The Revival and Renewal of MOS BURGER

「In the domestic MOS BURGER business, in addition to product development and marketing tailored to customer needs, we offered a broad range of price points as part of our price-tiering strategy.」

「The series surpassed cumulative sales of 16 million servings just one year after its launch.」

「In the domestic MOS BURGER business, in addition to developing products and marketing initiatives tailored to customer needs, we are comprehensively strengthening both the quantity and quality of our points of contact with customers and promoting community-based store operations.」

「In the domestic MOS BURGER business, to strengthen the family customer segment, we focused on providing a MOS-like, exciting experience for the whole family, emphasizing MOS Quality, centered on taste and peace of mind, while strengthening core products.」

「In the domestic MOS BURGER business, in addition to products and marketing tailored to customer needs, we are promoting proactive store openings and locally focused store operations to thoroughly strengthen both the quantity and quality of customer touchpoints. Same-store sales in the first quarter were 109.5% of the prior-year level and continued to perform steadily.」

「In November, we opened mosh Grab’nGo (モッシュグラブアンドゴー), a cheese-burger specialty format that can operate in small sites in prime locations where it is difficult for MOS BURGER to open stores.」

「We are promoting initiatives to adapt products, services and store formats to the trade area, location, customer demographics and customers' increasingly diverse reasons for visiting, rather than applying a uniform format nationwide. In residential and entertainment districts, we are promoting conversions to MOS BURGER & CAFE, with its extensive café menu and dessert selection, to meet demand for cafés, bringing the total to 53 stores by the end of September.」

「We will continue diversifying store formats in line with changes in the social environment. In residential and entertainment districts, we will deploy MOS BURGER & CAFE to meet demand for cafés; in urban areas and locations near stations, small stores and takeout-only stores that can operate on approximately 20 tsubo; and in underserved locations such as residential areas where we have no stores and event venues, mobile stores using food trucks to maximize operational flexibility.」

「Looking beyond the post-COVID-19 period, we believe it will be important to create stores that offer experiences unavailable outside the foodservice setting. We therefore accelerated the rollout of MOS BURGER & CAFE, with its extensive café menu and dessert selection, bringing the total to 50 stores at the end of March. We plan to continue increasing the number of stores through conversions of existing stores and new openings.」

「We have opened takeaway-only outlets in response to new lifestyles, as well as small-format outlets under a business model that allows locations to operate with approximately 80% of the floor space of a standard outlet. In December, we opened MOS BURGER Ayase (Adachi-ku, Tokyo), our second takeaway-only outlet, and in November we opened MOS BURGER Emio Nerima Takanodai (Nerima-ku, Tokyo), a small-format outlet. We are also expanding MOS BURGER & CAFÉ, which offers an extensive selection of café items and desserts while drawing on the traditional strength of food-service businesses as places where customers can relax. The number of MOS BURGER & CAFÉ outlets reached 46 by the end of December.」

「We are opening takeout-only stores as a format suited to new lifestyles, as well as small stores based on a business model that can operate on approximately 80% of the floor area of a standard store. We are also expanding MOS BURGER & CAFE, which offers an extensive selection of café items and desserts while drawing on the core strength of foodservice by providing a comfortable place to relax, bringing the total to 41 stores at the end of September.」

「Against this backdrop, we made preventing the spread of infection our top priority while ensuring the safety and peace of mind of customers and employees, and pursued various initiatives, including providing products and services suited to new lifestyles and the needs of local communities.」

「During the fiscal year, while opening new takeout-only stores as a format suited to new lifestyles, we proceeded with conversions to MOS BURGER & CAFE, which draws on the core strength of foodservice by providing a dining space, bringing the total to 28 stores.」

「During the third quarter of the fiscal year, while promoting formats designed to meet demand for takeout, we also proceeded with conversions to MOS BURGER & CAFE, which draws on the core strength of foodservice by providing a dining space, bringing the total to 16 stores.」

「We are expanding and advancing initiatives to move away from uniform, standardized store formats nationwide and flexibly adapt products, services and store formats to the trade area, location, customer demographics and customers' increasingly diverse reasons for visiting. During the second quarter of the fiscal year, we opened MOS BURGER York Foods Shinjuku Tomihisa, a takeout-only store in Shinjuku, Tokyo, in August as a format suited to new lifestyles arising from the COVID-19 pandemic. To assess demand for takeout-only stores at small urban sites where we had previously been unable to open stores, we introduced a new menu configuration and store equipment to test a new store rollout model.」

「We are expanding and advancing initiatives to move away from uniform, standardized store formats nationwide and flexibly adapt products, services and store formats to the trade area, location, customer demographics and customers' increasingly diverse reasons for visiting. During the first quarter of the fiscal year, we proceeded with conversions as results were confirmed at test stores.」

「Pursued marketing-led product development and promotions, coordinated with digital initiatives.」

「In anticipation of increased demand for takeout following the October consumption tax increase and introduction of the reduced tax rate system, we improved product quality through a bun renovation and expanded the number of stores offering Uber Eats, leading to use by new customers.」

「In anticipation of increased demand for takeout following the introduction of the reduced tax rate system in October, we increased the size of our buns and improved moisture retention to enhance product quality. The number of stores using the third-party delivery provider Uber Eats expanded to 180, leading to use by new customers.」

「As part of an organizational change effective 1 April, we established a Marketing Division and placed the product planning and product development functions within it. This will enable us to pursue marketing-led product development and promotions, coordinate with digital initiatives and expand sales.」

「Domestic: Medium-term policy, “MOS BURGER's revival and renewal”; review marketing based on customer needs; strengthen delivery and takeout services; develop stores that better meet customers' diverse reasons for visiting.」