Improving Existing-Store Productivity Through Store Expansion Strategy Reviews, Management Resource Rationalization, and Store Operations Rebuilding

「On the sales side, the Company implemented measures to increase customer numbers and average spend per customer. On the expense side, it focused on maintaining an appropriate cost ratio and controlling labor costs. Specifically, it improved the cost ratio through flexible menu changes, changed operating hours to concentrate operations during more profitable periods, and optimized staffing at each store according to workload and time of day, thereby seeking to improve productivity and lower the break-even point.」

「日本海庄や三郷中央店, which had been closed since the end of the previous fiscal year for conversion to different formats, reopened in July 2024 as 2 stores, じんべえ太郎 and VANSAN. Subsequently, the company opened じんべえ太郎北鴻巣店 in the second quarter, じんべえ太郎東浦和店 and its original カラオケkobanちゃん format in the third quarter, and じんべえ太郎野木店 and じんべえ太郎雀宮店 in the fourth quarter. It has promoted format changes for stores with declining operating profit margins or unprofitable stores.」

「As part of its store strategy, in July 2024 the company converted 日本海庄や三郷中央店 into 2 stores, じんべえ太郎 and VANSAN, and in December 2024 converted 庄や北鴻巣店 to じんべえ太郎. This brought the total number of じんべえ太郎 stores to 10. Performance of the brand after the format conversions has generally remained strong.」

「The company is first implementing measures to improve business profitability and reform store profit-and-loss structures. Specifically, it is implementing basic measures one by one, including improving customer attraction by increasing the visibility of existing store interiors, reviewing average spend per customer and improving operational efficiency. For cost improvement, it is reinforcing detailed cost awareness and reviewing promotional activities. It is also working to change existing stores to the well-performing VANSAN and じんべえ太郎 formats by leveraging their locations near stations, while continuing initiatives to improve seating efficiency and visibility at existing brands.」

「During the third quarter accounting period, the company carried out partial renovations to the interior and exterior of 庄や北上尾駅店, improving the visibility of the façade and enhancing the in-store counter seating. It is restructuring the store to make it easier for customers to enter casually and to provide a better store experience.」

「The Musashi-Urawa store revitalization project got off to a stronger-than-planned start, and the company will continue to advance it as a catalyst for its business recovery.」

「The company is first implementing measures to improve business profitability and reform the profit-and-loss structure of its stores. Specifically, it is implementing basic measures one by one to revitalize existing stores and recover sales, using the initiatives of the Musashi-Urawa store revitalization project described below as an example.」

「Under its store strategy, during the current period the company changed the format of 2 "庄や" stores to its own "じんべえ太郎" brand. It also closed "日本海庄や武蔵浦和店" at the end of the period to convert the large-format store, which had operated mainly as a banquet venue, into 3 formats and revitalize it. In addition, it closed 1 unprofitable store.」

「This was mainly due to lower same-store sales resulting from temporary closures and operations under restrictions in response to government and local authority requests to suspend operations and shorten operating and alcohol-serving hours, as well as the closure of 28 stores.」

「The group is seeking to rationalize store resources and revitalize existing stores by closing unprofitable stores, changing store formats and reviewing store operations.」

「The group is seeking to rationalize store resources and revitalize existing stores by closing unprofitable stores, changing store formats and reviewing store operations.」

「As stated in the "Notice Regarding Store Closures and Recruitment of Voluntary Retirees" released on 14 January 2021, the group largely implemented its business restructuring as planned. It reviewed store operations and strengthened QSC amid the COVID-19 pandemic, conducted store audits and improvements, and established an internal information-sharing system.」

「As a result, by the end of March 2021, the company completed the closure of 27 stores, approximately half of its stores, and, in line with the reduction in business scale, made the difficult decision to recruit voluntary retirees, which was also implemented broadly as planned.」

「As stated in the "Notice Regarding Store Closures and Recruitment of Voluntary Retirees" released on 14 January 2021, the group has proceeded with the closure of 27 stores in stages.」

「In response to the increasingly challenging operating environment expected ahead, the company decided to close 27 stores in Japan during the current fiscal year.」

「Strengthening QSC, introduced last year to rationalise store resources and revitalise existing stores by closing unprofitable stores, changing store formats and reviewing store operations」

「During the first quarter consolidated accounting period of the current fiscal year, 2 “Shoya” stores were closed.」

「Under these circumstances, the Company Group is seeking to rationalise store resources and revitalise existing stores by reviewing its store-opening strategy, closing unprofitable stores, changing store formats and reviewing store operations.」

「The third measure is closing unprofitable stores. We will steadily implement this measure while carefully assessing the operating performance of the stores under consideration.」

「Against this backdrop, the Group continues to close unprofitable stores and seek to revitalize existing stores through the effective use of management resources.」

「During the first quarter consolidated accounting period of the current fiscal year, 2 stores were closed: 1 “Shoya” store and 1 “Yaruki Chaya” store.」

「Under these circumstances, the Company Group sought to rationalise store resources and revitalise existing stores by reviewing its store-opening strategy, closing unprofitable stores, changing store formats and reviewing store operations.」

「Under these circumstances, the Company Group sought to improve existing-store productivity by closing unprofitable stores, rationalising operating resources, rebuilding store operations and reviewing its store-opening strategy.」

「During the first quarter consolidated accounting period of the current fiscal year, 4 stores were closed: 2 “Utaungda Mura” stores, 1 “Shoya” store and 1 “Yaruki Chaya” store.」

「Under these circumstances, the Company Group is seeking to rationalise store resources and revitalise existing stores by reviewing its store-opening strategy, closing unprofitable stores, changing store formats and reviewing store operations.」

「The Company Group seeks to improve existing-store productivity by reviewing its store-opening strategy, rationalising operating resources and rebuilding store operations.」