Micro-market development and diversified store expansion

「加えて、オフィス内の一角など、わずかなスペースにおいて、スマホサイズの簡易POS端末を使用した無人店舗「スマートセルフ」の積極展開を行い、2026年６月には累計100店舗を達成いたしました。」

「In addition, we actively expanded Smart Self, an unmanned store using a smartphone-sized, simplified POS terminal in small spaces such as a corner of an office, reaching a cumulative total of 100 stores in June 2026. We also newly developed an ultra-small store format based primarily on product deliveries using parcel-delivery services, and expanded into diverse formats, including new openings in Nara Prefecture and Miyazaki Prefecture, which had previously been outside our logistics network.」

「SS unmanned stores 91 169 249 329」

「Even among small unmanned stores developed in response to labor shortages and the need for low costs, we will diversify our formats according to the needs of each small trade area, including Smart Self, Smart Store Plus for food-service needs, and Compact Pack to cover areas outside our logistics network. We will expand the business by leveraging our accumulated expertise in store openings and our development and sales structure tailored to each facility.」

「Small unmanned convenience stores: expanding labor-saving, low-cost operations through "Smart Self"」

「In addition, we developed a smartphone-sized payment terminal capable of handling various cashless payment methods, enabling low-cost operations, and launched a franchise business for small unmanned convenience stores. Regarding openings, we opened 8 conventional stores within facilities and 17 Smart Self stores, which are small unmanned convenience stores of approximately 1 to 5 tsubo installed in a corner of a business facility. As a result, the number of stores at period-end, including small unmanned stores, was 276, a net decrease of 1 store.」

「We opened 5 conventional stores inside facilities and 7 Smart Self stores, which are small unmanned convenience stores of approximately 1 to 5 tsubo installed in part of an office or other business facility. As a result, the number of stores at period-end was 277 (273 at the end of the same period of the previous year).」

「We opened 4 conventional stores inside facilities and 2 Smart Self stores, which are small unmanned convenience stores of approximately 1 to 5 tsubo installed in part of an office or other business facility. As a result, the number of stores at period-end was 277 (270 at the end of the same period of the previous year).」

「The Smart Self stores, small unmanned convenience stores installed in a corner of a business facility and measuring approximately 1 to 5 tsubo, continued to expand in both scale and geographic coverage. As a result of opening 24 new stores during the fiscal year, the number of stores at period-end was 277, comprising 225 staffed stores and 52 unmanned stores (262 at the end of the same period of the previous year).」

「In addition, the Smart Self business, which installs an unmanned mini convenience store of approximately 1 to 5 tsubo in a corner of a business facility, continued to expand strongly, with 20 new stores opened during the fiscal year, bringing the number of stores at period-end to 48.」

「Next, regarding the Smart Self business, which installs an unmanned mini convenience store of approximately 1 to 5 tsubo in a corner of a business facility, we opened 15 new stores during the fiscal year, mainly in Hiroshima, bringing the number of stores at period-end to 43.」

「Next, regarding the Smart Self business, which installs an unmanned mini convenience store of approximately 1 to 5 tsubo in a corner of a business facility as a new strategy of establishing sales space near customers, we opened an additional 10 stores during the cumulative first-quarter period based on the results accumulated to date. This included opening stores throughout large factories to address diverse needs, both large and small, distributed across wide areas, using staffed stores as the base stores controlling the unmanned stores.」

「As a new strategy of establishing sales space near customers, we launched the Smart Self business, which installs an unmanned mini convenience store of approximately 1 to 5 tsubo in a corner of a business facility, and opened 27 stores during the fiscal year. Based on the results accumulated since launch, we are seeking to increase sales by installing fixtures and selecting merchandise suited to the needs associated with each location and environment. We are also considering reducing initial investment and are planning to develop the format as a new franchise store model.」

「As a new strategy of establishing sales space near customers, we launched the Smart Self business, which installs an unmanned mini convenience store of approximately 1 to 5 tsubo in a corner of a business facility, and opened 18 stores during the cumulative third-quarter period. Based on the results accumulated since launch, we are seeking to increase sales by installing fixtures and selecting merchandise suited to the needs associated with each location and environment. We are also considering reducing initial investment and are planning to develop the format as a new franchise store model.」

「In addition to expanding the introduction of delivery services to capture stay-at-home demand, we diversified our store formats, broadening the range of store-opening options. In particular, as a new strategy of establishing sales space near customers rather than simply waiting for them to visit stores, we launched the Smart Self business, which installs an unmanned mini convenience store of approximately 1 to 5 tsubo in a corner of a business facility. During the cumulative first-quarter period, we were able to open 4 stores.」

「In addition, we will accelerate the opening of diverse formats tailored to operator needs, including "Smart Self," an ultra-small unmanned convenience-store format, and a "product supply business" for kiosks smaller than convenience stores.」

「Demand from facility operators remained strong for enhancing convenience even during the COVID-19 pandemic, so we opened 19 stores, mainly inside facilities. However, in addition to 68 stores converted to the Lawson-Poplar brand and 21 stores closed following our withdrawal from the Hokuriku and Chubu areas, we closed a total of 137 stores, including unprofitable company-operated stores. As a result, the number of stores at the end of the quarter was 250 (447 at the end of the same quarter of the previous year).」

