DOCSLIB.ORG

Annual Report2009(5.97MB)

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Annual Report2009(5.97MB) Annual Report 2009 Perfecting Our Formula for Success FamilyMart Basic Principles Our Slogan “FamilyMart, Where You Are One of the Family” Our mission is to always be close to our customers’ hearts, and an indispensable part of their lives. FamilyMart’s Goal We aim to make our customers’ lives more comfortable and enjoyable, primarily by displaying hospitality in everything we do, and by ensuring a shopping experience characterized by convenience, friendliness and fun. FamilyMart’s Basic Management Policies We will continue to provide innovative, high-quality products and services that make a positive, lasting impression on our customers and warm their hearts. We are working to raise enterprise value through our business activities in line with the spirit of “Co-Growing,” by which we mean realizing mutually beneficial relationships with our franchisees, business partners, and employees, and thereby fulfilling our responsibilities to all our stakeholders. We aim to win the highest trust of the general public by observing all laws and ethical norms, raising the level of transparency in our business activities, and always upholding the principles of fair competition. In consideration of the overriding need for environmental preservation, we will enthusiastically contribute to the welfare of the local communities in which we operate and society as a whole, providing reliable and safe products and services to help realize a future full of new possibilities. We encourage our colleagues to create a vibrant corporate culture by keeping abreast of social trends and showing an interest in a wide range of subjects. In this way, we are confident that our staff will hit upon good ideas and then act on them. FamilyMart’s Action Guidelines “Famimaship” “Listen, Decide, Act” “Wholehearted Hospitality” Exceeding customers’ expectations Growing together, through mutual trust Cultivating esthetic sensitivity Enjoying new challenges Acting with integrity FamilyMart Annual Report 2009 1 Contents 3 Performance and Strategy 3 FamilyMart at a Glance 6 Consolidated Financial Highlights 8 Interview with the President Faced with an increasingly challenging business environment, we are perfecting our formula for success 16 Special Feature: Ways of Cultivating Customer Loyalty The “FamilyMart Feel” Campaign Strengthening brand identity and implementing organizational reforms 22 Review of Operations 23 Store Operation 27 Store Opening Strategy 24 Products 28 Overseas Operations (The Pan-Pacific Plan) 26 Services 29 Area Franchisers 32 Corporate Social Responsibility 32 Environmental Preservation 32 Contributing to the Community 34 Corporate Governance and Internal Control System 37 Board of Directors, Executive Officers, and Corporate Auditors 38 Organization 39 Data and Financial Section Cautionary Statement: This report contains forward-looking state- 40 Fact Sheets ments, including the Company’s strategies, future business plans, and projections. Such 46 Consolidated Nine-Year Summary forward-looking statements are not based 48 Management’s Discussion and Analysis on historical facts and involve known and unknown risks and uncertainties that relate to, 53 Operational and Other Risks but are not necessarily confined to, such areas 54 Consolidated Financial Statements as economic trends and consumer preferences in Japan and abrupt changes in the market environment. Accordingly, the actual business 73 Corporate History performance of the Company may substantially 74 Investor Information differ from the forward-looking statements in this report. 2 FamilyMart Annual Report 2009 Performance and Strategy FamilyMart at a Glance The FamilyMart Group operates a convenience store chain through the franchise system in Japan and the Asia-Pacific region, in addition to an e-commerce business, accounting services for franchisees, and credit card services. In this section, we describe our main convenience store chain operations, the Japanese retail market and the convenience store industry. FamilyMart’s Franchise System Aiming at growth together with our franchisees The Franchiser The Franchisees FamilyMart Co., Ltd., as the franchiser, collaborates closely with (FamilyMart Head Office) (Franchised stores) all its franchisees to foster mutual trust and a collaborative relationship so that both parties may achieve business growth. Our franchisees are responsible for store management, includ- ing the ordering of their own inventories, the arranging of their product displays and the training of their staff. For our part, we Store Support Store Management supply not only our brand name and logo, but also full store management support services, including store operation know- Provision of brand logo, Inventory ordering, selling store operation know-how, Product display design how and the shared use of data management and logistics sys- data management and logistics systems Hiring and training of store staff tems. In return for this support, the Company receives royalty Development and supply of products income consisting of a certain percentage of each franchisee’s Staff training service Advertising and sales promotion gross margin. The rate differs according to the type of franchise contract. * Please refer to page 43 for details of franchise contracts. FamilyMart’s Stores Serving as a vital element in the local community infrastructure FamilyMart’s clean, well-lit stores — open around the clock every Sales by Product Category day of the year — have an average floor space of 115 square (non-consolidated) meters and contain around 2,600 separate items covering every- E-commerce 4.4% thing from