Small-Catchment Mega-Drugstore Model

「With regard to our store-opening policy, we opened new stores one after another without hesitation about temporary declines in profitability caused by competition among our own stores. At the same time, we worked to expand our store network into new trading areas. As a result, we newly opened 24 stores in the Kanto region, 23 in the Chubu region, 17 in the Kansai region, 7 in the Chugoku region, 9 in the Shikoku region and 25 in the Kyushu region, for a total of 105 stores.」

「With regard to our store-opening policy, we opened new stores one after another without hesitation about temporary declines in profitability caused by competition among our own stores. At the same time, we worked to expand our store network into new trading areas. As a result, we newly opened 7 stores in the Kanto region, 10 in the Chubu region, 5 in the Kansai region, 1 in the Chugoku region, 4 in the Shikoku region and 6 in the Kyushu region, for a total of 33 stores. We also closed 2 stores due to scrap-and-build and the expiration of contract terms, bringing the number of stores to 1,640 at the end of the interim consolidated accounting period.」

「With regard to our store-opening policy, we opened new stores one after another without hesitation about temporary declines in profitability caused by competition among our own stores. At the same time, we worked to expand our store network into new trading areas. As a result, we newly opened 31 stores in the Kanto region, 27 in the Chubu region, 15 in the Kansai region, 11 in the Chugoku region, 10 in the Shikoku region and 26 in the Kyushu region, for a total of 120 stores. We also closed 1 store through scrap-and-build, bringing the number of stores to 1,609 at the end of the consolidated fiscal year.」

「With regard to our store-opening policy, we opened new stores one after another without hesitation about temporary declines in profitability caused by competition among our own stores. At the same time, we worked to expand our store network into new trading areas. As a result, we newly opened 13 stores in the Kanto region, 14 in the Chubu region, 7 in the Kansai region, 4 in the Chugoku region, 4 in the Shikoku region and 15 in the Kyushu region, for a total of 57 stores. We also closed 1 store through scrap-and-build, bringing the number of stores to 1,546 at the end of the interim consolidated accounting period.」

「With regard to our store-opening strategy, we opened new stores one after another without hesitation about temporary declines in profitability caused by competition among our own stores. At the same time, we worked to expand our store network into new trading areas. As a result, we newly opened 50 stores in the Kanto region, 27 in the Chubu region, 15 in the Kansai region, 10 in the Chugoku region, 8 in the Shikoku region and 29 in the Kyushu region, for a total of 139 stores.」

「With regard to our store-opening strategy, we opened new stores one after another without hesitation about temporary declines in profitability caused by competition among our own stores. At the same time, we worked to expand our store network into new trading areas. As a result, we newly opened 36 stores in the Kanto region, 21 in the Chubu region, 10 in the Kansai region, 8 in the Chugoku region, 5 in the Shikoku region and 27 in the Kyushu region, for a total of 107 stores. We also closed 6 stores through scrap-and-build, bringing the number of stores to 1,459 at the end of the third quarter consolidated accounting period.」

「With regard to our store-opening strategy, we opened new stores one after another without hesitation about temporary declines in profitability caused by competition among our own stores. At the same time, we worked to expand our store network into new trading areas. As a result, we newly opened 24 stores in the Kanto region, 14 in the Chubu region, 6 in the Kansai region, 7 in the Chugoku region, 3 in the Shikoku region and 18 in the Kyushu region, for a total of 72 stores. We also closed 4 stores through scrap-and-build, bringing the number of stores to 1,426 at the end of the second quarter consolidated accounting period.」

「With regard to our store-opening strategy, we opened new stores one after another without hesitation about temporary declines in profitability caused by competition among our own stores. At the same time, we worked to expand our store network into new trading areas. As a result, we newly opened 11 stores in the Kanto region, 5 in the Chubu region, 3 in the Kansai region, 3 in the Chugoku region and 8 in the Kyushu region, for a total of 30 stores. We also closed 1 store through scrap-and-build, bringing the number of stores to 1,387 at the end of the first quarter consolidated accounting period.」

「While many companies in the retail distribution industry are pursuing economies of scale by establishing relatively large trading areas, we are developing stores targeting a trading-area population of 10,000.」

「With regard to our store-opening policy, we opened new stores one after another without hesitation about temporary declines in profitability caused by competition among our own stores. At the same time, we worked to expand our store network into new trading areas. As a result, we newly opened 21 stores in the Kanto region, 15 in the Chubu region, 7 in the Kansai region, 6 in the Chugoku region, 3 in the Shikoku region and 19 in the Kyushu region, for a total of 71 stores. We also closed 3 stores through scrap-and-build and other measures, bringing the number of stores to 1,312 at the end of the third quarter consolidated accounting period.」

「With regard to our store-opening strategy, we opened new stores one after another without hesitation about temporary declines in profitability caused by competition among our own stores. At the same time, we worked to expand our store network into new trading areas. As a result, we newly opened 16 stores in the Kanto region, 10 in the Chubu region, 2 in the Kansai region, 4 in the Chugoku region, 2 in the Shikoku region and 17 in the Kyushu region, for a total of 51 stores. We also closed 3 stores through scrap-and-build and other measures, bringing the number of stores to 1,292 at the end of the second quarter cumulative consolidated period.」

「With regard to our store-opening strategy, we opened new stores one after another without hesitation about temporary declines in profitability caused by competition among our own stores. At the same time, we worked to expand our store network into new trading areas. As a result, we newly opened 4 stores in the Kanto region, 4 in the Chubu region, 2 in the Kansai region, 4 in the Chugoku region and 7 in the Kyushu region, for a total of 21 stores.」

「While many companies in the retail distribution industry are pursuing economies of scale by establishing relatively large trading areas, we are developing stores targeting a trading-area population of 10,000. We will divide our own trading areas without hesitation, even where this results in competition among our stores, and continue developing stores that are the most convenient shopping hubs for consumers living in these smaller areas in their daily lives.」

「While many companies in the retail distribution industry are pursuing economies of scale by establishing relatively large trading areas, we are developing stores targeting a trading-area population of 10,000. We will divide our own trading areas without hesitation, even where this results in competition among our stores, and continue developing stores that are the most convenient shopping hubs for consumers living in these smaller areas in their daily lives.」

「Our business model is based primarily on daily necessities and is designed to pursue both visit frequency and items purchased per visit. This allows us to establish small trading areas and develop a multi-store network without running short of potential sites. Going forward, while further refining this business model, we will focus on securing a high-density share of limited trading areas in the daily necessities market.」

「Our basic strategy for suburban store openings is to gradually expand the areas in which we operate, as if ink were spreading. By completely establishing our presence in an area and then gradually expanding its boundaries, we can maximize the strengths of a chain-store business. At the same time, we have begun opening urban-format stores, an area in which we had not previously operated. Suburban large-format stores remain our core business, but we believe that opening stores in urban areas will expand our room for further openings and enable additional growth.」

「While many companies in the retail distribution industry are pursuing economies of scale by establishing relatively large trading areas, we are developing stores targeting a trading-area population of 10,000. We will divide our own trading areas without hesitation, even where this results in competition among our stores, and continue developing stores that are the most convenient shopping hubs for consumers living in these smaller areas in their daily lives.」

「Our group is expanding its store network through its proprietary “small-catchment mega-drugstore” strategy and aims to achieve further growth.」