Strengthening the six pillars of assortment, quality, pricing, selling methods, service and management

「We will continue working to maximize gross profit by strengthening the assortment, prices and elimination of out-of-stocks valued by customers, as well as sales methods for PB (private brand), LB (local brand) and FC (first choice) products.」

「While seeking to maximize sales through the thorough implementation of EDLP (everyday low prices), the Group promoted joint development, procurement and sales of best-selling products with its subsidiary's EC business (online mall). It also focused on eliminating out-of-stocks and reducing discounting and disposal losses in stores. As a result of thorough product-freshness management, the discounting and disposal loss rate improved by 1.2% from the previous fiscal year, while the food disposal rate improved by 16.0%.」

「Thorough implementation of EDLP (everyday low prices) and customer-attraction initiatives tailored to local characteristics Elimination of out-of-stocks and thorough shelf presentation and volume displays Initiatives to maximize Group synergies with the EC business (online mall)」

「We will continue refining the assortment, quality, prices, selling methods, service and management that customers value.」

「In the next fiscal year, the Group will focus on the following five areas for further enhancement, aiming to become the region's leading store in customer support by refining the assortment, quality, prices, selling methods, service and productivity that customers value.」

「During the current interim consolidated accounting period, as measures to expand profitability, the entire company has worked to expand sales channels for the online mall and physical stores through synergies with the EC business (online mall), review the product assortment to reflect customer feedback, and offer prices (everyday low prices) that support customers' everyday lives. In stores, the Group has continued efforts to eliminate out-of-stocks and reduce discounting and disposal losses. As a result of thorough product-freshness management, the discounting and disposal loss rate improved by approximately 9% year on year.」

「To achieve the numerical targets for each management reform objective under the medium- to long-term management plan MAP3, the Group has focused on the following five areas for further enhancement.」

「Against this backdrop, the Group formulated the medium- to long-term management reform project MAP3 (Makiya-group Advancing Profit 3) to achieve its basic medium- to long-term policy of becoming an "easy-to-work-for, highly profitable company" that contributes to society by providing "better products" that make customers' "everyday lives" richer, more enjoyable, healthier and more comfortable, together with "reassuring prices (value pricing)" and "warm service." To achieve the project's management reform targets—reducing loss amounts and improving margins and productivity—the Group has focused on the following five key initiatives: ① thorough enhancement of product appeal and assortment, ② implementing reassuringly low prices (EDLP) and strengthening sales of PB (private-brand) and LB (local-brand) products, ③ reducing loss amounts and eliminating excess and slow-moving inventory, ④ eliminating thin stocks and out-of-stocks and implementing volume displays, and ⑤ promoting work-style reform through work-process reform. Through these efforts, the Group is strengthening its management foundation and enhancing corporate value.」

「To achieve the management reform targets set out in the medium- to long-term management reform project “MAP3” (Makiya-group Advancing Profit 3), the company is pursuing the following priority themes to strengthen its management base and enhance corporate value: ① thoroughly strengthen product strength and product assortment, ② practice “reassuringly low prices (ELP)” and strengthen sales of PB (private-label) and LB (local-brand) products, ③ reduce loss amounts and eliminate excess and slow-moving inventory, ④ eliminate sparse inventory and stockouts and use volume displays, and ⑤ promote work-style reform through work-process reform.」

「Against this backdrop, to realize its medium- to long-term basic policy of becoming an “easy-to-work-for, highly profitable company” that contributes to society by providing “better products” that make customers’ “daily lives” richer, more enjoyable, healthier and more comfortable, at “reassuring prices (low value pricing)” and with “warm service,” our group is working to strengthen its management base and enhance corporate value through the following priority themes under the medium- to long-term management reform project “MAP3” (Makiya-group Advancing Profit 3): ① thoroughly strengthen product strength and product assortment, ② practice “reassuringly low prices (ELP)” and strengthen sales of PB (private-label) and LB (local-brand) products, ③ reduce loss amounts and eliminate excess and slow-moving inventory, ④ eliminate sparse inventory and stockouts and use volume displays, and ⑤ promote work-style reform through work-process reform.」