food to sundry goods. Food products, including bento Merchandise Fast food Services 2.3% 3.8% take-out meals, together with beverages account for around Financial services 64% of total sales. In recent years we have been making the General services Daily food Non-food 31.0% most of the nationwide optical fiber network that connects all 29.6% Food total our stores to offer financial and general services supplementing 63.7% the sale of goods. These services include the provision of bank ATMs as well as the acceptance of payments for public utility and A linchpin of A support Processed food local life in emergencies other bills, and customers can also use the multimedia terminals 28.9% installed in FamilyMart stores to purchase tickets for cinemas, (Fiscal 2008) sports events, concerts, and so on. In these ways, we have been expanding the social role of our stores, which are assuming a growing importance in the local community infrastructure. FamilyMart Annual Report 2009 3 The position of the convenience store industry within the overall retail sector Market Scale and Share Japan’s The scale of Japan’s retail market in fiscal 2008 was approxi- Retail Market mately ¥134 trillion, of which the convenience store industry ¥134 trillion Others Seven-Eleven Japan 34.3% accounted for around ¥8 trillion, or 6%. (Fiscal 2008) 20.4% The top four convenience store operators account for roughly 80% of aggregate industry sales, and their grip on 6% the market is increasing as the smaller operators are being Convenience Store squeezed out. FamilyMart is currently No. 3 in the industry. Circle K Sunkus Industry 11.1% ¥8 trillion (Fiscal 2008) Trends in Japan’s Retail Sector FamilyMart Lawson Since hitting a peak of approximately ¥148 trillion in fiscal 15.5% 18.7% 1996, total sales of Japan’s retail sector have decreased con- tinually amid a prolonged weak trend in personal consump- tion. A recovery was seen in fiscal 2003, but the trend has been flat over the past few years, largely owing to the aging of the country’s population combined with a low birthrate. Retail Sales Amid these circumstances, supermarkets and depart- (¥ trillion) (¥ trillion) ment stores are fighting for survival, and both these retail 145 14 categories are undergoing a rapid winnowing-out process due to fierce competition. 140 12 In contrast, the convenience store industry is still in good health. Following the opening of Japan’s first convenience 135 10 stores about 35 years ago, the industry grew strongly up to the 1990s by offering consumers the sort of convenient 130 8 service that met their needs. The growth pace slowed some- what after the turn of the century, but sales posted a sharp 125 6 rise in fiscal 2008 thanks to the introduction of the taspo age-verification system for cigarette purchases at vend- 120 4 99 00 01 02 03 04 05 06 07 08 (FY) ing machines. (See note on page 5.) In fiscal 2008, for the Retail (left scale) Convenience stores (right scale) first time ever, total sales by convenience store operators Supermarkets exceeded those of the nation’s department stores, which are Department stores suffering from poor clothing sales in particular. Trends in the Convenience Store Industry Although the scale of the convenience store industry is still In this highly competitive environment, the only con- growing thanks to the opening of new stores, sales on an venience store chains that will be able to continue growing existing store basis are sluggish. This is the result of severe are the major operators, who have achieved the required competition between convenience store operators, of which “critical mass” in terms of the number of stores, and a related the major companies are continuing to expand their store soundness of financial position. The industry is in the process chains, as well as between these operators and other forms of a significant realignment in which the medium-sized and of retail outlet such
Load more

Recommended publications
  • Completed Acquisition by Co-Operative Foodstores Limited of Eight My Local Grocery Stores from ML Convenience Limited and MLCG Limited
    Completed acquisition by Co-operative Foodstores Limited of eight My Local grocery stores from ML Convenience Limited and MLCG Limited Decision on relevant merger situation and substantial lessening of competition ME/6625/16 The CMA’s decision on reference under section 22(1) of the Enterprise Act 2002 given on 19 October 2016. Full text of the decision published on 10 November 2016. Please note that [] indicates figures or text which have been deleted or replaced in ranges at the request of the parties for reasons of commercial confidentiality. CONTENTS Page SUMMARY ................................................................................................................. 2 ASSESSMENT ........................................................................................................... 3 Parties ................................................................................................................... 3 Transaction ........................................................................................................... 4 Jurisdiction ............................................................................................................ 4 Counterfactual....................................................................................................... 5 Frame of reference ............................................................................................... 7 Competitive assessment ..................................................................................... 11 Third party views ................................................................................................
