Building Community-Based Stores and “Three F-ness”
First written in FY2017-Q1. 21 of 32 entries say "Restated". Latest entry: FY2027-H1.
3 other companies' latest entry also says "Other".
- FY2027-H1Average daily sales per store exceeded the prior-year level, while franchisee profits fell below the prior-year levelAnnual report
「As a result, “average daily sales per individual store” continued to exceed the previous year and remained strong. However, because store operating costs, including personnel expenses, continued to rise, “franchisee profits” fell below the previous year’s level.」
Average daily sales per store remained above the prior-year level, but franchisee profits fell below the prior-year level due to higher store operating costs, including labor costs. - FY2026-H1Individual-store average daily sales and franchisee profits above the previous yearAnnual report
「Although store operating costs, including personnel and utility expenses, continue to rise, stronger support for franchisees through further sales-enhancement measures has resulted in “franchisee profits” also remaining above the previous year’s level.」
The document states that franchisee profits have remained above the previous year as a result of stronger sales-growth measures and franchisee support despite rising store operating costs. Individual-store average daily sales have also continued to remain above the previous year. - FY2025AdvancedAnnual report
「Although the increase in pedestrian traffic slowed, the number of store visitors grew, and the increase in individual-store average daily sales remained at a level comparable to the previous year, reaching ¥600,000 on an annual average basis. However, franchisee profits require a response to rising store operating costs, including labor and utilities expenses, and further measures to increase sales and offset higher costs are being promoted.」
The document states that individual-store average daily sales reached ¥600,000 on an annual average basis. Meanwhile, franchisee profits continue to require a response to rising labor, utilities and other costs. - FY2025-H1Individual-store average daily sales above the previous year, with costs pressuring franchisee profitsAnnual report
「Although the increase in pedestrian traffic slowed, the number of store visitors grew, and individual-store average daily sales continued at a level above the previous year. However, as the improvement in individual-store average daily sales and the gross margin slowed, franchisee profits now require an even stronger response to rising store operating costs, including labor and utilities expenses. Going forward, we will promote further measures to increase sales and offset higher franchisee costs.」
Individual-store average daily sales continue to exceed the previous year, but the rate of improvement in daily sales and the gross margin has slowed, and the document states that rising labor, utilities and other costs require an even stronger response regarding franchisee profits. - FY2025-Q1RestatedAnnual report
「Although the increase in pedestrian traffic slowed, the number of store visitors grew, so individual-store average daily sales continued to exceed the previous year and remained strong. In addition to higher individual-store average daily sales, an improvement in the gross margin also contributed to franchisee profits remaining solid despite the environment of rising store operating costs.」
The explanation continues that individual-store average daily sales exceeded the previous year through operational improvements at individual stores, while franchisee profits remained solid alongside an improvement in the gross margin. - FY2024-Q3RestatedAnnual report
「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.」
The operating policy and results of strengthening store- and category-specific assortment support and optimizing individual stores continue: the increase in individual-store average daily sales exceeded the previous year, and franchisee profits also improved. - FY2024-Q2RestatedAnnual report
「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 operating policy and results of strengthening store- and category-specific assortment support and optimizing individual stores are reiterated: the increase in individual-store average daily sales exceeded the previous year, and franchisee profits also improved. - FY2024-Q1AdvancedAnnual report
「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 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 document states that stronger store- and category-specific assortment support and individual-store optimization resulted in an increase in individual-store average daily sales that exceeded the previous year, as well as improved franchisee profits. - FY2023-Q1RestatedAnnual report
「In terms of operations, in addition to the various initiatives promoted by Lawson, Inc., we provided expense support to franchisees to expand the product assortments at each store in response to customer needs, as an initiative of our own to continuously improve individual-store average daily sales and franchisee profits.」