「To this end, we will focus on the following “5 areas for refinement.”」

「Regarding the Makiya point card with electronic-money functionality through “Makiya Purica,” we released a LINE mini-app version in August, contributing to increased use of Makiya Purica through the enrollment of new members from the digital-native generation and promotional initiatives for app members. We are also working to reduce the costs of issuing paper receipts and lower consumption of environmental resources by increasing users of the “Smart Receipt” function, which allows customers to receive electronic receipts for their purchases.」

「Regarding “Makiya Purica,” the electronic-money point card, we released a LINE mini-app version in August and held a registration campaign from September. We will work to increase usage of Makiya Purica by attracting new members from the digital-native generation and promoting initiatives for app members. We will also work to reduce costs from issuing paper receipts and lower consumption of environmental resources by increasing users of the “Smart Receipt” function, which allows customers to receive electronic receipts for their purchases.」

「Against this backdrop, to realize its medium- to long-term basic policy of becoming an “easy-to-work-for, highly profitable company” that contributes to society by providing “better products” that make customers’ “daily lives” richer, more enjoyable, healthier and more comfortable, at “reassuring prices (low value pricing)” and with “warm service,” our group organized the medium- to long-term management reform project “MAP3” (Makiya-group Advancing Profit 3). To achieve its management reform targets, we are making every effort to promote ① work improvements and work-style reform, ② refinement of product assortment, quality, prices, selling methods and service, ③ recommended sales of “First Choice” products, ④ elimination of stock shortages, face-up displays and volume displays, and ⑤ reductions in loss amounts and improvements in procurement costs, thereby strengthening the management base and enhancing corporate value. To reduce loss amounts, we are actively working to reduce waste losses on food and other products, and have reduced waste loss amounts by 3.7% year on year.」

「Regarding “Makiya Purica,” which incorporates electronic-money functionality into the Makiya point card, a large-scale “Makiya Purica Great Rebate Festival” was held in November in the Fuji and Fujinomiya areas. The campaign offered bonuses to Purica members on both charging and usage, together with membership recruitment with no enrollment fee, and was well received. We are considering rolling out similar initiatives in other areas. Ongoing initiatives include “Bonus Charge Days” on the 5th, 15th and 25th of every month, special charging and gift campaigns, and participation in the My Number Points program conducted by the Ministry of Internal Affairs and Communications. Through these and other campaigns, we are promoting usage and improving customer service.」

「Our group’s medium- to long-term policy is to become an “easy-to-work-for, highly profitable company” that contributes to society by providing “better products” that make customers’ “daily lives” richer, more enjoyable, healthier and more comfortable, at “reassuringly low prices” and with “warm service.” We have continued to refine the 6 areas of sales capability—product assortment, quality, prices, selling methods, service and management—and are making every effort on various initiatives, including stronger sales of priority products and enhanced recommended-product POP displays.」

「The company has continued to refine the 6 areas of sales capability—product assortment, quality, prices, selling methods, service and management—and is making every effort on various initiatives, including stronger sales of priority products and enhanced recommended-product POP displays.」

「Our group has continued to refine the 6 areas of sales capability—product assortment, quality, prices, selling methods, service and management—and has made every effort to provide products useful to customers’ “daily lives” at “reassuringly low prices” with “warm service” through various initiatives, including stronger sales of priority products and enhanced recommended-product POP displays.」

「From the current fiscal year, our group organized the management reform project “MAP3” (Makiya-group Advancing Profit3), set numerical targets for management reform, and is promoting ① reductions in loss amounts, ② improvements in initial margins and ③ improvements in labor productivity as its 3 pillars. In particular, reducing loss amounts improved the gross margin by 0.33% from the same period a year earlier during the first 9 months of the current fiscal year. We have also continued to refine the 6 areas of our group’s capabilities—product assortment, quality, prices, selling methods, service and management—and are making every effort to provide products useful to customers’ lives at reassuringly low prices with warm service through various initiatives, including stronger sales of priority products and enhanced recommended-product POP displays.」

