Flexible Review of Business Models in Response to Changes in Social Structures and Customer Needs
First written in FY2019. 5 of 7 entries say "Advanced", first in FY2020-Q1. Latest entry: FY2027-H1.
The whole theme swung hardest in 2025: 1 of 7 companies on the "Worse" side.
6 other companies' latest entry also says "Advanced".
- FY2027-H1AdvancedAnnual report
「To strengthen its earnings structure, the Company is structurally transforming its procurement, manufacturing and logistics systems to optimize the value chain, while also pursuing fundamental changes to its cost structure, including a review of business processes.」
To respond to changes in society and customer needs, the Company is advancing its procurement, manufacturing and logistics systems and cost structure toward fundamental transformation, including a review of business processes. - FY2025AdvancedAnnual report
「Measures to increase visit frequency and expand the customer base were effective through the provision of value that combines quality and affordability, lifting same-store sales and customer numbers above the year-earlier levels」
The company stated that its review of the business model in response to changes in social structures and customers had translated into results through a product strategy combining quality and affordability, measures to increase visit frequency, and initiatives to expand the customer base. - FY2021-Q1RestatedAnnual report
「セブン‐イレブン・ジャパン is implementing the action plan announced in April 2019 for the sustainable growth of franchisees, in addition to developing and selling products that respond to changing customer needs resulting from social structural changes and initiatives to improve the quality of existing products.」
The company continues its product strategy in response to changes in social structures and customer needs, as well as implementation of the franchisee action plan. - FY2020-Q3AdvancedAnnual report
「株式会社セブン‐イレブン・ジャパン is reviewing its existing business model in response to changes in Japan’s labor market, including rising labor costs. In addition to announcing an action plan in April for the sustainable growth of franchisees, it announced measures in October to improve profitability by accelerating the closure of unprofitable stores and optimizing head-office staffing. It also announced a review of the incentive charge scheduled to apply from March 2020, as part of efforts to create an environment in which franchisees can focus on managing their businesses with confidence.」
The review of the domestic convenience-store business model took concrete form in an action plan for franchisees, accelerated closures of unprofitable stores, optimization of head-office staffing, and a review of the incentive charge. - FY2020-Q2AdvancedAnnual report
「株式会社セブン‐イレブン・ジャパン began reviewing its existing business model in response to changes in Japan’s labor market, including rising labor costs. For example, in addition to experiments testing multiple scenarios involving store hours and staffing levels to assess the impact of shorter operating hours at Seven-Eleven stores, it began testing the introduction of labor-saving equipment to reduce in-store workloads.」
The review of the existing business model took concrete form in testing multiple scenarios for store hours and staffing levels, as well as experiments involving the introduction of labor-saving equipment. - FY2020-Q1AdvancedAnnual report
「株式会社セブン‐イレブン・ジャパン has begun reviewing its traditional business model in response to changes in the domestic labor market, including rising labor costs.」
The policy of reviewing existing business models advanced to the implementation stage as a specific business response to changes in Japan’s labor market. - FY2019First statedAnnual report
「In all business areas, we will not remain complacent with or cling to existing business models, but will continually review them flexibly based on current and future changes in social structures, customer needs and values. We will also further strengthen management across the Group and achieve sustainable growth by engaging in more detailed dialogue with the management teams of our operating companies.」
The company set out as a new management priority a policy of reviewing existing business models across all businesses in light of changes in social structures and customer needs, together with stronger dialogue with the management teams of operating companies.