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About the Center for Information Systems Research
CISRMISSIONCISR was founded in 1974 and has a strong track
record of practice based research on the management
of information technology. As we enter the twenty-
first century, CISRs mission is to perform practical
empirical research on how firms generate business
value from IT. CISR disseminates this research via
electronic research briefings, working papers,research workshops and executive education. Recent
and current research topics include:
2003 Projects
Business Models and IT Investments Governing IT for Different Performance Goals Assessing Architecture Infrastructure as Variable Cost Managing IT Related Risks2004 Projects Assessing the Performance of Alternative
Business Models
Managing the Next Wave of Outsourcing Managing IT Architecture for Business Value Measuring IT-driven Risk Exploring the Role of the IT Unit in Leading IT-
enabled Change
CISR has recently embarked upon a new phase of
industry-sponsored research, under the leadership of
Peter Weill. Peter comes to CISR from MelbourneBusiness School and brings a strong practical
research background in IT portfolio and IT
infrastructure management.
CISR is co-located with MIT Sloans e-
Business@MIT initiative and the Center for
Coordination Science to facilitate collaboration.
CISR is funded in part by Research Patrons and
Sponsors.
CISR gratefully acknowledges the support and
contributions of its current Research Patrons andSponsors
CISRRESEARCH PATRONSBT GroupDiamondCluster International, Inc.
Gartner
Hewlett-Packard CompanyIBM Corporation
Microsoft Corporation
CISRSPONSORSAetna Inc.Allmerica Financial Corp.
Allstate Insurance Co.
AstraZeneca Pharmaceuticals, LP
Banknorth, N.A.Biogen, Inc.
Campbell Soup Company
Celanese
Det Norske VeritasEMC2
The Gillette Company
The Guardian Life Insurance Co. of AmericaIntel Corporation
International Finance Corp.
Merrill Lynch & Company
MetLifeMohegan Sun
Motorola, Inc.
National Kidney Foundation (Singapore)Nomura Research Institute, Ltd. (Japan)
Ortho Biotech Products, L.P.
Pfizer Inc.
PFPC, Inc.
Qwest CommunicationsRaytheon Company
State Street Corporation
TRW Automotive, Inc.
CONTACT INFORMATIONCenter for Information Systems Research
MIT Sloan School of Management
3 Cambridge Center, NE20-336
Cambridge, MA 02142
Telephone: 617/253-2348Facsimile: 617/253-4424
http://mitsloan.mit.edu/cisr
Peter Weill, Director [email protected]
David Fitzgerald, Asst. to the Dir. [email protected]
Jeanne Ross, Principal Res. Scientist [email protected]
George Westerman, Res. Scientist [email protected]
Nils O. Fonstad, PostDoc Assoc. [email protected]
Jack Rockart, Sr. Lecturer Emer. [email protected]
Chuck Gibson, Sr. Lecturer [email protected]
Chris Foglia, Center Manager [email protected]
Julie Coiro, Admin. Assistant [email protected]
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This case was written by Kei Nagayama, Management of Technology Program Class of 2003 at MIT Sloan School of Management,working with Dr. Peter Weill, the Director of the Center for Information Systems Research at the MIT Sloan School of Management. Thiscase is for the purpose of management education, rather than illustrating or endorsing any particular management practice. The authorswould like to gratefully acknowledge Mr. Toshifumi Suzuki, CEO, Mr. Makoto Usui, Managing Director, and Ms. Yuka Ozaki, Mr. Usuisassistant, at Seven-Eleven Japan, Co., Ltd., in completing and publishing this case. This case may be reproduced free of charge foreducational purposes provided the copyright statement appears.
2004 MIT Sloan Center for Information Systems Research. All rights reserved to the authors.
Massachusetts Institute of Technology
Sloan School of Management
Center for Information Systems Research
Reinventing the Retail Business Model
Toshifumi Suzuki, CEO of Seven-Eleven Japan(SEJ), the worlds largest convenience store (CVS)chain, describes Seven-Eleven stores as:1
Stores where you can find a solution for any of
your daily life problems. We always try to plan
and design a store in such a way that our store
neighbors, in particular, can get whatever they
need at any time they want.
Today, SEJ is not just a place for customers to shopbut has become a place for relaxation and
entertainment (Exhibit 1).