「From the current fiscal year, our group organized the management reform project “MAP3” (Makiya-group Advancing Profit3), set numerical targets for management reform, and is promoting ① reductions in loss amounts, ② improvements in initial margins and ③ improvements in labor productivity. In particular, reducing loss amounts improved the gross margin by 0.42% from the same period a year earlier during the first 6 months of the current fiscal year. We are also making every effort to refine the 6 areas of our group’s capabilities—product assortment, quality, prices, selling methods, service and management—and to provide products useful to customers’ lives at reassuringly low prices with warm service through various initiatives, including stronger sales of priority products and enhanced recommended-product POP displays.」

「From the current fiscal year, our group organized the management reform project “MAP3” (Makiya-group Advancing Profit 3), set numerical targets for management reform, and is promoting ① reductions in loss amounts, ② improvements in initial margins and ③ improvements in labor productivity, while making every effort to refine the 6 areas of our group’s capabilities: product assortment, quality, prices, selling methods, service and management.」

「Our group worked on the following priority initiatives: enhancing the product assortment; improving quality, freshness and taste; achieving “reassuringly low prices”; eliminating stockouts and refining the selling floor; providing bright greetings and practicing helpful customer service; and thoroughly enforcing operating rules and improving work processes. In addition, to support customers’ increasingly diverse payment methods, we worked to improve customer service and convenience by introducing smartphone payments and “Makiya Purica,” which incorporates electronic-money functionality into the existing Makiya point card. As a result, customer visits increased 4.9% compared with the previous fiscal year, and the results of the priority initiatives are beginning to contribute to improved performance.」

「Against this backdrop, our group is pursuing as priority initiatives ① enhancing the product assortment, ② improving quality (freshness and taste), ③ achieving “reassuringly low prices” every day, ④ eliminating stockouts and refining the selling floor, ⑤ providing bright greetings and practicing helpful customer service, and ⑥ thoroughly enforcing operating rules and improving work processes. In addition, the entire company is working to develop and strengthen sales of products that offer genuine value to customers, including high-quality, high-added-value products, even if they are not national-brand products well known through TV commercials and other media. To support customers’ increasingly diverse payment methods, we are also working to improve service and convenience by introducing smartphone payments and “Makiya Purica,” which incorporates electronic-money functionality into the existing Makiya point card. As a result, same-store customer visits increased 2.1% year on year and same-store sales increased 3.4%.」

「Against this backdrop, our group is pursuing as priority initiatives ① enhancing the product assortment, ② improving quality, freshness and taste, ③ achieving “reassuringly low prices” every day, ④ eliminating stockouts and refining the selling floor, ⑤ providing bright greetings and helpful customer service, and ⑥ thoroughly enforcing operating rules and improving work processes. We are also working to improve customer service and convenience by strengthening sales of First Choice products, which are high-value, high-added-value products developed by the company, and introducing smartphone payments at Espot stores. As a result, same-store customer visits increased 2.1% year on year and same-store sales increased 2.9%.」

「Against this backdrop, our group is pursuing as priority initiatives ① enhancing the product assortment, ② improving quality, freshness and taste, ③ achieving “reassuringly low prices” every day, ④ eliminating stockouts and refining the selling floor, ⑤ providing bright greetings and helpful customer service, and ⑥ thoroughly enforcing operating rules and improving work processes. As a result, compared with the same period a year earlier, same-store customer visits increased 1.8%, items purchased per customer increased 0.6%, sales per labor hour increased 1.7%, and gross profit per labor hour increased 1.1%.」

「As a result, compared with the previous fiscal year, same-store customer visits increased 0.9%, items purchased per customer increased 1.9%, sales per labor hour, an indicator of labor efficiency, increased 2.3%, and gross profit per labor hour, an indicator of labor productivity, increased 2.0%. Sales of PB/LB products, on which the entire company is working, also increased approximately 20%, and the results of the priority initiatives are beginning to contribute to improved performance.」

