovated the sales floors of 13 stores to strengthen fresh foods.」
Sales-floor renovations to strengthen fresh foods advanced from 12 stores on a nine-month cumulative basis to 13 stores for the full year. - FY2017-Q3AdvancedAnnual report
「As a key initiative to strengthen frontline capabilities, the company established a practical training group to educate and develop sales-floor managers, seeking to raise the level of sales-floor execution centered on fresh foods and prepared foods. It also renovated the sales floors of 12 stores to strengthen fresh foods.」
The practical training group initiative continued, while sales-floor renovations to strengthen fresh foods reached 12 stores. - FY2017-Q2AdvancedAnnual report
「As a key initiative to strengthen frontline capabilities, the company established a practical training group to educate and develop sales-floor managers, seeking to raise the level of sales-floor execution centered on fresh foods and prepared foods. It also renovated the sales floors of 10 stores to strengthen fresh foods.」
In addition to the practical training group initiative, the number of sales-floor renovations to strengthen fresh foods increased from 5 stores to 10. - FY2017-Q1First statedAnnual report
「As a key initiative to strengthen frontline capabilities, the company established a practical training group to educate and develop sales-floor managers, seeking to raise the level of sales-floor execution centered on fresh foods and prepared foods. It also renovated the sales floors of 5 stores to strengthen fresh foods.」
Frontline capabilities and fresh-food sales floors were strengthened through the establishment of a practical training group and renovations at 5 stores.