Adding Value Through Brand Integration
Total Page：16
File Type：pdf, Size：1020Kb
Medium-Term Management Plan MEDIUM-TERM MANAGEMENT PLAN Converting Products, Infrastructure, and Stores CLOSE UP In preparation for brand conversion, we completed the con- As of the end of February 2018, we had rightsized produc- Adding Value through version to FamilyMart products at Circle K and Sunkus stores tion bases for ready-to-eat items from 120 to 96 bases and Convenience Store by the end of February 2017 and unified logistics in June of distribution bases from 213 to 164 bases compared with Business Brand Integration the same year. Other preparations before the brand conver- their numbers at the time of management integration. sion included integrating services by enabling the use of With respect to manufacturing bases, we aim to raise T-POINT and other services at these stores in August 2017. profitability through a reorganization that dedicates each In addition, we increased efficiency by integrating a plant to the manufacture of products within a specific Convenience store brand conversion is moving forward briskly, with post-conversion daily sales and range of different functions and infrastructure related to temperature range. We will implement the new invest- customer numbers above their pre-conversion levels. In the next phase, our network of 17,000 stores in store management. FamilyMart has been implementing ment in plants that this reorganization requires. As for Japan will work in concert to accelerate initiatives to provide new added value. structural reform in ready-to-eat items since fiscal 2014, the logistics networks, in addition to rightsizing distribution year ended February 28, 2015. This reform has two objec- bases, we have streamlined delivery routes to achieve tives: enhancing product quality through new investment overall optimization. For the supply chain as a whole, a and increasing efficiency through reorganization of produc- smaller fleet of delivery vehicles will result in approximate Brand Conversion on an Unprecedented Scale tion and distribution bases. Since management integration, annual reductions of 53 million kilometers in delivery dis- FamilyMart has extended these initiatives to encompass tances and 20,000 tons in CO2 emissions compared with Medium-Term Management Plan Medium-Term reorganization of the entire supply chains of Circle K and levels prior to management integration. Furthermore, After management integration, FamilyMart Co., Ltd., faced Sunkus stores, including the production bases for ready-to- amid concerns about a declining working-age population, a daunting task. It had to convert the brands of roughly eat items, distribution bases, and logistics networks that reorganization measures promise to lower manpower AFTER 5,000 convenience stores in just over two years. This was a have been producing and handling the stores’ products. requirements for driving and other operations. project on an unprecedented scale. However, we realized that completing the brand conversion as quickly as pos- sible was essential if we were to create management inte- Timeline until Completion of Brand Integration gration synergies and provide customers with new added value. Therefore, we made brand conversion our highest 2016/9 Management 2018/11 Integration Completion of priority management strategy and took maximum advan- 2017/2 Brand Conversion tage of know-how acquired from past brand integrations Products Provision of FamilyMart products to Circle K and Sunkus stores Completion of product unification in six months involving am/pm and Cocostore. As a result, the benefits 2017/6 of brand integration are emerging clearly, with sales and Logistics Integration of logistics networks of FamilyMart customer numbers up more than 10% compared with stores with those of Circle K and Sunkus stores their levels before the conversion. 2017/8 Cards Introduction of T-POINT to Circle K and Sunkus stores Franchise Contract Package / BEFORE System Switch to FamilyMart franchise contracts and store systems at time of brand conversion Brand Conversion More Efficient Supply Chain BEFORE AFTER (2016/8/31) (2018/2/28) Circle K and Sunkus Stores after Brand Conversion Stores Converted to FM Brand Stores Daily Sales Daily Customer Numbers (¥ thousand) 19/2 Up approx. Up approx. 17/2 18/2 Total 11% 12% Plan Distribution bases 213 164 Brand conversion 829 2,720 1,045 4,594 513 829 Build & scrap 64 203 140 407 462 740 Total 893 2,923 1,185 5,001 Circle K and Production bases Before After Before After 244 664 396 1,304 120 96 conversion conversion conversion conversion Sunkus store closures September 2016–February 2018 results, year on year 18 FamilyMart UNY Holdings Integrated Report 2018 19 Medium-Term Management Plan MEDIUM-TERM MANAGEMENT PLAN CLOSE UP Adding Value through Brand Integration Using Strong Area Dominance to Formulate New Strategies In developing the convenience store network, opening a franchisees who manage convenience stores through to Adding Value through Brick-and-Mortar Stores new store normally requires an investment of about ¥50 head office employees. For these reasons, we have built million per store, including deposits and other costs. frameworks that grow the entire chain by uniting fran- Meanwhile, the current brand integration has been allowing chised stores and the head office. For example, every six In Japan’s retail industry, competition across industry with even higher added value. Just as we have evolved us to expand the convenience store network more effi- months we hold forums in which franchisees, store staff, boundaries is becoming fiercer as drugstores and specialty brick-and-mortar stores by incorporating a range of added ciently. We are able to curb investment by remodeling a and members of the senior management team participate. stores emerge and the e-commerce market expands. value, we believe that there are limitless possibilities for single store for a little over ¥10 million. Also, we have estab- Also, when convenience stores are very busy during sea- Consequently, FamilyMart needs to anticipate change and evolving business models that are based on convenience lished three basic remodeling methods, which have enabled sonal promotions we send head office employees to pro- realize self-reform even more quickly than ever. stores. We will pay close attention to society’s needs and Medium-Term Management Plan Medium-Term us to accelerate integration. The establishment of strong vide support. The CVS business has grown as a result of its 24-hour leverage the management resources of franchised stores area dominance rapidly and efficiently in this way will be a Having one of Japan’s largest convenience store net- business format that caters to local customers and by and business partners to achieve further growth as a chain significant advantage for the growth of the CVS business. works gives us the foundations for achieving economies of adding store features that help provide the products and that stands apart from other chains. Having conducted several brand integrations through scale. With this in mind, we will move into a phase of services that customers seek. To realize further growth in FamilyMart in the past, we appreciate the importance of setting out new strategies that increase the rapidly changing conditions, the business must fully establishing a common philosophy and values as well as competitiveness of individual stores by making maximum exploit the advantages of its points of contact with cus- relationships of trust among everyone involved, from use of these foundations. tomers—in other words, brick-and-mortar stores—to evolve into a presence that is even more familiar to, and convenient for, customers. Major Chains’ Stores and Market Shares in Japan With brick-and-mortar stores at the core of its business strategies, FamilyMart will enhance the competitiveness of the entire chain by creating stores that provide customers Seven-Eleven Japan 20,260 FamilyMart 17,232 LAWSON 13,992 MINISTOP 2,264 Daily Yamazaki 1,553 13.0% 11.9% Seicomart 1,197 33.2% Community Store 548 23.9% 34.7% 20.8% 2016/8 2018/2 JR-EAST 494 11.0% POPLAR 461 22.0% 29.5% Three F 291 Seven-Eleven Japan FamilyMart LAWSON Circle K Sunkus Others SAVE ON 163 0 5,000 10,000 15,000 20,000 As of February 28, 2018 (December 31, 2017 for certain chains) Sources: Data released by each company 20 FamilyMart UNY Holdings Integrated Report 2018 21.