    [Show full text]
  • Attitudes of Consumers, Retailers and Producers to Farm Animal Welfare
    Attitudes of Consumers, Retailers and Producers to Farm Animal Welfare edited by Unni Kjærnes, Mara Miele and Joek Roex WELFARE QUALITY REPORTS NO. 2 This report is dedicated to the memory of Jonathan Murdoch. Welfare Quality Reports Edited by Mara Miele and Joek Roex School of City and Regional Planning Cardiff University Glamorgan Building King Edward VII Avenue Cardiff CF10 3WA Wales UK Tel.: +44(0)292087; fax: +44(0)2920874845; e-mail: [email protected] January 2007 The present study is part of the Welfare Quality research project which has been co- financed by the European Commission, within the 6th Framework Programme, contract No. FOOD-CT-2004-506508. The text represents the authors’ views and does not necessarily represent a position of the Commission who will not be liable for the use made of such information. © Copyright is with the authors of the individual contributions. ISBN 1-902647-73-4 ISSN 1749-5164 CONTENTS Preface iii PART I Farm Animal Welfare and Food Consumption Practices: Results from Surveys in Seven Countries (edited by Unni Kjærnes and Randi Lavik) 1 Introduction to Part I 1 2 Background and Research Questions 3 3 Methods 9 4 People Are Interested but Not Necessarily Worried 11 5 Considerations of Animal Friendliness When Purchasing Food 17 6 Availability Is a Bigger Problem Than Price 21 7 The Truth-telling of Institutional Actors 23 8 Concluding Remarks to Part I 29 PART II Analysis of the Retail Survey of Products that Carry Welfare-claims and of Non-retailer Led Assurance Schemes whose Logos Accompany Welfare-claims (edited by Emma Roe and Terry Marsden) 9 Introduction to Part II 33 10 Comparative Overview of Animal Welfare Claims 35 11 Welfare Bundling on Packaging 45 12 Comparative Analysis of Non-retailer Led Schemes of Production 51 13 Comparative Analysis of Marketing Schemes of Non-retailer Led 59 Assurance Schemes 14 Conclusions to Part II 65 PART III Pig Farmers and Animal Welfare: A Study of Beliefs, Attitudes and Behaviour of Pig Producers across Europe (edited by Bettina B.
    [Show full text]
  • Global Vs. Local-The Hungarian Retail Wars
    Journal of Business and Retail Management Research (JBRMR) October 2015 Global Vs. Local-The Hungarian Retail Wars Charles S. Mayer Reza M. Bakhshandeh Central European University, Budapest, Hungary Key Words MNE’s, SME’s, Hungary, FMCG Retailing, Cooperatives, Rivalry Abstract In this paper we explore the impact of the ivasion of large global retailers into the Hungarian FMCG space. As well as giving the historical evolution of the market, we also show a recipe on how the local SME’s can cope with the foreign competition. “If you can’t beat them, at least emulate them well.” 1. Introduction Our research started with a casual observation. There seemed to be too many FMCG (Fast Moving Consumer Goods) stores in Hungary, compared to the population size, and the purchasing power. What was the reason for this proliferation, and what outcomes could be expected from it? Would the winners necessarily be the MNE’s, and the losers the local SME’S? These were the questions that focused our research for this paper. With the opening of the CEE to the West, large multinational retailers moved quickly into the region. This was particularly true for the extended food retailing sector (FMCG’s). Hungary, being very central, and having had good economic relations with the West in the past, was one of the more attractive markets to enter. We will follow the entry of one such multinational, Delhaize (Match), in detail. At the same time, we will note how two independent local chains, CBA and COOP were able to respond to the threat of the invasion of the multinationals.