SEJ, headquartered in Japan, leads the world wideSeven-Eleven2chain, which had 24,912 stores in 18countries in March 2003. In a 2003 ranking ofretailers by market value, SEJ was number one inJapan and the eighth largest retailer in the world(Exhibit 2). Since its establishment in 1974, SEJ hasnever experienced a fall in income or profits.
1
Some parts of this case are drawn fromBensaou, B., Uchino, H. & Noishiki M. Seven-ElevenJapan: Managing a Networked Organization, InseadEuro-Asia Centre, 05/7-4690, May 1997.2Seven Eleven includes the franchiser SEJ and itsfranchisees.
With 9,757 stores as of May 2003, SEJ is the largestCVS chain in Japan. Its stores feature the same basicdesigns: e.g., a large, highly visible sign in green,red and orange, a large store window, much brighterthan average lightning and a spotlessly clean store.SEJ identifies their customer orientation, offeringnot only a rich assortment of products but totalcomfort to customers, as the source of SEJs rise tothe top of the Japanese retail industry.
Industry Background
The Japanese Distribution SystemSome Western experts view the Japanesedistribution system as a major barrier to trade.Traditional Japanese retailing consists of aconservative, multi-tiered system that combineslarge numbers of small wholesalers and retailers intocomplex exclusive networks. These networks are notbased solely on economic efficiency but also on tighthuman relationships.
The W/R ratio, which compares sales volumes atboth wholesale and retail levels, is a measure of the
number of layers within the distribution system.Japan had a much higher ratio, 2.3, in 1998 than the
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Toshifumi Suzuki negotiated directly with Southland,then owner of Seven-Eleven, to bring theconvenience store concept to Japan. President Itoand others at Ito-Yokado were convinced that it wastoo early to introduce the concept into the Japanesedistribution system, which was already saturatedwith a very large number of small retailers. In spite
of the commonly held skepticism and negativeopinions from academia and retail experts, Suzukiproceeded with his plans and in 1974, opened thefirst Seven-Eleven convenience store in Kohtoh-ku,an Eastern suburb of Tokyo. He later explained:
At the time, I was young and very eager to find a
way that both small and large retailers could
prosper together. I was convinced that a
convenience store franchise was the best solution.
After the contract was signed, Suzuki realized that
the Southland convenience store concept had to beadapted to the Japanese marketAmericanoperational know-how could not be directlytransferred to the Japanese distribution systemcontext. In particular, the differences in consumerbehavior between the U.S. and Japan madeAmerican methods a poor fit in the Japanese market.Japanese consumers were generally more sensitiveto product and service quality, more fickle and lessprice-sensitive. Therefore products had to be fresh,and the turnover rate very high. To meet suchcustomer requirements within the constraint oflimited shelf and storage capacity, it was necessaryto forecast customers demand by the time ofpurchase, the store location and the weather.Providing the customer with well-targeted,differentiated products 24-hours a day, 7-days-aweek was critical. Suzuki said: 5
A CVS is only a small store. Therefore we have
little choice but to focus on high-quality products
meeting the customer needs and to emphasize
convenience.
Winning the patronage of customers by constantlymeeting their needs, SEJ has generated a strongrecord of growth and profitability since its establish-ment in 1973. As of 2003, SEJ is the largestconvenience store chain with 2,213 billion ($17.5billion) revenue and 5,061 employees. Its marketvalue of $21,721 million and consolidated net
5Seven-Eleven Katsu! Ronri-Shiko (SEJ: Go Win!Logical Thinking), Weekly Toyo Keizai, April 12, 2003(in Japanese).
income of 82,825 million ($690 million) are thehighest in the whole of Japans retail industry(Exhibit 4).
Strategy
Companys principles
After graduating in economics from ChuoUniversity, Suzuki worked for Tokyo ShuppanHanbai, one of Japans largest book wholesalers. At31, he was noticed by Ito-Yokado and asked to joinSEJ. While working in sales promotion, humanresources management and public relations, he cameto realize the gap between changing consumer tastesand the one-sided approach to customers used byretailers at that time. His fundamental belief in theimportance of customer satisfaction was repeatedlyreflected in each of his policies throughout his career.In particular, his obsession with customer
satisfaction was at the origin of SEJ practice ofcontinuous item control and well-organized deliverysystem, and the heavy use of information technology(IT). To get an objective assessment of customerneeds, he respects the opinions of non-experiencedpeople. In his view:
Merchandising consists of identifying customer
needs and experience or expertise might
contaminate a managers judgment.
