Improving Customer Traffic, Repeat-Customer Rates and Profitability at Directly Operated Restaurants
First written in FY2016. 2 of 6 entries say "Advanced", first in FY2017-Q1. Latest entry: FY2018-Q1.
1 other company's latest entry also says "Dropped".
- FY2018-Q1DroppedAnnual report
「During the three months ended the first quarter, with the aim of achieving sustainable growth and improving profitability, the Group, comprising the Company and its affiliates, pursued business selection and concentration by focusing management resources on areas requiring reinforcement. As part of this effort, on 1 April 2017, the Company’s consolidated subsidiary 店舗プレミアム株式会社 transferred its Bikkuri Sushi business to 株式会社スシ・プロ.」
Following the transfer of the Bikkuri Sushi business, which had formed part of the company-operated restaurant business, the company-operated store business was no longer treated as a separate reporting segment. - FY2017Customer traffic fell short across all stores, and losses continued.Annual report
「The Company implemented measures to secure earnings, including reducing the FL ratio, the combined labor-cost and cost-of-sales ratios, through rigorous shift and inventory management, closing unprofitable stores, and improving store visibility through lighting upgrades. However, customer traffic did not increase across the store network. As a result, revenue from the company-operated store business was ¥1.212 billion, down 7.9% year on year, and the operating loss was ¥46 million, compared with an operating loss of ¥36 million in the previous consolidated fiscal year.」
The Company reduced the FL ratio and closed unprofitable stores and improved lighting, but customer traffic did not increase across the store network, and the operating loss widened from ¥36 million to ¥46 million. - FY2017-Q3AdvancedAnnual report
「In the company-operated store business, promotional initiatives supported by customers, including the introduction of seasonal and low-priced products, increased visit frequency. Efforts tailored to individual stores also increased the number of stores securing higher sales and earnings than in the previous year. However, customer traffic did not increase across the store network.」
The introduction of seasonal and low-priced products increased visit frequency, and the number of stores securing higher sales and earnings than in the previous year increased through initiatives tailored to individual stores. However, customer traffic did not increase across the store network. - FY2017-Q2RestatedAnnual report
「In the company-operated store business, promotional initiatives, including the use of new promotional media introduced in the previous fiscal year, produced results such as an increase in the proportion of new customers among total visitors. However, despite promoting the appeal of new standard menu items, rolling out additional value-priced menus at all stores, and introducing time-based services, customer traffic did not increase.」
While the promotional initiatives increased the proportion of new customers, total customer traffic continued not to increase. - FY2017-Q1AdvancedAnnual report
「In the company-operated store business, initiatives to acquire new customers using new promotional media introduced in the previous fiscal year produced results, including a new-customer ratio of more than 30% of total visitors. However, although the Company promoted the appeal of new standard menu items and value for money through price revisions, customer traffic did not increase.」
The use of new promotional media produced a new-customer ratio of more than 30%. However, the Company reported that total customer traffic did not increase. - FY2016First statedAnnual report
「The Company implemented measures addressing customer needs, including introducing T-Point cards, moving to paid pages on Tabelog, and installing E-PARK, a reservation and queue-management system, at all stores, with the aim of increasing customer traffic and the repeat-customer ratio.」
The Company is improving company-operated stores through promotional activities, reservations and queue management, menu development, shift and inventory management, and improvements to store exteriors.