Testing New Service Models and Introducing Digital Customer Touchpoints
First written in FY2017-Q2. 31 of 35 entries say "Advanced", first in FY2018-Q1. Latest entry: FY2027-H1.
5 other companies' latest entry also says "Advanced".
- FY2027-H1AdvancedAnnual report
「Installation of in-store ordering tablets has been completed at 1,192 locations, with installation at all locations scheduled by the end of the fiscal year. The company is also installing digital signage, mainly at locations in office districts, to create an environment for timely communication of new products and campaigns.」
For digital customer touchpoints, in-store ordering tablets were installed at 1,192 locations, with a plan to install them at all locations by the end of the fiscal year. The company is also proceeding with the installation of digital signage. - FY2026-H1AdvancedAnnual report
「The in-store tablets introduced to improve store convenience are being rolled out at a faster pace than planned.」
As a digital customer touchpoint, the rollout of in-store tablets progressed faster than planned. The number of new service model stores also increased by 23. - FY2025AdvancedAnnual report
「As part of efforts to evolve the formats of existing businesses, Yoshinoya has continued actively renovating existing stores to the “Cooking & Comfort” format, while Hanamaru has begun validating table ordering to achieve freshly prepared products. We are also actively systematizing store operations, including the introduction of credit card terminals at Yoshinoya and Hanamaru stores.」
The company expanded its initiatives involving new services and digital customer engagement to include Yoshinoya renovations, validation of table ordering at Hanamaru and the introduction of credit card terminals. - FY2025-H1AdvancedAnnual report
「During the interim consolidated accounting period, the number of stores being converted to the new service model increased by 48, from 412 to 460, while takeaway- and delivery-only stores increased by 6, from 37 to 43.」
The number of new service model stores increased by 48 during the interim period to 460, while takeaway- and delivery-only stores increased by 6 to 43. - FY2025-Q1AdvancedAnnual report
「The number of stores being converted to the new service model increased by 18, from 412 at the end of the previous fiscal year to 430, while the number of takeout and delivery specialty stores increased from 37 to 39.」
The number of stores converted to the new service model increased by 18 from the end of the previous fiscal year to 430. Takeaway- and delivery-only stores also increased to 39. - FY2025-Q1AdvancedAnnual report
「We are also actively systematizing store operations, including the introduction of credit card terminals at Yoshinoya and Hanamaru stores.」
As part of initiatives involving new services and digital customer engagement, the company advanced the introduction of credit card terminals at Yoshinoya and Hanamaru stores, putting the systematization of store operations into practice. - FY2024-Q3AdvancedAnnual report
「The number of stores converted to the new service model, “Cooking & Comfort” and “Jigsaw Counter,” reached 377 after 14 new store openings and renovations at 64 stores.」
The conversion of Yoshinoya stores to the new service model progressed, with the number of applicable stores reaching 377 through new openings and renovations. - FY2024-Q2AdvancedAnnual report
「The number of stores converted to the new service model, “Cooking & Comfort” and “Jigsaw Counter,” reached 350 after 10 new store openings and renovations at 41 stores.」
The conversion of Yoshinoya stores to the new service model progressed, with the number of applicable stores increasing from 324 in the previous quarter to 350 through new openings and renovations. - FY2024-Q1AdvancedAnnual report
「The number of stores converted to the new service models, “Cooking & Comfort” and “Jigsaw Counter,” reached 324 after 4 new stores were opened and 21 stores were renovated.」
The company progressed with the conversion to the new service model by opening 4 stores and renovating 21, bringing the total to 324 stores. - FY2023AdvancedAnnual report
「In addition, as part of efforts to improve customer convenience, we are actively enhancing functionality by introducing in-store and takeaway order tablets and expanding the number of stores with dedicated takeaway pickup counters. The number of delivery-enabled stores reached 1,011, up 58 stores from the end of the previous fiscal year. As a new store-opening strategy, we also opened 9 takeaway-only stores.」
The company expanded order tablets, dedicated pickup counters and delivery services, bringing the number of Yoshinoya delivery-enabled stores to 1,011 and takeaway-only stores to 9. - FY2023-Q3AdvancedAnnual report
「In addition, as part of efforts to improve customer convenience, we are actively enhancing functionality by introducing tablets for dine-in and takeaway orders and expanding the number of stores with dedicated takeaway pickup counters. The number of delivery-enabled stores reached 1,002, up 49 stores from the end of the previous fiscal year.」