Unlike many retail executives, he rarely visits stores.His approach is more analyticalhence his faith in ahigh-tech computer system to keep in touch withcustomer tastes and examine SEJs forecasts ofpotential customer demands.
The basic mission of an SEJ store is to providesolutions for all the problems of everyday life. Eachstore offers a variety of high-quality products andservices that are required daily or on an emergencybasis to make life easier and more convenient.Suzuki found that the two main reasons for thefailure of existing retailers. They ignored: 1) theimportance of convenience to the customer and 2)the quality of the products and the service. UnderSuzukis leadership, SEJ developed some keyprinciples to define a quality convenience store.
Reduction of lost opportunity: A missed opportunityto sell an item because it is out of stock is one of themost serious problems in retail business in terms ofdisappointing customers as well as missing theactual profit. Suzuki therefore encouraged the
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development of operational processes to reduce thisopportunity cost.
Effective Item Control and Well-Planned Product
Supply Management: The American practice ofkeeping large inventories of a wide variety ofproducts could not be applied in convenience stores
in Japan where shelf and storage space are limitedand maintaining a large inventory is prohibitive.Therefore SEJ pursued a strategy of supplyingproducts in high demand with a rapid turnover rateand eliminating dead or slow-moving productsthrough item-by-item analysis. The well-organizedanalysis and frequent replacement contributes toSEJs high product supply efficiency.
Commitment to Customer Satisfaction with Original
Product Development and Friendly Service: SEJ notonly sells manufacturers products but also researches
customers potential needs. SEJ uses this research toprovide original products at reasonable prices (such asa lunch boxes and prepared foods). Well-trained storeclerks also contribute to a friendly store atmosphere,which then leads to customer satisfaction.
MerchandisingThe store space available for a Seven-Elevenfranchisee is, on average, only 110 m2. Year to year,70% of the product lines in a given store will be newitems. The items kept in stock and on the shelf areprecisely selected for the targeted customers andproduct quality is kept high. Product turnover is high,and goods are always new and food fresh. Forinstance, bento lunchboxes are delivered threetimes a day just before peak hours. The product lifecycle of branded drinks is short and tightly followsfashion. Stores can quickly switch from slow-sellingbrands to the more fashionable ones according tosales data and market trends. Strict productmanagement has enabled Seven-Eleven to reduce theaverage stock turnover from 25.5 days in 1977 to 8.7in 2003 (Exhibit 5).
SEJ discovered that customer loyalty was drivenmore by specific items than by item categories. Tomeet the demand and achieve such tight item-by-item control, SEJ implemented the POS (Point ofSale) system in 1982, whereby storeowners couldidentify customer trends and enhance productdifferentiation. Originally introduced in the U.S.,where the employee turnover rate is relatively high,the POS system was used to increase theproductivity and reliability of cashier operators, as itreduced the employee training time and the
possibility of fraud. SEJ introduced its POS systemsto collect sales data used to improve merchandisingand the item-by-item control process. For instance,the cash register would not open until the operatorpushed the account button indicating the gender andestimated age of the customer. This informationfrom the POS system was used for consumer trend
analysis. Suzuki emphasized:
6
POS is a tool to seek out not hot-selling goods but
dead or slow selling products. If you pursue only
dollar spinners with the POS system, your business
will slowly contract.
Focusing only on hot-selling items via the POSsystem allows consideration of only in-store itemsrather than potential goods. Refilling missing currentitems does not develop new product ideas that willsatisfy potential customer needs. Seven-Eleven
forecasts future trends and creates a hypothesis ofpotential hot-selling products based on the analysisof various information. Seven-Eleven uses the POSsystem as a tool to create and test sales promotionhypotheses.
SEJ has also formed team merchandisingdevelopment tie-ins with major raw material andpackaging manufacturers to provide originalproducts. While there is generally a certain distancebetween companies, SEJ has successfully created aclose relationship with these manufacturers as if they
were one company, enabling them to effectivelyshare the same goals and to collaborate. Suzukiexplains SEJs enthusiasm for its original products.
To produce the best original products with higher
quality than any competitors, we continue to create
a hypothesis, test it, make another hypothesis, and
examine it over and over, believing that the taste
and quality of the product must satisfy customers.
SEJ executives repeatedly sample original fast-
foods everyday so that the quality of these products
can be improved before they are sold.