The policy of operating stores in line with each community and individual store continues through product assortments tailored to the needs of each store's customers and expense support for franchisees. - FY2022-Q3RestatedAnnual report
「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.」
The policy of operating stores through sales strategies tailored to usage patterns at each store and support for franchisees to expand their product assortments continues. - FY2022-Q2RestatedAnnual report
「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 policy of operating stores in line with each community and individual store continues through sales strategies tailored to usage patterns at each store and support for franchisees to expand their product assortments. - FY2022-Q1RestatedAnnual report
「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 policy of operating stores in line with each community and individual store continues through sales strategies tailored to usage patterns at each store and assortment support for franchisees. - FY2021RestatedAnnual report
「Based on our management philosophy, “We serve to enrich the lives and promote the happiness of local communities,” our group operates with an emphasis on each store's individuality, from the perspective of being a member of the same community as our customers.」
The policy of serving local communities and emphasizing each store's individuality from the perspective of a local resident is reiterated. - FY2021-Q2RestatedAnnual report
「Meanwhile, the relative number of customers using stores in residential areas increased, and differences in sales between individual stores widened as usage patterns changed according to store location. We nevertheless worked to optimize each store for its customers' needs.」
The policy of operating stores according to the needs of each community and individual store continues as a response to changes in usage patterns by location under COVID-19. - FY2020-Q3RestatedAnnual report
「Based on our management philosophy, “We serve to enrich the lives and promote the happiness of local communities,” our group has conducted its business with an emphasis on each store's individuality, from the perspective of being a member of the same community as our customers.」
The policy of serving local communities and emphasizing each store's individuality from the perspective of a local resident continues. - FY2020-Q2RestatedAnnual report
「Based on our management philosophy, “We serve to enrich the lives and promote the happiness of local communities,” our group has conducted its business with an emphasis on each store's individuality, from the perspective of being a member of the same community as our customers.」
The policy of serving local communities and emphasizing each store's individuality from the perspective of a local resident continues. - FY2020-Q1RestatedAnnual report
「Based on our management philosophy, “We serve to enrich the lives and promote the happiness of local communities,” our group has conducted its business from the perspective of being a member of the same community as our customers.」
The policy of making service to local communities and the perspective of being a member of the same community as customers the foundation of business operations is reiterated. - FY2019ReframedAnnual report
「Against this backdrop, our group aims to pursue the “individual-store strategy” in a balanced manner while placing the “chain strategy” of Lawson at the core of Lawson-Three F. To accurately respond to changes in local environments and finely address customers' diverse needs, we will draw on our experience in developing assortments for each individual store, our efforts to develop a next-generation convenience store format through the gooz business, and Three F's distinctive products, including chilled boxed meals, yakitori and other original products, as well as stores with enhanced BOOK and fresh-produce offerings. We will gradually move toward highlighting the positive aspects of each store's individuality in order to improve sales and profitability.」
The previous policy of responding to the needs of each community and individual store has been reorganized as a policy of combining Lawson's chain strategy with Three F's individual-store strategy and highlighting each store's individuality. - FY2019-Q3RestatedAnnual report
「株式会社エル・ティー・エフ, a joint venture with Lawson, Inc., is expanding the business of its Lawson-Three F dual-brand stores while working to deepen the use of Lawson's systems. To maximize the benefits of the brand conversion, it has actively provided expense support to franchisees and focused on maintaining conditions inside and outside stores, particularly by enhancing product assortments.」
The policy of creating stores that customers want to use through franchisee support, enhanced product assortments and maintenance of conditions inside and outside dual-brand stores continues. - FY2019-Q2RestatedAnnual report