The company expanded the rollout of tablets dedicated to dine-in and takeaway orders and dedicated pickup counters, increasing the number of Yoshinoya delivery-enabled stores by 49 from the end of the previous fiscal year to 1,002. - FY2023-Q2AdvancedAnnual report
「In addition, as part of efforts to improve customer convenience, we are actively enhancing functionality by introducing tablets dedicated to dine-in and takeaway orders and expanding the number of stores with dedicated pickup counters. The number of delivery-enabled stores increased to 1,003, up 50 stores from the end of the previous fiscal year.」
The company expanded the rollout of order tablets and dedicated pickup counters, increasing the number of delivery-enabled stores by 50 from the end of the previous fiscal year to 1,003. - FY2023-Q1AdvancedAnnual report
「For takeaway and delivery, we are actively enhancing functionality to improve convenience by introducing tablets dedicated to takeaway orders and expanding the number of stores with dedicated pickup counters. The number of delivery-enabled stores increased to 973, up 20 stores from the end of the previous fiscal year.」
The company strengthened takeaway purchasing channels through digital ordering and dedicated pickup counters, while the number of Yoshinoya delivery-enabled stores increased by 20 from the end of the previous fiscal year. - FY2022AdvancedAnnual report
「Although the effects of the infectious disease continue and we believe that identifying suitable locations will take some time, we have resumed opening stores in Japan, focusing on the scrap-and-build program for domestic Yoshinoya stores and on ASEAN and parts of China, where economic activity is recovering. We have also resumed renovating domestic Yoshinoya stores to the new “Cooking & Comfort” model and will substantially increase the number of renovated stores.」
The company indicated a policy of resuming store openings and renovations to the “Cooking & Comfort” format that had been curtailed during the pandemic, and substantially increasing the number of renovated stores. - FY2022-Q3Added validation of contactless model storesAnnual report
「We are also validating contactless model stores adapted to the new lifestyle.」
Contactless model stores adapted to the new lifestyle were added to the validation of the new service and next-generation store models. - FY2022-Q2AdvancedAnnual report
「To make takeaway purchases more convenient, we are expanding the number of stores with dedicated counters and rolling out dedicated tablets.」
To improve customer touchpoints and purchasing channels for takeaway, the company is expanding the number of stores with dedicated counters and the rollout of dedicated tablets. - FY2022-Q1AdvancedAnnual report
「To make takeaway purchases more convenient, we are expanding the number of stores with dedicated counters and rolling out dedicated tablets.」
The company expanded the rollout of dedicated takeaway counters and tablets as digital customer touchpoints and contactless purchasing channels. - FY2021AdvancedAnnual report
「Although the effects of the infectious disease continue and we believe that identifying suitable locations will take some time, we will resume opening stores, focusing on the scrap-and-build program for domestic Yoshinoya stores and on China, where economic activity is recovering. We will also resume renovating domestic Yoshinoya stores to the next-generation “Cooking & Comfort” format and increase the number of renovated stores in line with market recovery.」
The company indicated a policy of resuming store openings and renovations that had been curtailed during the pandemic for its new service and next-generation store models, and of increasing the number of stores renovated to the “Cooking & Comfort” format. - FY2021-Q3AdvancedAnnual report
「We also introduced EPARK's reservation system in the food service business, enabling reservations for dine-in and takeaway.」
The food service business introduced EPARK's reservation system and began accepting dine-in and takeaway reservations. - FY2020-Q3AdvancedAnnual report
「We are also progressing with the conversion to stores using the new service model, reaching 88 stores, including new stores, as of the end of the quarter. We will continue the conversion going forward.」
The number of Yoshinoya stores converted to the new service model increased from 57 at the end of the previous quarter to 88. - FY2020-Q2AdvancedAnnual report
「During the fiscal year, we plan to convert approximately 80 Yoshinoya stores to the new service model while broadening the customer base and increasing net sales.」
The company explicitly stated a plan to convert approximately 80 Yoshinoya stores to the new service model during the fiscal year. The number of converted stores reached 57 as of the end of the quarter. - FY2020-Q1AdvancedAnnual report
「We are also progressing with the conversion to the new service model, with 41 stores converted as of the end of the quarter. We will continue the conversion going forward.」
