Creating a Corporate Brand and New Demand through 3 NEWs

「Our policy for the fiscal year was to “make internal branding function effectively and enhance the Company's competitive advantage in new markets,” and we held a training session for all managers on 7 November 2025.」

「Sales of other products exceeded the previous year as customized proposals proved effective and offset the decline described above.」

「Sales of other products progressed smoothly as the “new” consultative sales approach launched this fiscal year, consisting of customized proposals based on each customer’s requests and story-based sales designed to realize customers’ aspirations, became established, and as the company acquired new customers due to the closure of competitors and other factors. As these factors offset the decline described above, net sales exceeded the previous year.」

「Although the SS market is on a recovery trend, the pace is slow, and the company continues to focus its operations on its traditional core sales activities.」

「The company had aimed to expand the market this fiscal year through its new “market penetration strategy” and “market development strategy,” but worsening market conditions forced it to suspend both strategies. To respond quickly to this change in the environment, it switched to focusing on sales through its traditional basic sales activities. As a result, sales of car-care-related products exceeded the previous fiscal year, except for some basic products, but net sales fell slightly short of the previous year due to lower sales of novelty products and equipment-related products.」

「Sales of car-care products progressed in line with the plan, supported by growing interest in car-care revenue at service stations as a result of sustained consultative sales efforts and rush demand ahead of product price increases. AdBlue, an environmental product consisting of urea solution used in systems that purify harmful emissions from diesel vehicles, and tire-related products also performed well.」

「Although sales of novelty-related products, which are SS promotional materials, and “in-store promotional signage” and other products related to Comfortable New Spaces appeared to have reached a plateau, sales of these products exceeded the previous year as a result of focusing on expanding sales of growing car-wash-related products, including high-value-added car washes; expanding the range of tire products under the eco-tire initiative, given that low levels of routine maintenance awareness can lead to major problems such as blowouts caused by underinflation, wear and deterioration over time; and expanding sales of AdBlue, an environmental product consisting of urea solution used in systems that purify harmful emissions from diesel-engine vehicles.」

「Sales of “in-store promotional signage” and “smoking rooms” under Comfortable New Spaces also exceeded the previous year.」

「The company-wide “Comfortable New Spaces” project, including in-store promotional signage and smoking-room installations, is progressing smoothly as planned.」

「Representative examples include digital signage capable of communicating the latest service information, which attracted attention as a contactless means of conveying service information to customers through images and audio, and signs displaying fuel prices, for which orders far exceeded expectations. In addition, orders for smoking booths for service-station waiting rooms increased amid growing environmental awareness. These products are part of the proposals under the Company's main project, “Creating a Comfortable New Space,” which has continued from the past. Because service stations had a high level of awareness of the products, the time required to receive orders was shortened, enabling efficient sales activities and creating an ideal earnings structure in which sales of functional products, which had declined during the COVID-19 pandemic, were offset.」

「Although sales activities targeted for the current fiscal year were suspended, we continued our traditional strategic sales structure. As a result, Comfortable New Space, Muraki's main project, generated a significant response after 5 years of development, achieved better-than-expected results, and supported performance even amid the severe COVID-19 pandemic. Specifically, orders increased for promotional signs and digital signage that clearly convey information that had not reached users, as well as smoking booths that provide a comfortable space in waiting rooms.」

「Proposal activities that responded rapidly and flexibly to the changing market created new business opportunities, such as infection-control products to prevent viral infections and signs and other promotional materials for sales promotion, generating better-than-expected results.」

「As service stations strengthened their infection-control measures, special demand arose for infection-control products such as masks and face shields to prevent viral infections. In addition, our active proposals for in-vehicle antibacterial equipment that generates Clevalin, which has a strong sanitizing effect, have received a significant response.」

「While maintaining the thorough implementation of the core sales approach, the Group's strategic sales structure, we will secure earnings by accurately identifying customer needs and proposing high-value-added car-care revenue opportunities and services so that we can respond flexibly to market changes. We will also make proposals concerning the service stations themselves as essential infrastructure.」

「We will continue and promote sales activities for products related to safe-driving equipment and the Comfortable New Space.」

「Strong demand is expected going forward for products related to the Comfortable New Space, including smoking rooms inside service stations.」

「Equipment and maintenance machinery used for capital investment at service stations continued to perform well.」

「We will provide employee training to improve proposal capabilities, develop and nurture new core products, and create new business models for the next generation of car life.」

「Under these circumstances, the Group worked to expand and increase sales through a strategic sales structure. As a result, sales of promotional giveaways, differentiated customer-attraction items at service stations, and sales related to the Comfortable New Space project for renovating service-station interiors and exteriors continued to perform well.」

「Sales related to capital investment in equipment for the Comfortable New Space project, aimed at renovating the interiors and exteriors of service stations, as well as sales of promotional giveaways used as differentiated customer-attraction items at service stations, progressed above expectations.」

「During the current fiscal year, we will further develop our sales structure and work to increase and expand sales. We will continue testing the new sales strategy while verifying and improving it as we expand our business areas.」

「As a new sales strategy, we have developed an entirely new type of sales method that eliminates service stations' inventory risk. By directly appealing to consumers with original, fresh products unique to the Company that are not limited to car-care products, as well as niche products, we will connect customers, products, and consumers. We will conduct a test rollout during the current fiscal year, create new sales spaces and sales channels at service stations, propose a new form of service station suited to the changing industry environment, and offer consumers new lifestyles.」

「② Create and promote new businesses」

「In the next fiscal year, it will be inevitable that new service-station prototypes and visions will be established as a result of industry consolidation. At that time, we believe that the series of Comfortable New Space concepts developed through the Muraki Project will itself serve as the vehicle for receiving service stations' expectations and requirements.」

「At each stage of the core sales approach and the Muraki Project, we will look beyond service stations to end users, consider their needs, and take action.」

「We will strengthen the establishment of our corporate brand by developing the 3 NEWs, “new products, new initiatives, and new businesses,” with keen anticipation of market conditions and customer needs.」