Responding to Consumer Behavior Through 52-Week Merchandising
First written in FY2019. 11 of 13 entries say "Advanced", first in FY2020-Q1. Latest entry: FY2026.
The whole theme swung hardest in 2020: 2 of 11 companies on the "Worse" side.
10 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「As part of our MD reforms, we redesigned the pricing strategy for each category and revised pricing and product lineups. Sales performed well, led by convenience-store products such as rice balls and sweet breads.」
We advanced MD reforms from conventional 52-week MD and automatic ordering toward redesigning category-based pricing strategies, product lineups, and low-priced and high-value-added products. - FY2026-H1AdvancedAnnual report
「Under the MD process, we expanded and promoted high-value-added products that give customers a reason to visit, while reviewing our pricing strategy and product assortment to strengthen customer support. As a result, same-store daily sales and the gross profit margin exceeded the prior-year period.」
We advanced conventional sales-floor operations, including 52-week MD and automatic ordering, into MD process reforms encompassing expanded destination products, a revised pricing strategy and a review of the assortment by category. - FY2025AdvancedAnnual report
「We worked to improve product competitiveness by refining the MD process, enhance price-led offerings to address stronger cost-consciousness, expand the use of AEON Group products, including Topvalu, and broaden the lineup of our original products.」
We evolved sales-floor operations, including 52-week MD and automatic ordering, toward redesigning category roles, price-led offerings, high-value-added products and greater use of Topvalu. - FY2025-H1AdvancedAnnual report
「From July onward, we launched a total of 6 products as a series, further expanded our range of affordably priced products and promoted them cohesively, while working to establish their sales-floor presence and enhance our product assortment.」
As part of our 52-week MD and price-led initiatives, we expanded the ¥98 rice-ball series to 6 products and worked to establish its sales-floor presence and enhance the product assortment. - FY2025-Q1AdvancedAnnual report
「Under an MD process that redesigns the role of each category based on customer purchasing behavior, we expanded price-led products and increased sales of value-priced products, while also offering a satisfying range of high-value-added in-store processed fast-food products.」
We evolved sales-floor operations, including 52-week MD and automatic ordering, toward redesigning category roles based on purchasing behavior while balancing price-led and high-value-added products. - FY2024AdvancedAnnual report
「We advanced reforms to the MD process by integrating convenience-store products and in-store processed fast-food products and redesigning the role of each category.」
We evolved conventional sales-floor operations, including 52-week MD and automatic ordering, into MD process reforms that redesign the role of each category. - FY2021-Q3AdvancedAnnual report
「To raise the top line, or sales, we will strengthen progress management for 52-week merchandising to thoroughly improve the competitiveness of individual stores using the existing-store support expenses newly established this fiscal year. We will also share successful examples of promoting new products displayed on special gondolas to improve efficiency.」
For individual-store initiatives using existing-store support expenses, we will newly advance stronger progress management for 52-week merchandising and the sharing of successful examples involving new products. - FY2021-Q1AdvancedAnnual report
「The company also improved the accuracy of its automated ordering system, reducing stockouts of standard and best-selling products.」
We improved the operating accuracy of the automatic ordering system used in combination with 52-week MD, making progress in reducing stockouts. - FY2020AdvancedAnnual report
「In our sales-floor operations, we sought to prevent stockouts of best-selling and standard products by promoting 52-week MD and operating an automatic replenishment system. As a result, we achieved results exceeding the previous fiscal year in products such as confectionery, processed foods and ramen.」
We actually operated 52-week MD and the automatic replenishment system, leading to fewer stockouts and results exceeding the previous fiscal year in confectionery, processed foods, ramen and other products. - FY2020-Q3RestatedAnnual report
「In our sales-floor operations, we sought to prevent stockouts of best-selling and standard products by promoting 52-week MD and operating an automatic replenishment system.」
We continue to operate the sales floor using 52-week MD and the automatic replenishment system. - FY2020-Q2AdvancedAnnual report
「In our sales-floor operations, we sought to prevent stockouts of best-selling and standard products by promoting 52-week MD and operating an automatic replenishment system.」
We gave concrete form to the use of 52-week MD and the automatic replenishment system not only to increase the number of items purchased, but also to prevent stockouts of best-selling and standard products. - FY2020-Q1AdvancedAnnual report
「In our sales-floor operations, we sought to increase the number of items purchased by promoting 52-week MD and operating an automatic replenishment system.」
We moved to the stage of actually operating 52-week MD and the automatic replenishment system to increase the number of items purchased. - FY2019First statedAnnual report
「We will promote 52-week MD to respond to customer consumption behavior.」
We introduced 52-week MD, which operates product policies on a weekly basis in line with customer consumption behavior, as a new initiative.