The conversion of Yoshinoya stores to the new service model progressed, reaching 41 stores as of the end of the quarter. The company also indicated a policy of converting approximately 80 stores during the fiscal year. - FY2019AdvancedAnnual report
「From the next fiscal year onward, we have decided to convert Yoshinoya, our main segment, to the new service model over a five-year period, at a rate of approximately 100 stores per year.」
The company has moved from validating the new service model to converting stores at a rate of approximately 100 stores per year over five years. - FY2019-Q3AdvancedAnnual report
「The introduction of the new POS registers, which has been rolled out progressively since August, has enabled us to accept transportation IC cards. Going forward, we will introduce a range of electronic payment methods in stages to improve customer convenience.」
The rollout of new POS registers has progressed, enabling the acceptance of transportation IC cards. The company has also indicated a policy of introducing a range of electronic payment methods going forward. - FY2019-Q1AdvancedAnnual report
「We are also conducting experiments to create next-generation store formats aimed at attracting new customers, improving labor productivity and reducing employee workloads. We aim to complete the new service model during the current fiscal year in preparation for store renovations from the second stage of the medium-term management plan onward.」
The company has moved from experimenting with next-generation store formats to completing a new service model during the current fiscal year, with store renovations from the second stage onward in view. - FY2018AdvancedAnnual report
「As a new way of engaging with customers, the Hanamaru Udon official smartphone app, released in March, reached 370,000 downloads by the end of the fiscal year and was well received.」
The official Hanamaru app reached 370,000 downloads by the end of the fiscal year, expanding the scale of digital customer engagement. - FY2018-Q3AdvancedAnnual report
「In addition to the large-scale, all-store promotion “Tempura Pass” conducted in April and the “Hashigo Pass” campaign conducted in September in collaboration with Yoshinoya, the official Hanamaru Udon smartphone app released in March reached 290,000 downloads in November and was well received as a new way of engaging with customers.」
Downloads of the official Hanamaru app increased to 290,000 in November, indicating tangible progress in digital customer engagement. - FY2018-Q2AdvancedAnnual report
「In addition to the large-scale promotion “Tempura Pass” conducted at all stores in April, the official Hanamaru Udon smartphone app released in March reached 200,000 downloads in August and was well received as a new way of engaging with customers.」
The official Hanamaru Udon app reached 200,000 downloads in August, demonstrating concrete progress in digital customer touchpoints. - FY2018-Q1AdvancedAnnual report
「In March, the Group introduced T-Point at Ark Meals, following its introduction at Yoshinoya. We began initiatives to strengthen sales strategies based on marketing data, including developing valuable products and stimulating reasons for customers to visit our stores.」
T-Point was introduced at Ark Meals, and initiatives based on marketing data were launched to develop products, stimulate customer visits and strengthen sales strategies. - FY2017RestatedAnnual report
「As part of realizing the long-term vision “NEW BEGINNINGS 2025,” we began testing new service formats for customers, renovating stores and introducing the “Digital Bottle-Keeping Service” via smartphones. Together with analyzing customer trends using T-Point, which was introduced at all stores at the end of the previous fiscal year, we will continue responding to customer needs.」
The policy of testing and introducing new services combining store renovations, digital bottle-keeping and customer trend analysis using T-Point remains in place. - FY2017-Q3RestatedAnnual report
「As part of realizing the long-term vision “NEW BEGINNINGS 2025,” we began testing new service formats for customers, renovating stores and introducing the “Digital Bottle-Keeping Service” via smartphones. Together with analyzing customer trends using T-Point, which was introduced at all stores at the end of the previous fiscal year, we will continue responding to customer needs.」
The policy of testing and introducing new services combining store renovations, digital bottle-keeping and customer trend analysis using T-Point was reiterated. - FY2017-Q2First statedAnnual report
「As part of realizing the long-term vision “NEW BEGINNINGS 2025,” we began testing new service formats for customers, renovating stores and introducing the “Digital Bottle-Keeping Service” via smartphones. Together with analyzing customer trends using T-Point, which was introduced at all stores at the end of the previous fiscal year, we will continue responding to customer needs.」
Store renovations, digital bottle-keeping via smartphones and customer trend analysis using T-Point were described concretely for the first time as measures supporting new service formats.