Customer traffic synergies from the Lawson-Poplar pilot

「As a result, same-store sales were 102.3% of the previous year. Regarding new openings, two stores, Shodoshima Uchinomi and Toranomon 2-chome Tower, were opened, bringing the number of stores at the period-end to 133, compared with 122 at the end of the same period of the previous year.」

「The fully revamped "Three-Star Lawson Onigiri" drove sales, while the company also expanded sales of Pop-ben, a strength of the Poplar Group consisting of rice cooked and portioned in the store, after substantially reviewing and improving its quality. As a result, same-store sales reached 105.4% of the prior-year period.」

「Promotional initiatives that were well received included Lawson's anniversary campaign, "盛りすぎチャレンジ," offering 1.5 times the usual portion, and the "ハピ得祭り" campaign offering a beverage with purchases of ¥390 or more of onigiri. The fully revamped "Three-Star Onigiri," whose production method was substantially reviewed for the first time in 10 years, also boosted sales. In addition, the company worked to expand sales of Pop-ben, a distinctive feature of Lawson-Poplar stores, including through delivery services in line with improvements in product appeal. As a result, same-store sales rose substantially to 107.0% of the prior-year level.」

「Sales in the Lawson-Poplar business remained strong, with same-store sales at 104.8% of the prior-year period. The company opened 6 new stores, bringing the number of stores at the end of the period to 120, compared with 114 at the end of the prior-year period.」

「In its fourth year since the brand conversion, the Lawson-Poplar business focused on the key goal of continuing to create stores where customers can enjoy shopping. The company worked to enhance its product lineup, thoroughly implement promotional initiatives, improve customer service and ensure thorough cleaning. Promotional measures included a sale offering a free beverage redemption coupon with purchases of ¥350 or more of onigiri and a larger-portion Karaage-kun sale, both of which boosted sales. For Pop-ben, a distinctive feature of Lawson-Poplar stores, the company held a free large-portion sale and a sale offering one additional piece of fried chicken with freshly prepared Pop-ben, both of which were well received. As a result, sales remained strong, with same-store sales at 104.2% of the prior-year level.」

「As a result, sales remained strong, as they had in the prior year, with same-store sales at 103.5% of the prior-year level.」

「In its third year during the consolidated fiscal year, the Lawson-Poplar business maintained strong performance, with same-store sales at 107.7% of the prior-year period, well above the prior year. The company opened a total of 6 stores, including one on Miyajima, home to Itsukushima Shrine, a registered World Heritage site, and a second store on the same floor as a hotel store that had been chronically overcrowded due to an increase in guests using leisure facilities. The number of stores at the end of the period was 114, compared with 108 at the end of the prior-year period.」

「In its third year, the Lawson-Poplar business maintained strong performance, with same-store sales at 109.9% of the prior-year period, well above the prior year. The company thoroughly implemented promotions conducted by Lawson headquarters, including campaigns offering free beverage coupons with purchases of ¥300 or more of onigiri, and introduced new products, achieving results while also working to expand sales of Pop-ben, a distinctive feature of Lawson-Poplar stores. It pursued segment profit and overall group profit and contributed to greater awareness of Poplar across the group. In addition, it supported employee independence and encouraged existing franchisees to operate multiple stores, converting 11 company-operated stores to franchises. The company also actively pursued new store openings and opened 5 stores, 3 more than budgeted, bringing the number of stores at the end of the period to 113, compared with 108 at the end of the prior-year period.」

「In its third year, the Lawson-Poplar business maintained strong performance, with same-store sales at 109.9% of the prior-year period, well above the prior year, as foot traffic and inbound demand recovered. As sales initiatives, the company achieved results through campaigns including one offering free beverage coupons with purchases of ¥300 or more of onigiri, while focusing on selling new products and event-related products. It also ran its own campaigns for Pop-ben, a distinctive feature of Lawson-Poplar stores, and sold the Poplar 40th-anniversary "Thank You for Your Patronage Bento" across a wider area than the main chain, pursuing segment profit and overall group profit and contributing to greater awareness of Poplar across the group. The company also actively pursued new store openings and opened 4 stores, including one on Miyajima, home to the Itsukushima Shrine, a registered World Heritage site. As a result, operating revenue from the Lawson-Poplar business was ¥3,317 million, down 16.1% year on year, while operating profit was ¥363 million, up 95.6%.」

