Reform of Store Operating Structure and Cost Structure
First written in FY2017-Q1. 26 of 29 entries say "Advanced", first in FY2017. Latest entry: 2026-10-13.
The whole theme swung hardest in 2018: 2 of 10 companies on the "Worse" side.
5 other companies' latest entry also says "Advanced".
- FY2026-H1AdvancedAnnual report
「Labor hours created through efficiency improvements are being redirected to activities directly linked to customer satisfaction, such as customer service and creative improvements on the sales floor, contributing to higher-quality services at stores.」
Advanced reforms to store operations and the cost structure by reallocating labor hours created through DX and self-checkout to customer-service and sales-floor operations. - FY2025AdvancedAnnual report
「The quality of service is being improved by allocating labor hours created through the use of AI to activities directly linked to customer satisfaction, including customer service and creative improvements on the sales floor.」
Advanced reforms to the store operating structure and cost structure by reallocating labor hours created through AI to customer-service and sales-floor operations. - FY2025-Q1AdvancedAnnual report
「The approximately 2 million labor hours created annually by the Work Schedule Automatic Creation Function, the New Sales Planning Support System, and other AI-related systems implemented since 2020 are being allocated to customer-service and sales-floor activities directly linked to customer satisfaction, increasing the value provided by physical stores.」
Advanced reforms to the store operating structure and productivity through approximately 2 million labor hours created annually by AI-related systems and their reallocation to customer service and sales-floor operations. - FY2024-Q2AdvancedAnnual report
「Efficiency improvements using AI, including AI Kakaku, which presents appropriate markdown prices to reduce food waste from disposal; AI Order, which forecasts demand and optimizes product ordering; and AI Work, which automatically drafts work schedules, have advanced, improving gross margin and productivity.」
Extended reforms to store operations and the cost structure through AI Kakaku, AI Order, and AI Work, improving the efficiency of food-waste reduction, ordering, and work scheduling, as well as gross margin and productivity. - FY2024-Q1AdvancedAnnual report
「In addition, overseas subsidiaries of AEON Financial Service Co., Ltd. actively introduced AI Credit Scoring and AI Collections Scoring. In markets where a certain number of customers have no external credit history, the company aims to meet customers' funding needs through more precise screening using AI scoring, while also improving the efficiency of credit screening and collections operations.」
Extended store-operation and financial-services efficiency improvements through the introduction of AI credit scoring and AI collections scoring at overseas financial subsidiaries. - FY2022AdvancedAnnual report
「The company also worked to improve convenience and labor productivity by expanding the rollout of self-scanning and self-checkout systems, and to improve the efficiency of back-office operations through RPA.」
Advanced reforms to the store operating structure and cost structure through expanded self-scanning and self-checkout, RPA implementation, AI Kakaku, and improvements in inventory and price changes. - FY2022-Q3AdvancedAnnual report
「The introduction of AI Kakaku in the delicatessen business, which learns from sales performance, weather, customer traffic, and other conditions and allows appropriate prices to be set easily at the time of markdowns, together with a review of the product lineup, also proved effective, resulting in further reductions in the value of price changes.」
Advanced reforms to store operations and the cost structure through the introduction of AI Kakaku and reductions in the value of price changes through a review of the product lineup. - FY2022-Q2AdvancedAnnual report
「In the delicatessen business, the introduction of AI Kakaku, which learns from sales performance, weather, customer traffic, and other conditions and allows appropriate prices to be set easily at the time of markdowns, together with a review of the product lineup, proved effective and reduced the value of price changes during the cumulative second-quarter period.」
Advanced reforms to store operations and the cost structure by reducing the value of price changes through AI-based pricing and a review of the product lineup. - FY2022-Q1AdvancedAnnual report
「Operational reforms, including the introduction of self-checkout, were also actively pursued. As a result, revenue increased and operating profit improved.」
Advanced reforms to the store operating structure and cost structure through operational reforms, including self-checkout, resulting in higher operating profit. - FY2021AdvancedAnnual report
「Inventory reductions were actively pursued as a measure to improve operating efficiency. Inventory was reduced by approximately 20% from the beginning of the fiscal year, and the gross profit margin also showed a trend of improving each period.」
Advanced reforms to the store operating structure and cost structure through an approximately 20% inventory reduction, expense reductions, and more efficient store operations. - FY2021-Q3AdvancedAnnual report
「In addition to these initiatives, the company actively pursued improvements in operating efficiency, including cost controls and inventory reductions. As a result, operating profit and loss for the third-quarter consolidated accounting period turned to an improvement from the year-earlier period.」
Advanced reforms to the store operating structure and cost structure through cost controls and inventory reductions, resulting in an improvement in operating profit and loss for the quarter. - FY2021-Q2AdvancedAnnual report
「The company also promoted initiatives to streamline headquarters, improve the efficiency of store operations, and reform investment allocation.」
