Strengthening Sales Capabilities Through Fresh Food Initiatives and 52-Week Merchandising

「We have implemented various sales measures at each store in our group, including day-of-week and day-specific services. Although cost of sales continued to increase due to rising prices of products, raw materials, and other items, we worked to maintain stable profit margins, and gross profit increased during the cumulative consolidated third quarter, centered on fresh foods including prepared foods.」

「We have implemented various sales measures at each store in our group, including day-of-week and day-specific services. Although cost of sales continued to increase due to rising prices of products, raw materials, and other items, we worked to maintain stable profit margins, and gross profit increased during the cumulative consolidated second quarter, centered on fresh foods including prepared foods.」

「株式会社丸久 established value-based selling, lifestyle proposals, and the rollout of stores focused on the three fresh-food categories and prepared foods as its product sales strategy, aiming to increase sales. In store operations, it also sought to improve productivity and make costs more transparent, thereby improving profitability.」

「株式会社新鮮マーケット has worked to create a lively atmosphere around fixed-date promotions centered on the three fresh-food categories and prepared foods, as a fresh-foods-focused supermarket where customers can enjoy shopping. In produce, it holds in-store Tuesday market sales, an Aomori direct-shipment apple festival, and a direct-shipment Hokkaido vegetable sale. In meat, it focuses on high-volume sales at its monthly 29th-day meat market, and in seafood, on offering locally caught fish sashimi at its monthly 10th-day Toto Market.」

「株式会社マルキョウ operates fresh-foods-focused stores. In particular, it develops sales floors focused on the freshness of fresh products. In seafood, it holds a “morning market” featuring fresh fish procured that day; in meat, an “evening market” featuring freshly cut products; and in produce, it continually works to display fresh products.」

「株式会社マルミヤストア has adopted the slogan “A year of taking off after 50 years. Why shouldn’t a supermarket become SUPER? Toward an outstanding presence loved by the community,” with “Thorough execution, daily budgets equal immediate results,” “Act with purpose, prioritize speed, verify results,” and “Communicate so that the message gets through” as its guiding principles. It has established four pillars: “Increase our share within the trading area,” “Develop human resources and team capabilities and improve productivity,” “Launch integrated group activities,” and “Promote ESG management,” and is implementing various initiatives. Under these policies, in sales it is implementing various measures with the aim of establishing Tuesday sales of ¥100 million, including sales initiatives using regional wholesale markets in produce and increasing unit sales through bread products priced uniformly at ¥88.」

「株式会社マルキョウ has promoted the development of value-added categories and products centered on fresh foods in response to increasingly diverse consumer needs, under the slogans “Delicious products at lower prices,” “Designing food,” and “Premiumizing food.” In seafood, it developed “fishmonger’s prepared foods” and “fishmonger’s sushi”; in meat, expanded branded meats and improved cutting techniques; in produce, strengthened the range of cut fruit and developed fruit-based sweets; and in prepared foods and sushi, increased the development of handmade products.」

「In seafood, we have developed “fishmonger’s prepared foods” and “fishmonger’s sushi”; in meat, expanded branded meats; in produce, strengthened the range of cut fruit and developed fruit-based sweets; and in prepared foods and sushi, increased the development of handmade products.」

「In seafood, we are developing “fishmonger’s prepared foods”; in meat, expanding branded meats; and in produce, strengthening the range of cut fruit. In prepared foods and sushi, we are also improving productivity, including by speeding up preparation and production.」

「株式会社マルキョウ is improving its operating results by strengthening fresh foods through procurement, sales, stronger products, and expanded sales floors, strengthening store capabilities through store-level management centered on store managers, and improving profitability through lower costs, reduced waste, higher productivity, and lower expenses.」

「To further enhance “fresh-foods-focused store operations” amid competition during the COVID-19 pandemic, we strengthened affordability, product range, and freshness in produce. In seafood, as part of the “New Japan Supermarket Alliance” initiatives, we expanded sales of salted, dried, and frozen products differentiated by taste, while in meat we enhanced the range of varieties and rare cuts, from Wagyu to imported beef.」

「株式会社マルキョウ further enhanced its “fresh-foods-focused store operations” amid competition during the COVID-19 pandemic. In produce, it sought to strengthen affordability, product range, and freshness. In seafood, as part of the New Japan Supermarket Alliance’s initiatives, it expanded sales of salted, dried, and frozen products differentiated by taste. In meat, it enhanced the range of varieties and rare cuts, from Wagyu to imported beef.」

