Store openings through corporate franchise development and corporate partnerships

「合計 278 123 401 276 131 407 294 135 429 28」

「We opened 8 conventional stores inside facilities and 17 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, including small unmanned stores, was 276, a net decline 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).」

「For new openings, we opened 13 staffed stores, mainly at hospitals and business establishments. We also continued to expand the scale and geographic coverage of 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, and opened 24 new stores during the consolidated fiscal year. As a result, the number of stores at period-end was 225 staffed stores and 52 unmanned stores, for a total of 277 (262 at the end of the same period of the previous year).」

「We opened 11 staffed stores and added 20 Smart Self stores, for a total of 31 openings. We also closed 19 stores, including unprofitable stores and stores withdrawn from operations during the COVID-19 pandemic. As a result, the number of stores at period-end was 274 (257 at the end of the same period of the previous year).」

「We opened 9 staffed stores and added 15 Smart Self stores, for a total of 24 openings. We also closed 13 stores, including unprofitable stores and stores withdrawn from operations during the COVID-19 pandemic. As a result, the number of stores at period-end was 273 (260 at the end of the same period of the previous year).」

「In response to growing momentum to attract convenience stores into facilities as economic activity normalized, we opened 7 stores inside facilities and added 10 Smart Self stores, for a total of 17 openings. We also closed 9 stores, including unprofitable stores and stores withdrawn from operations during the COVID-19 pandemic. As a result, the number of stores at period-end was 270 (253 at the end of the same period of the previous year).」

「As economic activity normalized, we opened 14 stores and added 27 Smart Self stores, for a total of 41 openings. We also closed 32 stores, including unprofitable stores and stores withdrawn from operations during the COVID-19 pandemic. As a result, the number of stores at period-end was 262 (253 at the end of the previous consolidated fiscal year).」

「As economic activity normalized, we opened 8 stores, including stores at universities and hospitals, and added 12 Smart Self stores, for a total of 20 openings. Meanwhile, 13 stores, mainly those withdrawn from operations due to the impact of the COVID-19 pandemic, were closed. As a result, the number of stores at period-end was 260 (248 at the end of the same period of the previous year).」

「Demand from facility operators remained strong for enhancing convenience even during the COVID-19 pandemic, so we opened 24 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 139 stores, including unprofitable company-operated stores. As a result, the number of stores at period-end was 253, down 115 stores from the end of the previous consolidated fiscal year.」

「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).」

「Demand from facility operators remained strong for enhancing convenience even during the COVID-19 pandemic, so we opened 6 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 122 stores, including unprofitable company-operated stores. As a result, the number of stores at the end of the period was 252 (471 at the end of the same period of the previous year).」

「Store openings were limited to 13 because more companies and organisations postponed or cancelled openings amid the COVID-19 pandemic and the company reviewed its opening plans during the business restructuring process. Regarding closures, the company closed 118 stores sequentially from the third quarter onward in preparation for business reorganisation from the following period onward.」

「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 organisations postponed or cancelled planned openings under these circumstances, and actual openings were limited to 7 stores against a budget of 23.」

「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.」

「Regarding new store openings, we opened a total of 50 stores, including 22 in hospitals and 12 at business establishments. However, we closed 52 stores, including 19 unprofitable company-operated stores, bringing the period-end store count to 473, a net decrease of 2 stores.」

「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.」

「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 fiscal year, we opened a total of 44 new stores, including 8 in factories and offices, 9 at universities, 3 in hotels, and 11 in hospitals. The number of stores at period-end was 461.」

「In the current fiscal year, we opened 4 new stores in Goto, Nagasaki. In addition, as in the previous year, we leveraged the advantage of our sales royalty system, which enables relatively small stores to be profitable, and focused on stores in captive markets such as factories, office buildings, schools, stations, and business establishments. As a result, during the nine months ended 30 November, we opened a total of 37 new stores, including 7 in factories and offices, 9 at universities, and 10 in hospitals. The number of stores at period-end was 462.」

「As in the previous year, we focused mainly on micro-market stores, the company's internal term for relatively small stores in captive markets such as factories, office buildings, schools, stations, and business establishments, while developing corporate franchisees and stores through corporate collaborations. During the six months ended 31 August, we opened a total of 31 new stores, including 9 at universities, 8 at hospitals, and 6 in factories and offices. The number of stores at period-end was 468.」

「We continued to develop corporate franchisees and stores through corporate collaborations, opening a total of 20 stores, including 8 on school campuses such as Hijiyama University and Osaka Sangyo University and 4 in hospitals, while closing 23 stores. The number of stores at period-end was 469.」

「During the current fiscal year, we continued to develop corporate franchisees and stores through corporate collaborations, leveraging the features of our sales royalty system. We opened a total of 85 stores and closed 131, including 53 converted to Lawson-Poplar stores. The number of stores at period-end was 472.」

「As a result of continuing to develop corporate franchisees and stores opened through corporate collaborations, as in the previous fiscal year, we opened a total of 69 stores, including stores at universities and hospitals and stores converted from other chains, while closing 124 stores. The number of stores at period-end was 463.」

「As a result of continuing to develop corporate franchisees and stores opened through corporate collaborations, as in the previous year, we opened a total of 23 stores, including stores on the campuses of Chiba Institute of Technology and Meiji University, in hospitals, and in Goto, Nagasaki, while closing 32 stores. The number of stores at period-end was 509.」

「As in the previous year, we promoted the development of corporate franchisees and store openings through corporate partnerships. We opened 16 stores, including locations at universities, hospitals and on Nagasaki's Goto Islands, and closed 27 stores, leaving 507 stores at fiscal year-end.」