In addition to directly responding to the changingneeds of customers, original items are highlyeffective in differentiating stores because theycannot be purchased anywhere else. SEJ providescustomers mainly with fast foods such as rice balls,sandwiches and delicatessen items. They alsopartner with manufacturers to improve the quality of
6Tomoyuki Ogata, TANPIN KANRI (Item-by-ItemControl), East Press, Sep. 2000 (in Japanese).
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foods and the efficiency of production (Exhibit 6).Since original product development can reduce thecosts of marketing and advertisement as compared toother general products, even in Japans deflationaryenvironment, SEJ can maintain competitive pricesrather than be forced to price them as cheapcommodities. In 2003, 50% of total sales consisted
of original items including soft drinks, instantnoodles and confections.
Store Network ExpansionSEJ considers its market dominating strategy ofhigh-density, clustered store openings to be the keyto efficiency and stability. Although SEJ has openedapproximately 10,000 stores in 32 of the 47prefectures in Japan, the company believes there isstill room for further expansion (Exhibit 7). Theadvantages of the market dominance strategy are:
Improved brand awareness Increased customer visits to the stores
Boosted distribution efficiency Enhanced productivity of franchisee-support
services Improved advertising effectiveness
Rather than aiming for simple expansion, SEJemphasizes the business factors that will ensure eachand every stores success. Some 135 factors areanalyzed in new store decisions, based on data relatedto locations and sales amassed at approximately10,000 stores, including location, market area,number of households and population density. Newstore establishment plans are based on analysis of theproposed stores profitability, with strong emphasison ROI. This process helps generate an average dailysales of approximately 656,000 ($5,467), exceedingthe industry average by about 35%.
Franchise StrategyFrom the beginning Suzuki did not invest inAmerican style greenfield stores, where thefranchiser buys the walls or builds the store from theground up. Approximately 60% of SEJ stores were
modified from old family owned stores (e.g., liquor orrice stores). The relationship between franchiser andfranchisee is one of reciprocal obligations. Thefranchisee is an independent business which givesSEJ royalties and a long-term commitment, andconcentrates on the tasks of selling and effectivelymanaging inventory. The royalty that the franchiseepays to the franchiser is 43% of its gross profit.Although high compared to competitors, it coversmany items such as the trademark licensing fee, 80%
of utility costs, advertising fees, fixtures, computersystems and product supply services (Exhibit 8). SEJalso guarantees a minimum gross profit for poorperforming stores in order to support owners.
In exchange for their long-term commitment androyalties, SEJ provides franchisees with service from
field representatives called Operation FieldCounselors (OFC). Each of about 1,300 OFCssupervises between seven or eight stores, providing(i) advice on store operation and ordering and (ii)information on the portfolio of available items andon sales methods. This person-to-person contactwith store managers is a key element of the SEJfranchise system. Each OFC visits each store at leasttwice a week and spends at least two hoursproviding advice and information. Such a closerelationship not only motivates franchisees but alsosupports company-wide brand image and
promotional strategies.
SEJ spends more than 3 billion ($25 million) peryear on bringing together OFCs from all parts ofJapan to SEJ headquarters in Tokyo for weeklymeetings. Suzuki repeats at each meeting:
It is not enough to exchange information. The
information has no value unless it is understood
and properly integrated by the franchisees and
makes them work better.
Before starting a new store, the new franchisees andtheir wives are first brought to the central trainingcenter for two weeks to understand the corporateprinciples. Then they go through on-the-job training inone of the regular stores to explain the need forordering with unique hypotheses and the importance ofdaily operation and service quality. Suzuki explains:
We became successful because weve
concentrated on retailing, shared information with
staff, and encouraged them constantly to respond
to change
Outsourcing PolicySEJ is known for its outsourcing policy and ability tomanage supplier relationships. Since its creation, thecompany has never directly owned any manufacturingor logistics operations. While its competitors tried todevelop their own capabilities to circumvent theinefficiency and complexity of the existing Japanesedistribution system, SEJ convinced partner companiesfor each region to cooperate exclusively with SEJ,ensuring efficient business engagements. In return for
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exclusivity, regional partner companies are requiredto improve their operations and increase their servicelevels. For instance, strict requirements on productfreshness and taste are imposed to ensure quality.Suzuki confides:
Selecting and negotiating with the various
subcontractors, wholesalers and manufacturerswas not easy.
