Differentiating from Competitors Through Cultural Content

「During the fiscal year, the company continued to use “Food × Content” as a theme, held collaboration cafés with high-quality content, and worked to create reasons for customers to visit by implementing promotional initiatives such as social media marketing alongside the provision of attractive seasonal products.」

「Continuing to focus on the theme of “food × content,” we held collaboration cafés with quality content and worked to create reasons for customers to visit by offering attractive seasonal products and implementing promotional measures such as social media marketing.」

「Meanwhile, to maximize the experiential value of its brand, the company carefully selected high-quality content for collaboration cafés involving anime, music artists and characters and proceeded with their implementation. As a result, the number of collaboration cafés held during the current interim accounting period declined year on year.」

「At its stores, the company adopted “Food × Content” as a theme and expanded stores creating spaces where customers can enjoy menus and content developed in collaboration with high-quality content such as anime, music artists and characters. Existing food-service stores consequently performed well.」

「Under the theme of “Food × Content,” the company expanded stores that create spaces where customers can enjoy menus and content developed in collaboration with high-quality content such as anime, music artists and characters. Existing food-service stores consequently performed well.」

「The company operates multiple store brands and manages its stores in line with their locations, customer bases and trends. Under the theme of “Food × Content,” it created spaces where customers could enjoy menus and content developed in collaboration with high-quality content, including anime, music artists and characters, thereby providing customers with new experiences.」

「The company operates multiple store brands and manages each store according to its individual characteristics, including its food menu, customer base and location. It also holds limited-period collaboration events offering menus inspired by high-quality content and characters such as anime, creating spaces where customers can experience high-quality content. As a result, the food-service operations performed well.」

「The company held collaboration events offering menus inspired by high-quality content and characters such as anime, tailored to each store's brand, customer base and location, and created spaces where customers could enjoy their visits. These initiatives resulted in strong performance in the food-service operations.」

「Food service performed well as certain stores introduced limited-time collaboration events featuring menus inspired by anime and other characters, and created spaces where customers could enjoy dining while watching sporting events on multiple TV monitors.」

「The company implemented measures to increase sales, including holding a collaboration café for the TV anime Tokyo Revengers at 11 kawara CAFE＆DINING stores from late November through the end of December 2022, extending the collaboration cafés previously held at specialty stores.」

「The Company worked to recover revenue by strengthening existing services through new menu items such as desserts, while also holding new collaboration events at some food service locations.」

「During the fiscal year, the company opened 1 permanent collaboration café using IP content, including anime, games, manga, idols and music artists, contributing to higher sales.」

「During the first 3 quarters, the Company opened 2 permanent collaboration cafés using IP content, including anime, games, manga, idols and music artists, contributing to higher revenue.」

「On the other hand, collaboration cafés using IP content, including anime, games, manga, idols and music artists, at some of the company's directly operated stores performed well during the previous fiscal year even amid the COVID-19 pandemic, excluding the cumulative first quarter of the fiscal year ending February 2021, when most directly operated stores were closed for most of the period following the declaration of a state of emergency.」

「On the other hand, collaboration cafés using IP content, including anime, games, manga, idols and music artists, at some of the company's directly operated stores performed well during the previous fiscal year even amid the COVID-19 pandemic, excluding the cumulative first quarter of the fiscal year ending February 2021, when most directly operated stores were closed for most of the period following the declaration of a state of emergency.」

「Meanwhile, the company held collaboration cafés using IP content, including anime, games, manga, idols and music artists, at some directly operated stores, and those stores performed well. This indicates that demand for “koto consumption,” or consumer behavior driven by a desire for experiences suited to individual interests and preferences, remains high even in the above environment, and that the company's business development using IP content, one of its strengths, is producing results.」

「The company held collaboration cafés using IP content at some directly operated stores, and the performance of those stores remained firm. This indicates that demand for “koto consumption,” or consumer behavior driven by a desire for experiences suited to individual interests and preferences, remains high even in the above environment. The company obtained useful information for future business development using IP content, one of its strengths.」

「In this competitive environment, the company will pursue the sound growth of its food-service operations by refining its existing business formats, enhancing internal training, improving CS and ES, and pursuing operating profit.」

「The company's outdoor music festival, Summer Bikin' MUSIC FESTIVAL 2019, held for the 13th consecutive year, contributed to higher sales through its first event in Ishigaki Island, Okinawa, and the expansion of the Tokyo venue, among other factors.」

「Food-service operations remained firm at existing stores as the effects of various customer-acquisition initiatives became established, including efforts through various food-service media to secure dinner-period reservations, which began in the previous fiscal year, and initiatives to improve QSCA at stores. Seasonal initiatives such as limited-time menus also contributed.」

「During the first half (from 1 April 2018 to 30 September 2018), business conditions took longer than expected to improve due to factors including operating restrictions at some existing stores and a decline in the number of stores following closures. However, from August 2018, the number of dinner-period reservation customers remained above the same-month level a year earlier, and various initiatives contributed to performance, including the active implementation of collaboration cafés using IP content. As a result, existing-store sales excluding stores subject to operating restrictions improved to 103.7% year on year during the 5-month second half (from 1 October 2018 to 28 February 2019).」

「Since August 2018, the number of dinner-period reservation customers has remained above the same-month level a year earlier as a result of the initiatives. In addition, collaboration cafés at 4 stores contributed to an improvement in existing-store sales, excluding stores subject to operating restrictions, to 101.2% year on year in the third-quarter accounting period.」

「The company also newly began digital marketing using social media and worked to visualize the verification of the effectiveness of customer-acquisition initiatives based on data analysis. It reviewed its existing customer-acquisition media and implemented initiatives using internal resources, among others, achieving a certain degree of success in reducing and improving the efficiency of advertising expenses related to its stores.」

「The company has also begun digital marketing using social media and has been working to visualize the verification of the effectiveness of customer-acquisition initiatives based on data analysis. Following a review of its existing customer-acquisition media, the company has also achieved a certain degree of success in reducing and improving the efficiency of advertising expenses related to its stores.」

「In this industry environment, the company differentiates itself from competitors by enhancing cultural content, including music (background music) and art (interior design and furniture), in addition to food. Specifically, based on music selected using the company's proprietary expertise, the company selects background music suited to operating conditions such as the season, time of day and day of the week, creates wall art that also serves as a live performance, and holds workshops for a broad range of external participants, including customers.」

「This format has strong capabilities in delivering cultural content, including music promotions and live performances, and will provide customers with an enjoyable space as a new destination in the Kyushu region.」

「Through a corporate branding strategy built around initiatives unique to us, including selecting background music suited to the season, time of day and day of the week based on sound sources chosen using our proprietary expertise, creating wall art that also serves as live performance, and holding workshops for customers and a broad range of people outside the company, we will work to attract new customers and improve repeat-visit rates.」