Reforming the management system to deliver results

「In May, the company increased the number of store advisors (hereinafter, "SAs") and strengthened its franchisee support structure by reviewing the system so that each franchise operator was assigned a dedicated advisor.」

「At our stores, we are also creating an environment in which part-time employees can play an active role as members of the workforce through the Yellow Tail Program, which enables them to acquire skills progressively.」

「We also established a system at weekly meetings attended by directors to seriously consider customers' views, discuss and decide on improvement initiatives, and improve QSC by linking these efforts with operations in the field.」

「In December, we established a new training organization by integrating the practical training and career development departments for stores, and advanced the redesign of a training system covering the development of store managers and SIs, head office personnel development, and training to support franchisees.」

「As part of reforming the management guidance structure and head office, we redesigned the meeting structure to provide more comprehensive management guidance and support to franchisees, with managers from each operating area and store advisers involved in management guidance systematically visiting stores.」

「We reviewed our conventional management guidance methods and redesigned them around systems that had demonstrated results at company-operated stores, promoting them across all stores to achieve 100% in-store execution of merchandising and promotional initiatives. In addition to using operating plans and work procedure manuals to achieve full execution, we completed the preparation of sales planning documents in May.」

「We are advancing medium- to long-term management system reform to steadily execute structural reform and our growth strategy and deliver results. Alongside improving decision-making processes and redefining job requirements, we translated each policy in the medium-term management plan into action plans and advanced our talent strategy together with organizational and cultural reform to build management capabilities for achieving the plan's numerical targets through steady execution.」

「To establish the New Combo Store Model, promote our new businesses and deliver results, we are advancing medium- to long-term management system reform, including organizational and cultural reform. We are improving decision-making processes and redefining job requirements, while developing and implementing a talent strategy to build management capabilities for steadily executing policies. We will clarify weekly action plans and evaluations that lead to results, strengthen adherence to the PDCA cycle and enhance productivity, while completing policy-based actions and achieving our numerical targets.」

「To steadily establish the New Combo Store Model and grow our new businesses, we are advancing management system reform over the medium to long term by reviewing company-wide work design to deliver results. We improved decision-making processes and redefined job requirements, while developing and implementing a new talent strategy to operate the New Combo Store Model and achieve a digital and Asian shift.」

「To steadily establish the New Combo Store Model and grow our new businesses, we are advancing management system reform by reviewing company-wide work design to deliver results. Alongside improving decision-making processes and redefining job requirements, we will improve the PDCA process and enhance productivity by clarifying weekly action plans and progress evaluations that lead to results.」