    [Show full text]
  • Palm Beach County Project / Control Cross Reference Listing 2/8/2017
    Palm Beach County Project / Control Cross Reference Listing 2/8/2017 NAME PROJECT CONTROL PAGE BOOK 10 Acre Dillman Property (Master) 00859-000 2002-00058 1001 Hibiscus Lane 00012-190 0000-000000034 118 101 North Federal Highway 00006-007 0000-000000022 099 101 SE 7th Avenue 00012-214 0000-000000058 122 104 NE 2nd Avenue Plat 00012-140 0000-000000120 114 10th and 10th Center 00012-149 0000-000000039 116 1100 Commerce Park 00036-002 0000-000000060 098 1112 South Flagler Drive 00074-315 0000-000000128 118 112th/Northlake Office 05764-000 2006-00529 1150 Skees Road 05007-000 2003-00072 14070 Paradise Point Plat Waiver 03100-582 0000-00000 150 Oceanside 00012-204 0000-000000181 119 1747 South Military Trail 05034-001 1984-00075 1747 South Military Trail 05034-001 2003-00041 1747 South Military Trail 05034-001 2007-00407 1771 South Congress Avenue 00070-033 0000-000000135 121 1800 North Military Trail 00006-052 0000-000000094 108 1801 Clint Moore Road 00006-116 0000-000000027 116 181st Street South Plat 00303-009 1972-001180007 057 1850 Okeechobee Blvd 05000-270 1995-00091 1960 Okeechobee Blvd 05000-335 1996-00075 1st Road - Hines Plat Waiver 03100-597 2006-00405 200 East Plat 00006-008 0000-000000020 100 2003 Tequesta Associates, LLC 00060-006 0000-000000007 100 2085 Zip Code Lane 05400-000 1997-00037 2091 Indian Road Rezoning 05446-000 1997-00107 2101 Australian 00074-324 0000-000000159 120 2295 South Ocean Blvd Condo 00050-010 0000-00000 2540 Okeechobee Blvd 05000-221 1977-00193 2645 Medical Center 00012-201 0000-000000117 119 2911 Nokomis
    [Show full text]
  • Structural Changes in Food Retailing: Six Country Case Studies
    FSRG Publication Structural Changes in Food Retailing: Six Country Case Studies edited by Kyle W. Stiegert Dong Hwan Kim November 2009 Kyle Stiegert [email protected] Dong Hwan Kim [email protected] The authors thank Kate Hook for her editorial assistance. Any mistakes are those of the authors. Comments are encouraged. Food System Research Group Department of Agricultural and Applied Economics University of Wisconsin-Madison http://www.aae.wisc.edu/fsrg/ All views, interpretations, recommendations, and conclusions expressed in this document are those of the authors and not necessarily those of the supporting or cooperating organizations. Copyright © by the authors. All rights reserved. Readers may make verbatim copies of this document for noncommercial purposes by any means, provided that this copyright notice appears on all such copies. ii Table of Contents Page CHAPTER 1: INTRODUCTION AND LITERATURE REVIEW 1 1. Introduction 1 2. Outline of the Book 1 3. Impact of Dominant Food Retailers: Review of Theories and Empirical Studies 3 3.1. Market Power vs. Efficiency 3 3.2. Vertical Relationship between Food retailers and Food producers: Vertical Restraints, Fees and Services Enforced by Retailers 5 Fees and Services 5 Coalescing Power 8 3.3. Market Power Studies 8 References 17 CHAPTER 2: THE CASE OF AUSTRALIA 21 1. Introduction 21 2. Structure of Food Retailing in Australia 21 2.1 Industry Definition of Food Retailing 21 2.2 Basic Structure of Retail Food Stores 22 2.3 Food Store Formats 24 2.4 Market Share and Foreign Direct Investment 25 3. Effects of Increased Food Retail Concentration on Consumers, Processors and Suppliers 28 4.