Put reforms to the store operating structure and cost structure into practice through a leaner headquarters, more efficient store operations, and a review of investment allocation. - FY2021-Q1AdvancedAnnual report
「The company also introduced Regigo for the first time at AEON stores in Kanagawa Prefecture. Regigo is a service that allows customers to scan product barcodes using dedicated smartphones available for loan and pay at a dedicated checkout, enabling comfortable shopping without queuing at a checkout or waiting for one. The company plans to expand the number of participating stores further to help prevent congestion in stores.」
Advanced more efficient store operations and congestion control through the introduction of Regigo using dedicated smartphones and plans to expand the rollout. - FY2020-Q3AdvancedAnnual report
「The company also introduced Cocode Deli, AEON's new food-style concept that provides a place for families and friends to dine and relax together, and to buy, eat, and leave, adding 62 eat-in seats. ... The introduction of new checkout machines with self-service payment shortened checkout times.」
Advanced store-operation productivity improvements through shorter checkout times enabled by self-service payment and expanded eat-in areas. - FY2020-Q1AdvancedAnnual report
「The company will continue to respond flexibly to customer needs by using app coupons to increase membership, implementing thorough measures against competing stores, strengthening the Mainichi Yoiichi evening market, and capturing demand ahead of the consumption-tax increase, while promoting efficient expense management.」
Continued to improve store operations and the earnings structure by combining app coupons, the evening market, measures against competing stores, and efficient expense management. - FY2019AdvancedAnnual report
「For stores for which a decision had been made to close, a provision for store closure losses of ¥8.878 billion was recognized during the current consolidated fiscal year.」
Advanced reforms to store operations and the earnings structure through closing less competitive stores, streamlining unprofitable businesses, and recognizing store closure losses. - FY2019-Q2AdvancedAnnual report
「Existing-store revitalization was promoted at 18 stores. In addition to a 0.2 percentage-point improvement in the gross profit margin from fewer price changes and higher Topvalu sales, more efficient expense management was pursued, resulting in a ¥3.020 billion improvement in operating profit and loss from the year-earlier period.」
Demonstrated quantitative improvements in the earnings structure and store operations through fewer price changes, higher private-label sales, and more efficient expense management. - FY2019-Q1AdvancedAnnual report
「The company also pursued expense reductions by reducing store-level work and managing promotional expenses more efficiently.」
Continued reforms to store operations and the cost structure, including reducing store-level work and managing promotional expenses more efficiently. - FY2018AdvancedAnnual report
「The GMS (general merchandise store) business, which is pursuing reforms to its earnings structure, promoted gross margin improvements and more efficient expense management, resulting in the largest improvement in profit and loss of all segments.」
Reported that improvements in GMS gross margin and more efficient expense management led to the largest improvement in profit and loss among all segments. - FY2018-Q2AdvancedAnnual report
「株式会社ダイエー, which is concentrating its operations in the Tokyo metropolitan and Keihanshin regions and specializing in food, pursued productivity improvements through the use of food processing centers and expense reductions, as well as EDSLP (Everyday Same Low Price), including expanding the number of products covered by its everyday-value pricing initiative to approximately 870 in June. Operating profit and loss improved by approximately ¥1.3 billion from the year-earlier period.」
Operating profit and loss at 株式会社ダイエー improved by approximately ¥1.3 billion through food processing centers, productivity improvements, expense reductions, and the expansion of EDSLP. - FY2018-Q1AdvancedAnnual report
「株式会社ダイエー, which is concentrating its operations in the Tokyo metropolitan and Keihanshin regions and specializing in food, pursued improvements in gross margin through higher sales-floor management standards and expense reductions through productivity improvements, resulting in an approximately ¥600 million improvement in operating profit and loss during the cumulative first-quarter period.」
Operating profit and loss at 株式会社ダイエー improved by approximately ¥600 million through higher sales-floor management standards, productivity improvements, and expense reductions. - FY2017AdvancedAnnual report
「The company also pursued structural reforms, including reductions in head-office expenses and productivity improvements, resulting in a substantial improvement in operating profit and loss.」
Reported a full-year improvement in operating profit and loss through structural reforms, including reductions in head-office expenses and productivity improvements. - FY2017-Q3RestatedAnnual report
「The company also pursued structural reforms, including reductions in head-office expenses and productivity improvements, resulting in a substantial improvement in operating profit and loss.」
Continuing to reform the cost structure through reductions in head-office expenses and productivity improvements. - FY2017-Q2RestatedAnnual report
「As a result, operating profit and loss for the period improved from the previous fiscal year.」
Continuing efforts to improve profitability through more efficient store operations and cost controls. - FY2017-Q1First statedAnnual report
「To improve profitability company-wide, the company pursued productivity improvements by reviewing its store operating structure and reformed its cost structure by optimizing head-office staffing.」
Reviewing the store operating structure and optimizing head-office staffing as measures to improve profitability.