The rationalized distribution system crafted by SEJcreated conflict within the traditional wholesalesystem. Over time, however, SEJs system hasproved highly reliable and efficient, coveringeverything from raw procurement to productdeliveries. Once those standards were met, businesspartners appreciated the feedback they were gettingfrom the quick and precise sales data. Manufacturersalso benefited from an improved understanding of
what customers wanted. A salesman with a partnerfood company said:
[Their] information system is so good that we
can instantly find out which goods of ours are
selling to what types of customers and how much.
The collaboration between SEJ and the businesspartners includes shared information systems andknow-how about operations management as well asquality control in the food manufacturers factoriesand delivery centers.
By 2002, the company had built a network of 223distribution centers and 195 factories dedicated to fastfood production, all of them created and operated bywholesalers, suppliers and forward agents.
Information Systems StrategySuzuki used to say about information systems:
Dont rely on the POS system. Information tech-
nology is merely a tool to achieve business strategy.
We shouldnt use the technology unless we can
understand what the information means on paper.
Daily, Seven-Eleven stores serve a total of 9.5million customers, process five million ordertransactions and send 35 million sales transactions tothe information systems center where sales data iscollected, integrated and analyzed. The accuracy ofthe data itself, however, does not guarantee thesuitability of the product selection or the appropriateorder quantity for strong, sustainable sales. Thesedecisions have to be based on well-analyzed
hypothesis, order and validation. Informationtechnology (IT) for SEJ is merely a method tosupport the cycle. One SEJ executive said:
Even if the POS data is used, it cannot be utilized
for the next order unless the hypothesis of potential
demand is shared among all store clerks as well as
the store owner. Therefore we needed to establishthe system that enables store owners and the
ordering clerks to create their hypotheses and
share them among part-time workers at the store
[even if they cannot communicate face-to-face].
Although SEJ regards its information systems as justa tool, it is known for proactive investment in IT andoutsourcing of its critical systems. Since theimplementation of its first total information systemin 1978, SEJ has subcontracted information systemsmanagementfrom development to operation of its
systemsto Nomura Research Institute, Ltd. (NRI),the third largest IT service company in Japan.7,8SEJprefers to outsource most of its information systemsmanagement to external service providers due to thespeed at which the information technology marketmoves. This strategy allows the information systemsdepartment of SEJ to focus on developing a systemsvision that fits with the business strategy, while therest of the information systems management isoutsourced. The department has evolved into a morestrategic organization that links needs from storeswith top management and proposes innovative
system plans.
SEJ regularly explores opportunities to gain first moveradvantage by trying out state-of-the-art technologies:the first POS system in Japan in 1982, the first majoruse of Integrated Service Digital Network (ISDN) in1991, etc. For example, ISDN allowed data to beexchanged at 30 times faster speeds and thus enabledSEJ headquarters to collect and analyze daily POS dataon every single item in each store for use the nextmorning; a process that formerly took more than aweek to complete. This innovation improved the abilityto order the right items, thus maintaining shelves ofhot-selling products which may be out of stock incompetitors stores.
In 1996, SEJ introduced a weather forecastingsystem, enabling store owners and clerks to forecast
7Computopia, September 2002.8Nomura Research Institute, Nihon no Ryutsu System toNRI (Japanese Distribution System and NRI),Mirai-Sohatsu Vo.9, Jan. 2003 (in Japanese).
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orders which vary depending on the weather and thetemperature. Umbrellas kept in storage can bedisplayed if rain is forecast. On a sunny weekend,rice products sell well. Five reports a day arriveelectronically at store terminals from a total 700private weather centers, each covering a radius of 20km (13 miles).9This is useful in Japan, where
temperatures between towns 40km apart can vary byas much as 5 degrees C and broad TV forecasts areunreliable.
Operation Infrastructure
Total Information SystemsBeginning with its first store system in 1978, SEJhas continued to develop total information systems.In June 1999, the fifth generation total informationsystem, in which SEJ invested 60 billion ($500million), was released in collaboration with 14
companies including NRI, NEC, Toshiba TEC, etc.(Exhibit 9). The system has four major featuresexplained below.
High efficiency, maintainability and reliability of the
total network system: The system connects 70,000computers in stores, at headquarters and at suppliersites through satellite telecommunications, exclusivelines, ISDN and mobile networks via the mostappropriate telecommunication technology. Thecombination of ISDN and satellitetelecommunications realizes 45x faster speeds at 35x
better cost performance. Terminals are constantlymonitored and software and configuration can beupdated remotely. The most critical systems such asonline ordering and accounting systems are backedup at physically separated locations in Yokohamaand Osaka. And in earthquake-prone Japan, satellitetelecommunication provides an extra layer of safety.The system, now shared by 10,000 stores, isconsidered highly reliable due to the crisismanagement planning and high service levels.