    [Show full text]
  • Small Payment Business in Japan
    Small Payment Business in Japan 2009 February 10 Nomura Research Institute, Ltd. Consulting Sector Financial Business Consulting Department Hiromichi Yasuoka (Senior Consultant) 〒 100-0005 Marunouchi Kitaguchi Building, 1-6-5 Marunouchi, Chiyoda-ku, Tokyo 100-0005, Japan Contents Preface Overview of the small payment market Small payments: Legal system and issues Small payment businesses using "Osaifu-keitai" Future potential (globalization, use of OpenID) Summary Copyright（C） 2009 Nomura Research Institute, Ltd. All rights reserved. 1 Preface E-money has achieved widespread use in the Japanese small payment market. There are particular merits for enterprises that combine small payment services with their core businesses. Credit cards are an instrument of settling large payments, while e-money is used to settle small payments. While it is difficult for enterprises to earn profits just from e-money services, enterprises that already have large customer bases may see benefits from combining e-money services with their core businesses. Difficult for e-money to earn profits on its own Primary instruments by payment amount Average usage value is only about 700 to 750 yen per Overview of Amount of Money transaction, requiring extremely large transaction volumes in order to earn profits just on commissions e-money usage and Expenditures are large: systems operations, assistance market to merchants installing terminals, call center operations (P. 3-6) Large Credit card etc. About 5,000 Yen Potential benefits from combination with core business Middle Cash Common: Access to detailed customer behavior data E-money About 1,000 Yen Railways: Ticket gate maintenance cost savings benefits and Retail: Shorter checkout times because cash is not used partnerships E-money (P.
    [Show full text]
  • Potential Greenwashing at Dutch Supermarkets
    Potential greenwashing at Dutch Supermarkets (RetailTrends, 2016) Name: Thibaut Marie Tardieu Student number: 960429823080 Study: Business and Consumer studies (BBC) Date: 05-11-2020 Supervisor: Anne Brouwer Second reader: Frans Verhees Course code: YSS-81812 ECTS: 12 Abstract Sustainability plays an increasingly important role in the lives of Dutch consumers. Supermarkets are at the end of the supply chain and play an important role in greening the market. They are increasingly communicating sustainability actions through their corporate social responsibility (CSR) reports. However, on various occasions Dutch supermarkets have been accused of greenwashing: a combination of poor sustainability performance and communicating positively about sustainability. The major problem with greenwashing in this industry is that it could create a concerning status quo regarding true sustainability at Dutch supermarkets. Furthermore, the large amount of information available to consumers makes it difficult to distinguish between deceptive and truthful information communicated by supermarkets, creating the risk of confusion. To analyse Dutch supermarkets and how they respond to greenwashing accusations, their sustainability actions and communications. They are examined from different perspectives: the supermarket, the consumer, and society organisations. CSR reports from 2017–2019 are analysed for three supermarkets (Albert Heijn, PLUS, and Aldi) according to six dimensions: environment, animal welfare, packaging, food miles, health, and food waste. The Sustainable Brand Index™ for 2017– 2019 is used for the consumer sustainability perspective of these three supermarkets. Publications from society organisations that made it into popular media in the same time period are used to investigate whether any of the three supermarkets have been accused of greenwashing, and what the impact of these accusations was on supermarkets’ behaviour and on consumers’ sustainability perception of the supermarkets.
    [Show full text]
  • To: ASMI Board of Directors & Committee Members
    TO: ASMI Board of Directors FROM: Alexa Tonkovich, International Marketing Program Director RE: International Program Report This report covers activities occurring in the second quarter of FY 15 and provides a general update of International Program progress. ASMI International has received its U.S. Department of Agriculture (USDA) Market Access Program (MAP) allocation of $4.16 million. ASMI International is participating in several USDA Global Based Initiatives (GBIs) with other cooperator groups, notably a collaborative U.S. seafood initiative in China and a GBI focused on sustainability outreach in the EU. ASMI International has applied for additional federal funds through the USDA Emerging Markets Program (EMP). Funds would allow industry to explore emerging markets in Southeast Asia (Thailand, Vietnam, Indonesia, Malaysia and the Philippines). ASMI International is continually monitoring the political and economic situation in Russia and the Ukraine. Given limited promotional opportunities in this market, ASMI’s Eastern European representative has conducted market exploration and trade servicing activities in other Eastern European markets, as identified by ASMI’s International Marketing Committee (IMC). TRADE SHOWS CONXEMAR took place October 7-9, 2014. Seven companies utilized the ASMI pavilion including Alaska seafood producers/exporters and local distributors. Approximately $5 million dollars in sales were generated and 185 meetings were held. ASMI attended the China Fisheries and Seafood Expo November 5-7, 2014 in Qingdao. More than a dozen Alaska seafood companies were represented at the show, many of them working out of the ASMI booth. As always, ASMI hosted a reception at the show, serving a variety of Alaska seafood to more than 250 guests.