「Demand from facility operators remained strong for enhancing convenience even during the COVID-19 pandemic, so we opened 11 stores, mainly inside facilities. However, as noted above, in addition to 68 stores converted to the Lawson-Poplar brand and 21 stores closed following our withdrawal from the Hokuriku and Chubu areas, we closed a total of 131 stores, including unprofitable company-operated stores. As a result, the number of stores at the end of the period was 248 (460 at the end of the same period of the previous year).」

「We opened 6 stores, mainly within facilities. Meanwhile, as described above, we closed a total of 122 stores, including 68 stores converted to the Lawson-Poplar brand, 21 stores closed due to our withdrawal from the Hokuriku and Chubu regions, and unprofitable company-operated stores. As a result, the number of stores at period-end was 252 (471 at the end of the same period of the previous year).」

「We have already launched a new operating model, "New-Style Operations," optimized for stores within facilities. By reviewing how our sales employees visit stores and digitizing communication tools with franchisees, we will significantly reduce store operating costs. We will also lower logistics costs by reviewing our store-delivery system and flexibly reorganizing delivery routes, and establish a reliable profit-generating business model for stores within facilities by rebuilding our product-procurement system. This is our current mission.」

「Regarding store openings, although many companies and organisations postponed or cancelled openings amid the COVID-19 pandemic, we opened 12 new stores during the cumulative period. Regarding closures, we closed 38 stores, including unprofitable stores eliminated as part of business-structure reform. The period-end store count was 447, compared with 487 at the end of the same period of the previous year.」

「Regarding store openings and closures, more companies and organizations postponed or canceled openings under these conditions, leaving actual openings at 7 stores versus a budget of 23. Meanwhile, to minimize the adverse impact on profits from the COVID-19 pandemic, we closed 20 stores, including 7 unprofitable company-operated stores that were not originally planned, versus a budget of 15 stores. As a result, the number of stores at period-end was 460 (486 at the end of the same period of the previous year).」

「Regarding store openings and closures, we opened 4 stores, including the Poplar Mishima store on a remote island located 45 kilometres offshore from Hagi, Yamaguchi Prefecture. To minimise the impact of the spread of COVID-19 on operating profit, we closed 6 stores, including 3 unprofitable company-operated stores. The period-end store count was 471, compared with 478 at the end of the same quarter of the previous year.」

「Filing company Hiroshima Prefecture and other locations Convenience store business Store equipment 200,800 — Internal funds March 2020 February 2021 The planned investment amount above is the total based on the store-opening plan for the 46th fiscal year, and the planned sales-floor area is 90 m² to 160 m² per store.」

「We continued to focus on opening stores within facilities and opened a total of 16 stores during the 3 months from September through November, including 8 in hospitals. The cumulative total of stores opened during the nine months ended 30 November was 45.」

「With regard to store openings, we continued to focus mainly on stores within facilities and opened a total of 29 new stores by August, including 13 in hospitals and 7 at business establishments.」

「We continued to focus on opening stores within facilities such as business establishments and hospitals. As a result, we opened 4 stores at universities, including Okayama Prefectural University, and 7 in hospitals, for a total of 17 stores. The number of stores at period-end was 478, compared with 455 in the same month of the previous year.」

「As in the previous year, we continued to focus mainly on opening stores within facilities such as factories, office buildings, schools, and hospitals. During the fiscal year, we opened a total of 47 stores and closed 33, for a net increase of 14 stores. The number of stores at period-end was 475.」

「The company continued to focus on openings within facilities such as factories, office buildings, schools and hospitals. During the cumulative third quarter of the consolidated fiscal year, it opened 42 stores, closed 27 and recorded a net increase of 15 stores.」

「We continued to promote store openings, mainly at captive-market locations such as factories, office buildings, schools, and hospitals. During the six months ended 31 August, including our first store opening in Aichi Prefecture in June, we opened a total of 24 stores, including 11 in hospitals, stores for employees at commercial facilities, universities, and hotels, while closing 22 stores, for a net increase of 2 stores.」

「We continued to promote store openings, mainly at captive-market locations such as hotels and hospitals and within companies, leveraging the advantage of our sales royalty system, which enables appropriate profit generation regardless of store size. As a result, we opened a total of 12 new stores, including 6 in hospitals, stores on remote islands, and stores for shopping-mall employees. The number of stores at period-end was 455.」

「During the consolidated fiscal year, the company continued its store-opening activities from the previous consolidated fiscal year, leveraging the feature of its sales royalty system that allows relatively small stores to be viable. It promoted corporate franchise development and store openings through corporate collaborations, mainly in closed trade areas such as factories, office buildings, schools, hotels and business offices.」

「The company promoted corporate franchise development and store openings through corporate collaborations, mainly in closed trade areas such as factories, office buildings, schools, stations and business offices. As a result, new openings during the cumulative third quarter of the consolidated fiscal year totaled 37 stores, including 7 stores in factories and offices, 9 at universities and 10 at hospitals, bringing the number of stores at period-end to 462.」

「To promote the nationwide expansion of micro-markets and diverse store and operating formats tailored to franchisee needs, the company newly established the Development Strategy Office, a cross-functional organization under the direct control of the president, separate from the existing store development team, and began operations.」

「Going forward, the company will further strengthen these initiatives and jointly promote the development of micro-markets using the Poplar and Seikatsusaika brands, as well as the expansion of stores supporting diverse operating formats.」

「① Costs of modifying the headquarters core system for developing micro-markets and expanding diverse store formats　② Development of systems for information links with ordering systems for other business formats and corporate partnerships such as employee purchase discounts　③ Costs related to developing micro-markets and opening diverse store formats」