Use of Information Analysis Tools and Monthly Activity Plans, with Strengthening Individual-Store Competitiveness as the Top Priority
First written in FY2019-Q2. 5 of 9 entries say "Restated". Latest entry: FY2026-H1.
The whole theme swung hardest in 2024: 1 of 7 companies on the "Worse" side.
4 other companies' latest entry also says "Advanced".
- FY2026-H1AdvancedAnnual report
「To increase the top line, we are promoting initiatives such as preventing stockouts and improving product assortment through more precise ordering, as well as reviewing QSC,」
We promoted more precise ordering, stockout prevention, product assortment improvements and QSC reviews as specific initiatives to strengthen individual-store competitiveness and increase sales. - FY2025RestatedAnnual report
「We analyze sales data by trade area and develop merchandising tailored to each location and customer needs, while continuing efforts to improve QSC levels and operate more attractive stores that satisfy customers.」
We continue to analyze sales data by trade area, develop merchandising suited to locations and customer needs, and improve QSC. - FY2023AdvancedAnnual report
「As a result of implementing much more disciplined and detailed store management than in the first year, including appropriate ordering, product disposal and staff allocation, total operating revenue from the Lawson-Poplar business was ¥7,244 million, up 0.1% from the previous consolidated fiscal year, and operating income was ¥437 million, compared with an operating loss of ¥192 million in the previous consolidated fiscal year.」
In the Lawson-Poplar business, store management, including ordering, disposal and staff allocation, became more disciplined than in the first year, resulting in operating income of ¥437 million. - FY2023-Q3AdvancedAnnual report
「As a result of implementing much more disciplined and detailed store management than in the first year, including appropriate ordering, product disposal and staff allocation, total operating revenue from the Lawson-Poplar business was ¥5,595 million, up 6.8% year on year, and operating income was ¥311 million, compared with an operating loss of ¥246 million in the same period of the previous year.」
In the Lawson-Poplar business, store management, including ordering, disposal and staff allocation, became more disciplined than in the first year, resulting in total operating revenue of ¥5,595 million and operating income of ¥311 million. - FY2022RestatedAnnual report
「We analyze sales data by trade area and develop merchandising tailored to each location and customer needs, while continuing efforts to improve QSC levels and operate more attractive stores that satisfy customers.」
It describes the ongoing initiatives of analyzing sales data by trade area, developing merchandising suited to locations and customer needs, and improving QSC. - FY2021-Q3RestatedAnnual report
「To improve the sales capabilities of individual stores, the company provided store guidance tailored to each store’s challenges and sales level, including ordering support to raise its challenge category, infrastructure development to attract customers and address food loss, and the introduction of self-checkout to improve labor-hour efficiency.」
We continue initiatives to improve the sales capabilities of individual stores, including ordering support, infrastructure development for customer acquisition and food-loss reduction, self-checkout implementation and store-specific guidance. - FY2019RestatedAnnual report
「In sales operations, we made strengthening the competitiveness of individual stores our top priority and undertook initiatives to attract customers and increase sales based on monthly action plans established for each store.」
We continue initiatives focused on strengthening individual-store competitiveness and attracting customers and increasing sales through store-specific monthly action plans. - FY2019-Q3RestatedAnnual report
「In sales operations, we made strengthening the competitiveness of individual stores our top priority. We used information and analytical tools, including Max Seek, an order optimization system, and Nakashoku Checker, a sales performance analysis system, while undertaking initiatives to attract customers and increase sales based on monthly action plans established for each store.」
We continue initiatives focused on strengthening individual-store competitiveness, using Max Seek, Nakashoku Checker and store-specific monthly action plans. - FY2019-Q2First statedAnnual report
「In sales operations, we made strengthening the competitiveness of individual stores our top priority. We used information and analytical tools, including Max Seek, an order optimization system, and Nakashoku Checker, a sales performance analysis system, while undertaking initiatives to attract customers and increase sales based on monthly action plans established for each store.」
It describes, for the first time as an independent theme, initiatives to attract customers and increase sales by making individual-store competitiveness the top priority and using an order optimization system, a sales performance analysis system and store-specific monthly action plans.