「By leveraging the operating capabilities and product strengths we have developed, we are working to create stores that customers want to use specifically because they are Lawson-Three F stores, by ensuring effective in-store presentation and maintaining the condition inside and outside the stores.」
The policy of leveraging existing operating capabilities and product strengths to ensure effective merchandising and store conditions at dual-brand stores continues. - FY2018ReframedAnnual report
「At the Lawson-Three F dual-brand stores operated by our group, we aim to improve store sales and profitability by establishing the strength of the Lawson brand, making maximum use of its expertise, adding the brand strength and operating expertise we have developed, and creating stores unlike any others.」
The previous policy of developing community-based stores under the Three F brand alone has shifted to a policy of developing dual-brand stores that combine Lawson's brand strength and expertise with our own brand strength and operating expertise. - FY2018-Q3RestatedAnnual report
「Against this backdrop, our group has continued to thoroughly implement the six major operating principles of “Cleanliness,” “Friendly Service,” “Prevention of Stockouts,” “Improved Freshness and Quality,” “Priority Sales of FF Items” and “Forward-Facing Vertical Merchandising,” with the aim of developing stores that customers want to visit again.」
The policy of continuing to thoroughly implement the six major operating principles and developing stores that customers want to visit again is reiterated. - FY2018-Q2RestatedAnnual report
「Against this backdrop, our group has continued to thoroughly implement the six major operating principles of “Cleanliness,” “Friendly Service,” “Prevention of Stockouts,” “Improved Freshness and Quality,” “Priority Sales of FF Items” and “Forward-Facing Vertical Merchandising,” with the aim of developing stores that customers want to visit again.」
The policy of continuing to thoroughly implement the six major operating principles and developing stores that customers want to visit again is reiterated. - FY2018-Q1RestatedAnnual report
「Against this backdrop, our group has continued to thoroughly implement the six major operating principles of “Cleanliness,” “Friendly Service,” “Prevention of Stockouts,” “Improved Freshness and Quality,” “Priority Sales of FF Items” and “Forward-Facing Vertical Merchandising,” with the aim of developing stores that customers want to visit again.」
The policy of continuing to thoroughly implement the six major operating principles and developing stores that encourage repeat visits is reiterated. - FY2017RestatedAnnual report
「Against this backdrop, our group has worked to thoroughly implement the six major operating principles of “Cleanliness,” “Friendly Service,” “Prevention of Stockouts,” “Improved Freshness and Quality,” “Priority Sales of FF Items” and “Forward-Facing Vertical Merchandising” with the aim of revitalizing the chain brand.」
The store operating policy of thoroughly implementing the six major operating principles with the aim of revitalizing the chain brand has been maintained throughout the fiscal year. - FY2017-Q3RestatedAnnual report
「Against this backdrop, our group has reviewed from the customer's perspective whether it is implementing each of the six operating principles for running stores: “Cleanliness,” “Friendly Service,” “Prevention of Stockouts,” “Improved Freshness and Quality,” “Priority Sales of FF Items” and “Forward-Facing Vertical Merchandising.” We have shared the desired state of stores with franchisees and worked to realize each principle through operational improvements.」
The operating policy of reviewing the six principles from the customer's perspective and realizing them through shared store standards with franchisees and operational improvements continues. - FY2017-Q2RestatedAnnual report
「Against this backdrop, our group has worked to improve customer-focused operations by clearly redefining the target state for each of the six operating principles for running stores: “Cleanliness,” “Friendly Service,” “Prevention of Stockouts,” “Improved Freshness and Quality,” “Priority Sales of FF Items” and “Forward-Facing Vertical Merchandising.”」
The six operating principles for stores and the community-based operating policy of improving operations from the customer's perspective continue. - FY2017-Q1First statedAnnual report
「Guided by the vision of “realizing the Three F identity,” our group has worked to enhance product assortments and in-store merchandising tailored to customer needs by analyzing how customers use each store and trade area, while thoroughly implementing the fundamentals of the business, including cleanliness and friendly service. We have continued developing stores that are more closely rooted in their communities and essential to the local area than ever before.」
The operating policy is to pursue stores rooted in their communities by thoroughly implementing the fundamentals of cleanliness and customer service and analyzing customers by trade area and individual store.