「株式会社丸久 strengthened the weekly promotional campaign “Store Manager’s Seal of Approval” and day-of-week and time-of-day services to improve sales-floor operating standards as part of its sales strategy. In addition to working to improve profit margins by lowering purchasing costs and reducing waste, it sought to lower labor costs by improving store operating efficiency and to contain increases in general and administrative expenses, pursuing improvements in net sales and operating profit through a range of measures.」

「株式会社丸久 and 株式会社中央フード worked to improve sales through stronger day-of-week promotions and high-volume sales of weekly重点 products, and to secure gross profit through inventory optimization and waste reduction as part of their sales strategies.」

「株式会社丸久 and 株式会社中央フード worked to improve sales through stronger day-of-week promotions and high-volume sales of weekly重点 products, and to secure gross profit through inventory optimization and waste reduction as part of their sales strategies.」

「株式会社丸久 and 株式会社中央フード strengthened leaflet promotions for processed foods and expanded EDLP products to strengthen sales in response to competition from other industries as part of their sales strategies. In product development, they strengthened prepared foods, including by expanding hit products. They also worked to improve efficiency and reduce waste through lower fresh-food inventories and to reduce selling expenses, thereby securing funding for stronger promotional activities.」

「株式会社丸久 and 株式会社中央フード strengthened leaflet promotions for processed foods and expanded EDLP products to strengthen sales in response to competition from other industries as part of their sales strategies. In product development, they strengthened prepared foods, including by expanding hit products. They also worked to improve efficiency and reduce waste through lower fresh-food inventories and to reduce selling expenses, thereby securing funding for stronger promotional activities.」

「株式会社丸久 and 株式会社中央フード worked to secure funding for stronger promotional activities by implementing EDLP and stronger leaflet pricing for processed foods, while improving efficiency and reducing waste through lower fresh-food inventories and reducing selling expenses as part of their sales strategies.」

「In addition, we ensured the sale of freshly prepared products in the evening and expanded the number of stores handling fresh-fish sushi and bakery products at our core stores. We are also supplying sliced products and other merchandise from the fresh-foods center to stores to improve store productivity.」

「株式会社丸久 strengthened day-of-week services designed to encourage customer visits and monthly promotional pricing as part of its sales strategy. It strengthened sales of weekly重点 products and developed products suited to a range of customer needs, including local products, health foods, and convenience foods. As part of its promotional activities, it held the “100 Selected Station Lunches” and “100 Selected Famous Confections” campaigns at large-format stores. It also ensured the sale of freshly prepared products in the evening and expanded the number of stores handling fresh-fish sushi and bakery products as part of efforts to strengthen services at its core stores.」

「株式会社丸久 strengthened day-of-week services that had become established as reasons for customers to visit, intensified promotional activity at the beginning of each month, strengthened sales centered on weekly重点 products, and developed products suited to customer needs, including local products, health foods, and convenience foods, as part of its merchandise strategy. It also ensured the sale of freshly prepared products in the evening and expanded the number of stores handling fresh-fish sushi and bakery products as part of efforts to strengthen services at its core stores.」

「株式会社丸久 worked to strengthen its fresh-food business by ensuring freshness-focused sales, improving sales-floor management and introducing bakery products and developing signature products. In sales promotion, it strengthened weekly product promotions and day-of-week promotions, a signature initiative.」

「株式会社丸久 worked to strengthen its fresh-food business by ensuring freshness-focused sales, improving sales-floor management and introducing bakery products and developing signature products. In sales promotion, it strengthened weekly product promotions and day-of-week promotions, a signature initiative.」

「On the operations side, to strengthen the fresh-food business, the Company pursued freshness-focused sales in produce, optimized the sales floor for the integrated fresh-fish and salted-dried seafood departments, introduced bakery products and refined core products in prepared foods, and developed signature products such as Miyazaki beef and Kano Kogen pork in meat. In sales promotion, it strengthened weekly product promotions tailored to seasons and lifestyle events, as well as signature initiatives including day-of-week promotions, the uniform-price “Zorome-ichi” sale and category discounts.」

「The Company continues to position “store development,” “product development,” “people development” and “fan development” as the pillars of its operations. It strengthened fresh-food offerings through freshness-focused sales and promoted key products through 52-week merchandising, while reviewing day-of-week promotions and strengthening promotions such as “Zorome-ichi” and category discounts.」