The store information system which encourages all
store staff to participate in ordering: SEJ providesstores with multimedia information such as pictures,video, audio, text and numerical data, which is usedby all employees in Seven-Eleven stores. Each of thetotal 200,000 store owners and clerks, includingpart-time workers, is expected to participate ininventory management. This collaboration leads toappropriate orders, optimizes employees
9E-strategy Brief: Over the counter e-commerce, TheEconomist, May 26, 2001.
capabilities and maintains their motivation. Themultimedia system helps employees forecastconsumer demand by providing POS, products,weather and regional information with sophisticatedinterfaces and graphics.
The system platform shared with business partners:
SEJ provides its business partnersvendors,distributors and manufactureswith a commoninfrastructure consisting of 1,800 terminals at 1,100locations. The applications on the platform varydepending on the partners business: raw materialordering system, inventory management, productionmanagement, automated sorting system, for example.The broad system infrastructure facilitatescollaboration among SEJ allies by improving theefficiency of delivery through the sharing of order,sales and inventory information.
Sophisticated analysis system which eliminatesintuitive decision-making: The fifth generation totalinformation system provides a highly integratedanalysis system which collects enormous quantitiesof data and creates value-added information fororiginal product development and store supportservices. The input data includes sales, orders,disposals, and opportunity losses. Most of the data isused to examine hypotheses that each store creates.
Electronic Commerce BusinessSEJ categorizes its electronic commerce (EC)
business into four major groups: 1) financial services,2) Internet shopping site, 3) public and regionalservices, and 4) in-store intelligent copy machines.
Financial Services (settlement, finance, and cardservice): Launched in 1987, Seven-Eleven hasdeveloped the payment acceptance service whichprovides customers with a convenient means to paytheir bills 24 hours a day, 365 days a year. Affiliatedcompanies number about 1,500 and the types ofpayment are mainly utilities: electricity, telephone,water, rent, and mail orders. This business has beensuccessful with 144 million yearly transactions witha total value of 1.15 trillion (about $12.8 billion)and a 20% annual growth rate. Seven-Elevensdesire to create high customer satisfaction convincedIto-Yokado to establish the groups bank, IY Bank,in 2001. IY Bank mainly provides settlement servicefor the 5,250 ATMs located mostly in Seven-Elevenstores. The company has rapidly grown into one ofthe largest banks in Japan with 48 affiliatedcompanies and many contact points with customers.
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Internet Shopping Site: 7dream.com, a subsidiary ofSEJ, provides the internet shopping site by utilizingSEJs existing operating infrastructure in its ECactivities. SEJ also ties into other internet sites andprovides payment acceptance and pick-up service atthe retail stores. Goods purchased via the Internetare picked up at stores 24-hours a day or delivered to
customers homes, raising the value of Seven-Elevenstores and enhancing convenience for customers.
Public, civil and regional services: SEJs meals-on-wheels service, named Seven Meal Service, offersprepared meals and cooking ingredients to regionalcustomers. Order can be made via the Internet. SEJplans to expand its public services at stores via its ECplatform so that customers can obtain civil services.
In-store intelligent copy machines: Multipurposecopy machines at Seven-Eleven stores are connected
the Internet and enable customers to print eventtickets and documents created by customers at homeas well as to pay for pre-ordered airline tickets.
The current EC business is a new frontier for SEJ,enabling the reinforcement of its existing business atstores. With the capability to attract 1,000 customersper day per store, SEJ is pursuing synergy betweenthe existing retail and EC business units toencourage potential Internet users to visit Seven-Eleven stores and become new customers.
SEJ also provides its EC platform service for ECpartners with functions such as authentication,database, settlement, and distribution (Exhibit 10).
Temperature-Separated CombinedDistribution SystemSince 1976, SEJ has been developing a streamlineddistribution system to efficiently integrate productsupplies. The company established the CombinedDelivery System, whereby the same kind of productscoming from different suppliers can be centralizedinto 223 Combined Delivery Centers (CDCs). Thecombined distribution system allows products from
different suppliers to be loaded on the same trucksfor delivery to Seven-Eleven stores. Combineddistribution consolidates product shipment frommanufacturers to stores at similar optimumtemperatures. In 22 years, SEJ has reduced theaverage number of vehicles visiting each store from70 a day in 1974 to ten a day in 1998 (Exhibit 11).This effort contributes not only to the efficiency ofdelivery but also reduces truck emissions and trafficcongestion.