    [Show full text]
  • The Benelux Food Retail Market Retail Foods Netherlands
    THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. GOVERNMENT POLICY Required Report - public distribution Date: 6/25/2012 GAIN Report Number: NL2014 Netherlands Retail Foods The Benelux Food Retail Market Approved By: Mary Ellen Smith Prepared By: Marcel Pinckaers Report Highlights: The turnover of the Benelux food retail industry for 2011 is estimated at € 56.3 billion. For 2012, turnover is expected to increase by 2.5 percent. The retail market is fairly consolidated. Top 3 food retailers in the Netherlands have a market share of 64 percent while in Belgium the leading 3 retailers have 72 percent of the market. Sustainable food (including organic products) is one of the most important growth markets in food retail. The market share for private label products continues to go up in both Belgium and the Netherlands. The demand for convenient, healthy and new innovative products continues to be strong. Post: The Hague SECTION I. MARKET SUMMARY Benelux Food Retail Market Approximately 80 percent of the Dutch food retail outlets are full service supermarkets, operating on floor space between 500 and 1,500 square meters located downtown and in residential areas. Retailers with full service supermarkets have responded to the need of the Dutch to have these supermarkets close to their house. The remaining 20 percent includes mainly convenience stores (near office buildings and train/metro stations), some wholesalers and just a few superstores (convenient located alongside highways in shopping malls and industrial parks). The Belgians show a different shopping pattern.
    [Show full text]
  • UK Supermarket Chain Profiles 2016 United Kingdom
    THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. GOVERNMENT POLICY Voluntary - Public Date: 12/13/2016 GAIN Report Number: United Kingdom Post: London UK Supermarket Chain Profiles 2016 Report Categories: Retail Foods Approved By: Stan Phillips - Agricultural Counselor Prepared By: Julie Vasquez-Nicholson Report Highlights: This is a Market Brief providing information about the leading UK supermarket chains: Tesco, Asda/Wal-Mart, Sainsbury's, Morrisons, The Cooperative, Waitrose, Marks and Spencer's, Whole Foods Market, Aldi and Lidl. It gives an overview of the trading styles, and target customers of each retailer, as well as contact details for their head office. General Information: Foreword This report is intended to supplement the report entitled “UK Retail Market Brief”. If you would like a copy of this report please email [email protected] UK Supermarket Chain Profiles Tesco Tesco Stores Ltd Tesco House, Shire Park, Kestrel Way Welwyn Garden City, AL7 1GA Tel: +44 800 505 555 Consumer website: www.tesco.com Corporate website: www.tescoplc.com Tesco is the number one supermarket in the UK and number three globally after WalMart and Carrefour with stores in other European countries, including the Czech and Slovak Republics, Hungary, Poland, and the Republic of Ireland. Tesco also trades in Turkey, Malaysia, South Korea, China, India and Thailand. Tesco has been a market leader in the UK grocery sector for over 25 years. It introduced the first loyalty card in the UK, which has become a highly efficient and targeted marketing system and now has over 38 million active members.
