Seven-Eleven Japan Case Study - Management Assignment Help

Assignment Task:

Task:

Abstract

The goal of this case is to illustrate how a firm can be successful by structuring its supply chain to support its supply chain strategy. Once Seven-Eleven Japan decided to provide responsiveness by rapid replenishment, it then structured its facilities, inventory, information, and distribution to support this choice. The case also brings up the question of whether the same approach can work in the United States, especially given the greater distances and lower store density.

Case

Established in 1973, Seven-Eleven Japan set up its first store in Koto-ku, Tokyo, in May 1974. The company was first listed on the Tokyo Stock Exchange in October 1979. In 2004, it was owned by the Ito-Yokado group, which also managed a chain of supermarkets in Japan and owned a majority share in Southland, the company managing Seven-Eleven in the United States. Seven-Eleven Japan realized a phenomenal growth between the years of 1985 and 2003. During that period, the number of stores increased from 2,299 to 10,303, annual sales increased from 386 billion to 2,343 billion yen, and net income increased from 9 billion to 91.5 billion yen. Additionally, the company’s return on equity (ROE) averaged around 14 percent between 2000 and 2004. In 2004, Seven-Eleven Japan represented Japan’s largest retailer in terms of operating income and number of stores. Customer visits to Seven-Eleven outlets totaled 3.6 billion that year, averaging almost 30 visits to a Seven-Eleven annually for every person in Japan.

Company History and Profile

Both Ito-Yokado and Seven-Eleven Japan were founded by Mr. Masatoshi Ito. He started his retail empire after the Second World War when he joined his mother and elder brother and began work in a small clothing store in Tokyo. By 1960, he was in sole control and the single store had grown into a $3 million company. After a trip to the United States in 1961, Ito became convinced that superstores were the wave of the future. At that time, Japan was still dominated by Mom-and-Pop stores. Ito’s chain of superstores in the Tokyo area was instantly popular and soon constituted the core of Ito-Yokado’s retail operations. In 1972, Ito first approached the Southland Corporation about the possibility of opening Seven-Eleven convenience stores in Japan. After rejecting his initial request, Southland agreed in 1973 to a licensing agreement. In exchange for 0.6 percent of total sales, Southland gave Ito exclusive rights throughout Japan. In May 1974, the first Seven-Eleven convenience store opened in Tokyo. This new concept was an immediate hit in Japan, and Seven-Eleven Japan experienced tremendous growth. By 1979, there were already 591 Seven-Eleven stores in Japan; by 1984, there were 2,001. Rapid growth continued (see Exhibit 1), resulting in 10,356 stores by 2004. On October 24, 1990, the Southland Corporation entered into bankruptcy protection. Southland asked for ItoYokado’s help, and on March 5, 1991, IYG Holding was formed by Seven-Eleven Japan (48 percent) and ItoYokado (52 percent). IYG acquired 70 percent of Southland’s common stock for a total price of $430 million. In 2004, convenience store operations from Seven-Eleven Japan and Seven-Eleven Inc. in the United States contributed 48.2 percent of total revenues and 90.2 percent of total consolidated operating income for the Ito Yokado group. Seven-Eleven Japan contributed 87.6 percent of the total income received from convenience stores by Ito Yokado. Effectively, Seven-Eleven Japan had become the dominant part of the Ito Yokado group. The Convenience Store Industry and Seven-Eleven in Japan SAGE © 2003 Kellogg School of Management, Northwestern University SAGE Business Cases Page 3 of 9 Seven-Eleven Japan Co. As in the United States, convenience stores in Japan provided customers with a variety of products carried by general retailers as well as food retailers. In Japan, the convenience store sector was one of the few business areas that continued to grow during the prolonged 1990s downturn. From 1991 to 2002, the number of convenience stores in Japan increased from 19,603 to almost 42,000. As a percentage of all retail stores in Japan, this represented an increase from 1.2 percent to 3.2 percent. During that period, annual sales at convenience stores more than doubled from just over 3 trillion to 6.7 trillion yen. As a percentage of all retail sales in Japan, this represented an increase from 2.2 percent to 5.0 percent. Japan’s convenience store sector gradually consolidated, with larger players growing and smaller operators shutting down. In 2004, the top 10 convenience store chains accounted for approximately 90 percent of Japan’s convenience stores. As the chains improved their operating structures and better leveraged economies of scale, smaller operators found it hard to compete. Seven-Eleven Japan had grown its share of the convenience store market since it opened. In 2002, SevenEleven was Japan’s leading convenience store operator, accounting for 21.7 percent of all convenience stores and 31.5 percent of total store sales. Seven-Eleven was very effective in terms of same-store sales. In 2004, average daily sales at the four major convenience store chains excluding Seven-Eleven Japan were 484,000 yen. Seven-Eleven stores, in contrast, had daily sales of 647,000 yen—more than 30 percent higher than the competition. In 2004, Seven-Eleven’s operating income of 165.7 billion yen positioned it as a leader not only of the convenience store sector but also of Japan’s retail industry as a whole. In terms of growth, its performance was even more impressive. In 2004, Seven-Eleven accounted for 60 percent of the total net increase in the number of stores among the top 10 convenience store chains in Japan. This growth had been very carefully planned, exploiting the core strengths that Seven-Eleven Japan had developed in the areas of information systems and distribution systems.

The Seven-Eleven Japan Franchise System

Seven-Eleven Japan developed an extensive franchise network and performed a key role in the daily operations of this network. The Seven-Eleven Japan network included both company-owned stores and thirdparty-owned franchises. In 2004, franchise commissions accounted for over 68 percent of revenue from operations. To ensure efficiency, Seven-Eleven Japan based its fundamental network expansion policy on a market-dominance strategy. Entry into any new market was built around a cluster of 50 to 60 stores supported by a distribution center. Such clustering gave Seven-Eleven Japan a high-density market presence and allowed it to operate an efficient distribution system. Seven-Eleven Japan, in its 1994 annual report, listed the following six advantages of the market-dominance strategy: • 1. Boosted distribution efficiency • 2. Improved brand awareness • 3. Increased system efficiency • 4. Enhanced efficiency of franchise support services • 5. Improved advertising effectiveness • 6. Prevented competitors’ entrance into the dominant area Adhering to its dominant strategy, Seven-Eleven Japan opened the majority of its new stores in areas with existing clusters of stores. For example, the Aichi prefecture, where Seven-Eleven began opening stores in 2002, saw a large increase in 2004 with 108 new store openings. This represented over 15 percent of the new Seven-Eleven stores opened in Japan that year.

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