To meet customer demand, rice products andsandwiches are delivered three times a day: in themorning, at noon, and in the evening, just beforepeak purchasing times. Items ordered by 10:00 A.M.can be delivered by the evening of the same day.
Delivery routes and time are also well organized tomaintain high efficiency. Even in emergencysituations such as heavy traffic, other means oftransportation (e.g., helicopters or motorcycles) willbe used to avoid late deliveries.
Competitors
SEJ is the largest CVS chain in Japan in terms of thenumber of stores, sales, and net income followed byLawson, C&S, Familymart, and Ministop. Thesetop-five companies dominate the market with almost90% market share (Exhibit 12). All four competitorsoperate franchise businesses with store networksexpanding all over Japan.
Competitors are increasingly investing in EC businessto compete and establish dominance in a new area. In1997, Lawson began implementing multimediaterminals in stores to gain first mover advantage. Theinitiative has been relatively successful with totalbilling at 40 billion. Lawson also tries todifferentiate itself in the Internet shopping site named@Lawson by launching new services such netcoupons, which was rare in Japan in 1999.
The downturn of profitability in existing storebusiness is a serious problem to the competitorswhich cannot rationalize their operation as much asSEJ. Although they have maintained their growth byexpanding store networks, such growth is limited inthe largely saturated market. Their challenge is toattract potential customers by providing appealingEC services with low costs.
Future Vision
The Japanese retail industry has recently facedsevere external pressures: consumer recession,deflation, the threat posed by specialty stores, andvigorous participation by foreign retailers. Can SEJ,which has pursued customer satisfaction for 30 years,sustain its advantage in future?
The company strives to achieve the maxim theretail business should always keep up with change ofcustomer demands with three principles.
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Customer Activities When Visiting
Stores
En route,
17%
While
going out,
23% Before
returning
home,
24%
Intended
store visit,
36%
Frequency of Store Visits
Other,
14%
Every day,
18%
2-3 times
per
month,8%
Once per
week,
14%
2-3 times
per week,
31%
4-5 times
per week,
15%
Gender and Marital Status
Married
men,
27%
Single
women,17%
Married
women,
20%Single
men,
36%
Time it Takes Customers to Reach a
Seven Eleven Store
Other, 9%
6-10
minutes,
17%
11-30
minutes,
19%
Less than
3
minutes,
32%
4-5
minutes,
23%
Exhibit 1SEJ Customer Profile
(Source: Seven Eleven Japan, Corporate outline 2003.)
7-Eleven stores are used on avariety of occasions.
64% of customers visit 7-Elevenstores at least twice per week.
63% of customers are males. 55% of customers come to 7-Elevenstores from less than five minutes away.
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Exhibit 3Japanese Retail Industry
Number of retail stores by store size
1,1361,059 983
887
354349
409
397
10
11 15
16
0
200
400
600
800
1,000
1,200
1,400
1,600
1994 1997 1999 2002
Thousan
ds
1-4 em ployees 5-49 em ployees over 50 em ployees
(Source: Japanese Ministry of Economy, Trade and Industry, Census of Commerce)
Number and Annual Sales of Retail Stores in 2002
Business Category Number of Stores % of Total Stores Annual Sales
( billions)
% of Total Sales
Department Stores 357 0.0% 8,021 5.9%
General Supermarkets 1,672 0.1% 8,917 6.6%
Specialty Supermarkets 37,037 2.8% 23,631 17.5%
Convenience Stores 41,769 3.2% 6,714 5.0%
Drug Stores 14,673 1.1% 2,496 1.8%
Other Supermarkets 66.163 5.1% 6,808 5.0%
Specialty Stores 1,136,143 87.4% 78,308 58.0%
Other stores 2,229 0.2% 230 0.2%
Total 1,300,043 100.0% 135,125 100.0%
(Source: Japanese Ministry of Economy, Trade and Industry, Report on 2002 Census of Commerce)
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Exhibit 4Seven Eleven Japan Consolidated Financial Summary
For the fiscal years endedFebruary 28/29
1997 1998 1999 2000 2001 2002 2003
