Improving Store and Head-Office Productivity and Customer Convenience through DX

「• The number of stores with self-checkout systems increased to 179. • Cleaning robots were expanded to 49 stores, mainly large-format stores. (as of the end of June 2026)」

「Self-checkout machines are now installed at 167 stores, mainly large-format stores, with an average of 5.6 machines per store. As part of efforts to reduce and streamline store staffing and workload, the company has promoted the introduction of cleaning robots, which are now in use at 26 stores, mainly large-format stores. Various QR-code payment services have been introduced since June.」

「Self-checkout machines are now installed at 149 stores, mainly large-format stores, with an average of 6 machines per store. As part of efforts to reduce store workloads, the company has promoted the introduction of cleaning robots, which are now in use at 26 stores, mainly large-format stores. Various QR-code payment services have been introduced since June.」

「As part of efforts to reduce labor requirements, the company has promoted the introduction of self-checkout machines, which are now installed at 112 stores, mainly large-format stores, with an average of 6 machines per store.」

「As part of efforts to reduce labor requirements, the company has promoted the introduction of self-checkout machines, which are now installed at 94 stores, mainly large-format stores, with an average of 6 machines per store.」

「The consolidated subsidiary ビット・エイ obtained certification as a “DX-Certified Operator” under the DX certification system established by the Ministry of Economy, Trade and Industry, effective 1 April 2024.」

「The Company launched the smartphone payment service “コッコPay,” which links Komeri Card with the app, to accommodate the diversification of payment methods. It is also strengthening CRM (customer relationship management) by linking member information with the app, enabling it to provide customers with more relevant information and improve convenience.」

「In its e-commerce business, the Company leveraged its more than 1,200 stores to offer BOPIS (Buy Online, Pick Up In Store), with the in-store pickup rate reaching 81%, and worked to promote sales through app-linked campaigns and other initiatives.」

「To establish the new operating model, the DX Department, whose organizational structure was changed on 29 August 2022, is leading efforts to compare each business process, design optimal systems and build mechanisms to improve productivity across operations from raw-material procurement, manufacturing and production through distribution and sales. The smartphone payment service “コッコPay,” launched on 30 November 2022, has strengthened the linkage between the app and Komeri Card information, enabling us to provide each customer with more personalized shopping information and further improve convenience and promote sales.」

「To establish the new operating model, the DX Department, whose organizational structure was changed on 29 August 2022, is leading efforts to compare each business process, design optimal systems and build mechanisms to improve productivity across operations from raw-material procurement, manufacturing and production through distribution and sales. The smartphone payment service “コッコPay,” launched on 30 November 2022, has strengthened the linkage between the app and Komeri Card information, enabling us to provide each customer with more personalized shopping information and further improve convenience and promote sales.」

「E-commerce sales continued to perform steadily through BOPIS (Buy Online Pick up In Store) initiatives and sales promotions such as app-linked campaigns, leveraging our network of more than 1,200 stores.」

「E-commerce sales continued to perform steadily through BOPIS (Buy Online Pick up In Store) initiatives and sales promotions such as app-linked campaigns, leveraging our network of more than 1,200 stores.」

「We will leverage the strengths of our group’s store infrastructure to promote further integration of stores and the internet through initiatives that improve customer convenience, including in-store pickup of online orders and last-mile delivery.」

「E-commerce sales continued to perform steadily as we advanced our BOPIS (Buy Online Pick up In Store) initiative by making maximum use of our network of more than 1,200 stores.」

「E-commerce sales continued to perform steadily as we advanced our BOPIS (Buy Online Pick up In Store) initiative, including making product inventory visible to app members, by leveraging our network of more than 1,200 stores.」

「② Promotion of digital transformation We aim to improve customer convenience, make work for employees throughout the Company easier, better, faster and more economical, improve productivity at stores and the Store Support Center (head office), strengthen our ability to make proposals to customers, increase sales at existing stores and establish a high-profitability structure. We will leverage the strengths of our nationwide group network by strengthening the integration of stores and the internet, including initiatives to use stores as pickup locations for products and confirming real-time inventory by store. Together with consolidated subsidiary コメリキャピタル, we are also working to accommodate the diversification of payment methods accompanying the shift to cashless payments in stores. In addition, we will continue acquiring card members, strengthening our customer base and converting them into regular customers, thereby further improving customer convenience.」