    [Show full text]
  • Presenting the Winners of PLMA's 2018 International “Salute To
    Presenting the winners of PLMA’s 2018 International “Salute to Excellence Awards” FOOD FOR THE FAMILY PREPARED PASTA Dunnes Stores (Ireland) Simply Better ‐ Italian Girasoli with Basil Pesto and Parmigiano Regianno Albert Heijn (The Netherlands) AH ‐ Tortelloni Ricotta di Bufala e Limone APPETIZERS & SMALL PLATES Kaufland (Germany) Exquisit ‐ Lachs Carpaccio READY MEALS Penny Markt (Germany) Penny Heat & Eat ‐ Chicken Red Thai mit Basmati‐ & Wildreis FRESH & FROZEN SEAFOOD Franmax, JSC (Lithuania) Fish Port – Fish Fillet with Spinach Sauce FROZEN MEALS Dagrofa (Denmark) Gestus ‐ Pepper Strips PIZZA Biedronka (Poland) Donatello ‐ 4 Sery Bezglutenowa i Bez Laktozy (Gluten‐Free and Lactose‐Free 4 Cheese Pizza) PREPARED MEAT Penny Markt (Germany) Butcher’s by Penny‐ Cheddar Burger Patties Musgrave Retail (Ireland) SuperValu Signature Tastes ‐ Hereford Beef Irish Sirloin Steak SOUPS MD SpA (Italy) Le Specialità di Beppe ‐ Vellutata di Zucca e Patate PASTA Carrefour (France) Carrefour Veggie – Penne de Lentilles Corail 1 BAKERY & DESSERTS DESSERTS Dunnes Stores (Ireland) Simply Better ‐ Irish Handmade All Butter Triple Chocolate Pudding BAKERY Coop Sverige (Sweden) Coop – Glutenfritt Havreknäcke (Gluten Free Oat Crispbread) ICE CREAM Penny Markt (Germany) Rios ‐ Eiskonfekt Bourbon‐Vanilleeis SWEET SPREADS Dunnes Stores (Ireland) Simply Better – Handmade Seville Orange Marmalade COOKIES Musgrave Retail (Ireland) SuperValu Signature Tastes ‐ White Chocolate Sicilian Lemon Shortbread Biscuits SWEET BAKERY Sonae MC (Portugal) Seleção Fácil & Bom – Pastéis com Cacao e Avelãs BREAKFAST CEREALS Dunnes Stores (Ireland) Simply Better – Irish Handmade Red Berry Granola SNACKS SALTY SNACKS Aldi Stores (United Kingdom) Passions Deli – Flavoured Pea Snacks Sea Salt & Vinegar CONFECTIONERY SPAR Österreichische Warenhandels‐AG (Austria) Spar Veggie – Veganer Fruchtgummi Saure Erdbeeren ON THE GO CONVENIENCE Spar Holding B.V.
    [Show full text]
  • Suica‐Smart Card Payment System ・ ③ Smart Station Lab
    World Usability Day 2012 ICT-based service in public transportation Nov./8/2012 Takeshi NAKAGAWA Frontier Service Development Lab. East Japan Railway Company Agenda ・ ① JR East & FS Lab. Overview ・ ②Suica‐Smart Card Payment System ・ ③ Smart Station Lab. & The latest R&D activities ・ Yamanote-line Trainnet ・ Tokyo Station JR x AR ・ Kamishirube ① East Japan Railway Company & FS Lab. JR East Overview Privatized on April 1st, in 1987 Japan National Railway was divided 6 passenger railway companies JR Hokkaido 1 freight railway company JR East is… JR East Employees 52,076 Group Revenues 2011 $30 billion Stations 1,689 ( Shinkansen 35 ) Railway Lines 70 ( Shinkansen 3 ) JR West Passengers Served Daily 16 million Population of Operating Area 59 million( 125million in Japan ) JR Central JR Shikoku JR Kyushu Transportation ‐ Commuter Train- 5 Transportation -Shinkansen- HAYABUSA was debut! In March, 2011 Max speed is 320km/h = 200 mile/h Harnessing state-of-the art technology and an aim to achieve 320km/h, the fastest operational speed in Japan Lifestyle Business Ad business 7 IT-Suica Business Suica(Smart Card) Business Credit Card Size WiMAX + Wi-Fi Service 8 LCD Display New, Weather, Flight, Ad WIMAX Antenna LCD Display WiMAX-WiFi CMS server R&D Center of JR East Group R&D Center was established on Dec./1st/2001 Aiming toward the construction of a new railway system Frontier Service Development Lab. Advanced Railway System Development Center Safety Research Lab. Disaster Prevention Research Lab. Technical Center Environmental Engineering Research Lab. 2012/12/17 Copyright 2010 Frontier Service Development Lab. All rights reserved. 9 Information Design Group Aiming for easy-to-understand information provision to customers by using Information Communication Technology ② Suica ‐ Smart Card Payment System - Railway in Japan Basic Process on riding train Check a fare Buy Ticket gate onboard gate Fare depends on distance.
    [Show full text]