Strengthening the Assortment of Daily Products through the Sales Floor Enhancement Program

「The company continues to strengthen support for assortment expansion and sales promotion so that each store can offer a sales floor with a competitive advantage in its local area. It is also working to increase sales of prepared foods by expanding the use of the Lawson chain's AI.CO next-generation ordering system, which uses AI. For food delivery services, in addition to Uber Eats, the company began introducing Wolt and menu sequentially from June 2025. The number of stores offering the 3 food delivery services has reached 266.」

「By providing effective expense support for franchisees' assortment expansion and sales promotion, the company strengthened assortments by individual store and category in line with changes in customer usage patterns and pursued an optimization strategy for each store, namely a strategy to establish a competitive advantage over competing stores.」

「In terms of operations, we strengthened support for store- and category-specific product assortments in line with growing demand for ready-to-eat meals and advanced the optimization of individual stores as a competitive advantage over rival stores. As a result, the increase in individual-store average daily sales exceeded that of the previous year, while franchisee profits also improved despite the environment of rising store operating costs, supported by an improvement in the gross margin.」

「We strengthened support for store- and category-specific product assortments in line with growing demand for ready-to-eat meals and advanced the optimization of individual stores. As a result, the increase in individual-store average daily sales exceeded that of the previous year, while franchisee profits also improved despite the environment of rising store operating costs, supported by an improvement in the gross margin.」

「We strengthened support for store- and category-specific product assortments in line with growing demand for ready-to-eat meals and advanced the optimization of individual stores. As a result, the increase in individual-store average daily sales exceeded that of the previous year, while franchisee profits also improved despite the environment of rising store operating costs, supported by an improvement in the gross margin.」

「The company provided expense support for franchisees to expand assortments in response to customer needs at each individual store.」

「In terms of operations, we pursued sales strategies tailored to changes in usage patterns at individual stores and continued providing expense support to franchisees to expand their product assortments.」

「In terms of operations, we pursued sales strategies tailored to changes in usage patterns at individual stores and continued providing expense support to franchisees to expand their product assortments. As a result, the number of stores that improved their average daily sales increased even during the pandemic.」

「In terms of operations, we pursued sales strategies tailored to changes in usage patterns at individual stores and continued providing expense support to franchisees to expand their product assortments. As a result, the number of stores that improved their average daily sales increased even during the pandemic.」

「The stronger support for store assortments introduced in November also proved effective. The same-store growth rate turned positive for 4 consecutive months from November, while average daily sales per store, designated as the most important indicator in the medium- to long-term management plan, declined only minimally compared with the industry average, and average franchisee profits exceeded the previous year.」

「As the number of customers visiting the stores increased as a result of the brand conversion, the company focused on maintaining and improving conditions inside and outside stores, centered on improving the assortment, in order to maximize this opportunity.」

「As the number of customers visiting the stores increased as a result of the brand conversion, the company focused on maintaining and improving conditions inside and outside stores, centered on improving the assortment, in order to maximize this opportunity.」

「As the number of customers visiting the stores increased as a result of the brand conversion, the company actively provided expense support for franchisees' assortments and focused on maintaining and improving conditions inside and outside stores, centered on improving the assortment, in order to maximize this opportunity.」

「As the number of customers visiting the stores increased as a result of the brand conversion, the company actively provided expense support for franchisees' assortments and focused on maintaining conditions inside and outside stores, centered on improving the assortment, in order to maximize this opportunity.」

「The company also actively provided expense support to franchisees and focused on maintaining conditions inside and outside stores, centered on improving the assortment, in order to maximize the benefits of the brand conversion.」

「Although sales at stores operating as Lawson-Three F increased by an average of approximately 10% compared with when they operated under the Three F brand alone, total sales decreased 25.9% year on year to ¥2,886 million due to a decline in the total number of stores following the closure of stores excluded from the conversion program. After recording expenses related to the store conversions, the company reported an operating loss of ¥261 million, an ordinary loss of ¥246 million and a quarterly net loss attributable to owners of the parent of ¥188 million.」

「As a result of strengthening the assortment of daily products such as prepared rice meals and fast food in the afternoon and evening, customer traffic from afternoon through evening and the visit frequency of female customers increased significantly. Average sales increased 10% compared with when the stores operated under the Three F brand alone.」

「In addition, through the Store Assortment Enhancement Program, which began full-scale operations in September last year and under which headquarters compensates franchisees for part of their disposal losses and supports ordering, the company further improved the assortment and worked to create stores where customers could purchase the products they wanted at any time.」

「The company launched the Store Assortment Enhancement Program to reduce franchisees' exposure to disposal risks and sought to strengthen the assortment of prepared rice meals, light meals and other products, one of the company's issues.」

「In terms of store operations, the company launched the Store Assortment Enhancement Program, which reduces franchisees' exposure to disposal risks, together with stronger ordering guidance from store supervisors, in order to strengthen the perceived breadth of the assortment of prepared rice meals, light meals and other fast-food and daily products, one of the company's issues. The company has continued to improve the assortment.」

「The company launched the Store Assortment Enhancement Program to improve the assortment of daily products, including boxed meals, rice balls and pasta, which had been an issue for some time. Together with stronger ordering guidance from store supervisors, the program reduced franchisees' exposure to disposal risks, and the company worked to create stores that could compete on product quality, freshness and assortment.」