Strengthening Customer Satisfaction and Brand Strength through Marketing and QSC

「We will first clarify the standards for store operations and roll them out across all stores to improve store quality and restore existing-store sales.」

「As a result of efforts to raise average spending per customer and strengthen service capabilities at each store using the internal incentive program, total-store sales reached 108.9% of the prior-year level and existing-store sales reached 102.1%, exceeding the prior-year results.」

「This fiscal year, under the company-wide “10% increase” slogan, we have thoroughly promoted additional drink orders. Existing-store sales during the interim accounting period remained at 104.5% of the prior-year level, while this initiative improved the attentiveness and consideration shown by store staff, increasing the number of stores where this has led to improved business performance.」

「In addition, we will improve customer satisfaction by implementing 心の診療所認証店制度, a certification program focused exclusively on service capabilities.」

「② “Strengthening existing stores” ... Under the slogan “Do the real thing properly and deliciously,” we are working to improve customer satisfaction by raising quality and service levels through the 心の診療所認証店制度 certification program across all マルシェグループ stores.」

「Under the slogan “Do the real thing properly and deliciously,” we are promoting acquisition of 心の診療所認証店制度 certification across all マルシェグループ stores. The system is designed to ensure that stores meet a set service standard and strengthen their readiness to welcome customers.」

「Under the slogan “Do the real thing properly and deliciously,” we will promote the acquisition of 心の診療所認証制度 certification across all マルシェグループ stores. The system is designed to ensure that stores meet a set service standard and strengthen their readiness to welcome customers.」

「At the time of the autumn 2022 menu revision, we began selling “high-quality menu items” and revised in-store prices to raise average spending per customer. To continue developing our customer base, we promoted the addition of the 八剣伝 takeaway outlet 街の焼鳥屋さん, as well as lunch service and takeaway and delivery sales at 餃子食堂マルケン, working to acquire new customer segments.」

「With the autumn 2022 menu revision, we began selling “high-quality menu items” and revised in-store prices through other sales initiatives, resulting in higher average spending per customer. We also reviewed the products and materials used based on our SDG initiatives, including “promoting sustainable development” and “environmental initiatives.”」

「With the September 2022 八剣伝 menu revision, we began selling “high-quality menu items” and introduced 八から鍋, a new signature dish of 八剣伝, and high-quality domestic salmon, 信州サーモン.」

「With the March 2022 menu revision, we began selling all yakitori items for ¥100 (excluding tax). In addition to promoting the charcoal-grilled dishes that are a feature of 八剣伝, we have worked to enhance the value of the format by promoting the addition of 街の焼鳥屋さん takeaway outlets as an approach to the prepared-food market. In promoting 餃子食堂マルケン, we also promoted lunch service and takeaway and delivery sales, working to acquire new customer segments.」

「To rebuild the brand of 八剣伝, our main format, we are advancing 3 phases: 1. measures to improve QSCA, 2. revisions to yakitori prices, and 3. the introduction of high-quality menu items, with the aim of encouraging repeat visits by existing customers and visits by new customers.」

「In addition to opening new stores this fiscal year, we will work to improve QSCA (quality, service, cleanliness and atmosphere) and establish a profitable business model.」

「We thoroughly managed store hygiene through temperature checks, health checks and mask wearing at the start of shifts, as well as in-store disinfection. From the standpoint of preventing the spread of infection, we secured social distancing by increasing the space between seats, while working to improve customer satisfaction.」

「We are also continuing to hold training sessions and meetings aimed at improving customer-service capabilities, including seeing customers off.」

「Against this backdrop, we established “Putting sincerity first to welcome customers” as our slogan for the fiscal year and, as a specific expression of this sincerity, worked to become the food-service company that places the greatest importance in Japan on seeing customers off.」

「Against this backdrop, we established “Putting sincerity first to welcome customers” as our slogan for the fiscal year and, as a specific expression of this sincerity, worked to become the food-service company that places the greatest importance in Japan on seeing customers off.」

「Measures to strengthen marketing strategies aimed at improving satisfaction among existing customers and acquiring new customers, as well as measures to improve QSC (quality, service and cleanliness)」

「We also continued to conduct store manager training and mystery shopping research, and worked to improve store sales capabilities.」

「As part of store manager training, we continued to conduct mystery shopping research, as we did last year, and worked to improve store sales capabilities.」

「As a result of efforts to strengthen the profitability and sales capabilities of existing stores, we achieved certain results, including maintaining existing-store sales at 100% or more of the prior-year level.」

「As part of “improvements through revitalizing existing stores,” Suikoden held the “Taste Exploration 13: Tohoku Fair,” featuring delicious foods from Aomori, Iwate, and Akita; Hakkenden held a fair featuring Banshu Hyakunodori chicken as part of “Japan’s Delicious Foods Journey”; and Ishinden held the “Michinoku” fair featuring delicious foods from Tohoku, including Akita’s specialty kiritanpo hot pot.」

「As part of “improvements through revitalizing existing stores,” Suikoden held a fair to determine the grand-prize winners from 8 popular dishes selected from the first through tenth installments of its “Taste Exploration” series, as well as a fair featuring aged mackerel from specialty restaurant SABAR and Sakoshi oysters from the Banshu-Nada area. Hakkenden held a “Japan’s Delicious Foods Journey” fair, an Okinawa fair, and a fair in collaboration with SABAR. Ishinden held an Okinawa fair and a Mexican fair featuring popular Mexican dishes.」

「In the second year of the “Medium-Term Management Plan (3-year plan),” we continued to develop menus that capitalize on the inherent strengths of our existing formats and focused on creating stores that satisfy each individual customer, while also」

「As part of the “improvement through revitalizing existing stores” initiative, 酔虎伝 held a 寒ぶり fair featuring yellowtail farmed using Kindai University technology; 八剣伝 held the 日本うまいもの紀行 fair featuring Hokuriku ingredients such as mackerel heshiko; and 居心伝 held events including a 北海道物産展 featuring foods from Hokkaido. We worked to improve business performance.」

「As part of “improvements through revitalizing existing stores,” the company held a Kumamoto Reconstruction Support Fair at stores across its various formats.」

「At 酔虎伝, we held the 東海紀行 fair featuring Tokai-region foods beloved by local residents; at 八剣伝, we held the 日本うまいもの紀行 fair featuring bluefin tuna; and at 居心伝, we held Okinawa and Thailand fairs featuring teppan taco rice, a familiar Okinawan dish developed from tacos. In August, we also held the せんべろ祭 fair across 酔虎伝, 八剣伝 and 居心伝.」

「Measures to strengthen marketing strategies aimed at improving satisfaction among existing customers and acquiring new customers, as well as measures to improve QSC (quality, service and cleanliness)」