Revenue from Operations
( millions)
263,102 286,916 308,903 337,287 358,446 384,416 424,091
Ordinary income( millions)
105,014 112,076 117,211 141,738 148,292 148,507 153,769
Net income ( millions) 58,409 61,008 62,390 71,831 80,192 81,716 82,825
Net income per share () 70.1 73.2 74.9 86.2 96.2 98.3 100.6
Number of stores 6,922 7,362 7,780 8,203 8,661 9,116 9,743
(Source:Seve
n Eleven Japan, Corporate outline 2003 andAnnual Report 2003)
For the fiscal yearsended February 28/29
2003(Thousandsof US dollars)
Total Store Sales $18,883,212
Revenue fromOperations
3,594,000
Net income 701,915Capital expenditure 525,754
Depreciation andamortization
233,009
Net income and Net income per share
0
10,000
20,000
30,000
40,000
50,00060,000
70,000
80,000
90,000
1997 1998 1999 2000 2001 2002 2003
0.0
20.0
40.0
60.0
80.0
100.0
120.0
Net income ( mil lions) Net income per share ()
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Exhibit 5Seven Eleven Japan
Average Stock Turnover Time, Daily Sales and Gross Margin per Store
(Source: Seven Eleven Japan, Corporate outline 2003)
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Exhibit 6Original Products by Team Merchandising
(Source: Seven Eleven Japan, SEVEN-ELEVEN, 2002)
Exhibit 7Store Location and Network
(Source: Seven Eleven Japan, Annual Report 2003)
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Exhibit 9Total Information System
(Source: Seven-Eleven Japan, Corporate Outline 2003)
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Exhibit 12Composition of major CVSs in Japan
Number of Stores (2003)
Family
Mart,
6,013,
14%
C&S,
6,241,
15%
Other
CVSs,
10,595,
26%
Seven-
Eleven
Japan,
9,690,
23%
Lawson,
7,625,
18%
Mini Stop,
1,605,
4%
(Source: Ito-Yokado Group Investors Guide 2003)
Exhibit 13Synergy of Demand Chain and Supply Chain Management
(Source: Seven Eleven Japan)
Demand Chain ManagementDemand Chain Management
Collaboration with Consumers andCollaboration with Consumers andRetailersRetailers
Information Sharing andInformation Sharing and TeamTeamMerchandisingMerchandising
Centralization and Optimization ofCentralization and Optimization ofLogisticsLogistics
Productivity Increase by Total OperationProductivity Increase by Total OperationManagement for the Whole Supply ChainManagement for the Whole Supply Chain
ITIT--based Procurementbased Procurement
Improvement of Multilayered and CostlyImprovement of Multilayered and CostlyRetail Environment (c.f., GDP W/R RatioRetail Environment (c.f., GDP W/R Ratioin 1997: Japan:3.2 vs. U.S.:1.6in 1997: Japan:3.2 vs. U.S.:1.6
Roles of RetailersRoles of Retailers
Synergy of Demand Chain and Supply ChainSynergy of Demand Chain and Supply Chain
Team MerchandisingTeam Merchandising StrategyStrategy
HypothesisHypothesis--ExaminationExamination--Style Marketing andStyle Marketing andCompetitive Time ManagementCompetitive Time Management
Collaboration and Information Sharing withCollaboration and Information Sharing withBusiness Partners based on advanced ITBusiness Partners based on advanced IT
Extended Services as Social InfrastructureExtended Services as Social Infrastructure
Industry wide Procurement and Original ProductIndustry wide Procurement and Original ProductDevelopmentDevelopment
Supply Chain ManagementSupply Chain Management
HypothesisHypothesis andand ExaminationExamination
Meeting Customer Demands inMeeting Customer Demands inBuyerBuyers Markets Market
ValueValue--Added Services in DeflationaryAdded Services in DeflationaryEnvironmentEnvironment
Differentiation of Products andDifferentiation of Products andServicesServices
Reduction of Product LifecycleReduction of Product Lifecycle
Digitalization and MultiDigitalization and Multi--ChannelChannelServicesServices
Preparation for the market changePreparation for the market changedue to declining birthrate and andue to declining birthrate and anaging populationaging population
Total Stores Sales (2003)(million yen)
Seven-
Eleven
Japan,
2,213,298,
33%
Lawson,
1,291,030,
19%
Family
Mart,
931,808,
14%
C&S,
891,889,
13%
Mini Stop,
239,155,
4%
OtherCVSs,
1,146,472,
17%