「As company-wide priority initiatives, we have worked to strengthen the product assortment, including introducing products requested by customers and PB/LB products; improve quality, including thorough freshness management; pursue lower prices through price competition with rival stores and stronger procurement capabilities; enhance selling methods by eliminating stockouts, using volume displays and refining the entire selling floor; improve service through greetings and helpful service; and improve management by enforcing operating rules and promoting attendance management and work improvements. As a result, same-store customer visits increased 0.8%, items purchased per customer increased by 0.2, and sales of PB/LB products increased 20.3%, all exceeding the same period a year earlier.」

「Against this backdrop, our group is focusing on strengthening the product assortment and fresh foods, strengthening sales of “PB (private-label) products” and procurement of “NB (national-brand) products,” strengthening selling-floor performance through competition with and refinement against rival stores and the practice of greetings and helpful service, and improving productivity through thorough enforcement of operating rules and work-process reform. As a result, PB product sales increased 22.7% year on year, same-store customer visits increased 1.0%, and the number of items purchased per customer increased by 0.24 items.」

「① Strengthen the “product assortment” and thoroughly manage planograms. ② Strengthen fresh foods and achieve high freshness. ③ Strengthen sales of “PB (private-label) products” and procurement of “NB (national-brand) products.” ④ Strengthen selling-floor performance through “competing with and refining against rival stores.” ⑤ Achieve “greetings and helpful service.” ⑥ Improve productivity by thoroughly enforcing “operating rules” and reforming work processes.」

「Against this backdrop, our group is focusing on enhancing the product assortment and achieving lower prices, improving quality, and enhancing and strengthening service as priority initiatives.」

「Against this backdrop, our group is focusing on enhancing the product assortment and achieving lower prices, improving quality, and enhancing and strengthening service as priority initiatives.」

「Against this backdrop, our group is focusing on enhancing the product assortment and achieving lower prices, improving quality, and enhancing and strengthening service as priority initiatives.」

「Against this backdrop, our group worked to optimize product inventories as a measure to improve its financial position, reducing product inventories by ¥529 million on a same-store basis from the same period a year earlier, while continuing to focus on strengthening the product assortment, improving quality, strengthening price competitiveness and improving gross margin, and practicing customer-service etiquette and helpful service as priority sales initiatives.」

「As store policies, we have worked daily on the thorough strengthening of the product assortment, quality (quality and freshness), price competitiveness and gross margin, market research on other stores and the refinement of our own stores, customer-service etiquette and helpful service, and the enforcement of operating rules and efficiency improvements as priority strengthening initiatives. As a result, during the first 9 months of the current fiscal year, cumulative same-store customer visits increased 1.2% year on year, while the number of items purchased per customer increased by 0.03 items from the same period a year earlier.」

「As store policies, we have worked daily on the thorough strengthening of the product assortment, quality (quality and freshness), price competitiveness and gross margin, market research on other stores and the refinement of our own stores, customer-service etiquette and helpful service, and the enforcement of operating rules and efficiency improvements as priority strengthening initiatives. As a result, during the first 6 months of the current fiscal year, cumulative same-store customer visits increased 1.2% year on year, while the number of items purchased per customer increased by 0.15 items from the same period a year earlier.」

「Against this backdrop, our group has worked daily to thoroughly strengthen the product assortment, quality (quality and freshness), price competitiveness and gross margin, market research on other stores and the refinement of our own stores, customer-service etiquette and helpful service, and the enforcement of operating rules and efficiency improvements as priority strengthening initiatives. As a result, during the first quarter of the current fiscal year, cumulative same-store customer visits increased 1.2% year on year, while the number of items purchased per customer increased by 0.17 items from the same period a year earlier.」

「① “Product assortment” → Enhance and strengthen the product range ② “Quality” → Enhance and strengthen “quality,” “taste” and “freshness” ③ “Prices” → Improve price competitiveness and gross margin ④ “Selling methods” → Conduct market research on other stores and refine our own stores ⑤ “Service” → Practice customer-service etiquette and helpful service ⑥ “Management” → Enforce operating rules and improve efficiency」