「In its third year, the Lawson-Poplar business continued to perform well, with same-store sales at 110.9% of the prior-year period, supported by the easing of restrictions on movement and the recovery in inbound demand. In addition to achieving results through initiatives for Lawson-sponsored campaigns, including a campaign offering free beverage coupons with purchases of ¥300 or more of onigiri and the Karaage-kun Cheese Festival, the company conducted its own campaigns as a Pop-ben retailer, including a campaign offering larger portions of freshly prepared Pop-ben fried chicken. For the Poplar 40th-anniversary "Thank You for Your Patronage Bento" campaign, it sold the product across a wider area than the main chain, pursuing segment profit and overall group profit while contributing to greater awareness of Poplar across the group.」

「In its second year, the Lawson-Poplar business continued to perform well during the consolidated fiscal year, with same-store sales at 110.7% of the prior-year period, driven by the easing of restrictions on movement under the "with COVID-19" approach and demand for outings and leisure activities resulting from the government's nationwide travel-support program.」

「In its second year, the Lawson-Poplar business had achieved same-store sales of 108.9% of the prior-year period in the first half, but performed even more strongly in the consolidated third-quarter accounting period, with same-store sales at 111.2% of the prior-year period and 109.7% for the cumulative third-quarter period, driven by the easing of restrictions on movement under the "with COVID-19" approach and demand for outings and leisure activities resulting from the government's nationwide travel-support program.」

「In its second year, the Lawson-Poplar business continued to perform well during the cumulative consolidated second-quarter period, with same-store sales at 108.9% of the prior-year period, reflecting the benefits of incorporating Lawson's product range and services in addition to Poplar's traditional customer base and an improvement in the impact of the COVID-19 pandemic.」

「The new business, which converted stores to the Lawson-Poplar and Lawson brands from March 2021, continued to perform well during the cumulative consolidated first-quarter period, marking the start of its second year following the conversion. This reflected the benefits of incorporating Lawson's product range and services in addition to Poplar's traditional customer base, as well as some improvement in the impact of the COVID-19 pandemic. While steadily implementing Lawson initiatives, including introducing delivery services at 33 Lawson-Poplar and Lawson stores and selling MUJI products at some stores in the Kanto area, the company also worked to create stores that could compete effectively as distinctive members of the Lawson Group offering Pop-ben. As a result, same-store sales increased steadily despite the continuing impact of the pandemic, reaching 110.5% of the prior-year level in March 2022, 102.6% in April and 105.0% in May.」

「The new business operating stores under the Lawson-Poplar and Lawson brands began in March 2021. Through brand conversions from Poplar and Seikatsu Saika stores, it launched operations at 109 stores by June and opened 2 additional new stores during the period, bringing the number of stores at the end of the period to 111.」

「The new business operating stores under the Lawson-Poplar brand proceeded with openings as planned in the Kansai, Hiroshima and Kyushu regions, beginning with the opening of its first Kanto store in March 2021, bringing the number of stores at the end of the period to 110.」

「The new business operating stores under the Lawson-Poplar brand expanded sequentially from the Kanto region to the Kansai, Hiroshima and Kyushu regions, beginning with the opening of its first Kanto store in March 2021, bringing the number of stores at the end of the period to 103. The plan is to expand the network to 110 stores in June of the same year.」

「As population decline, aging and competition with other convenience-store operators and businesses have intensified in the San'in region, requiring faster management decisions, we have determined that the best course for the region's convenience-store business and for the company is to specialize in supplying and manufacturing Pop-ben for the approximately 100 Lawson-Poplar stores and transition to an operating structure managed solely by Lawson. Accordingly, we will sell all 4,285 shares of Lawson San'in held by the company at ¥821,704 per share, for a total of ¥3,521 million.」

「In the San'in region, Lawson, which is strong at attracting women and seniors, has been supplemented by the sale of “Pop-ben,” which is strong at attracting men. “Lawson-Poplar” stores have performed well, and the rebranding from the “Lawson” brand to “Lawson-Poplar” is progressing. The number of “Lawson-Poplar” stores, which began at 54, is expected to reach 100 soon.」

「The Company had already opened 2 pilot stores in November 2015, and after operating them for 9 months had created significant synergies through Lawson's strength in attracting women and seniors and the Company's strength in attracting men.」