7-Eleven Is Reinventing Its $17B Food Business to Be More Japanese | WSJ The Economics Of
Summary
TLDRこのビデオスクリプトは、世界最大のコンビニエンスストアチェーンである7/11が、アメリカの店舗に日本のインスピレーションを取り入れる取り組みを紹介しています。アメリカの7/11は、スループとホットドッグで知られていますが、日本では有名レストランとのコラボレーションや多様な食事オプションで知られています。タバコ販売の減少とガソリン販売の減速に直面し、他の収益源を見つける競争を繰り広げています。7/11は、データ駆動の分析を通じて、食品部門を強化し、顧客ニーズに合わせた商品提供を目指しています。
Takeaways
- 🍙 7-11在日本提供与著名餐厅如山头火拉面和奶茶等的合作产品,而在美国则以思乐冰和热狗更为人所知。
- 📉 美国7-11的顾客通常只在需要时光顾,与日本7-11相比,其吸引力并不强。
- 🏪 7-11作为世界上最大的便利店连锁,在北美拥有超过13,000家门店,去年销售额超过720亿美元。
- 🌟 7-11正在努力将其美国门店引入更多日本灵感,以提升吸引力。
- 🚬 便利店传统上通过销售烟草和汽油获利,但随着香烟销售的持续下降,汽油销售也预计将放缓,许多便利店正在寻找其他收入来源,并加大对食品的投入。
- 🛒 7-11起初是一家美国公司,但曾两次破产,现在由日本公司Seven & I Holdings所有。
- 📊 日本7-11的运营模式更为数据驱动,利用销售数据来指导订货决策,而美国7-11在这方面则不够精细。
- 🛍️ 美国7-11的门店通常更大,且与加油站相连,而日本7-11不卖汽油,但提供更广泛的新鲜食品选择。
- 📈 美国7-11现在有自己的配送系统,每天根据公司建议和自身商店数据下订单。
- 🍲 7-11日本以其丰富的餐食选项而闻名,而美国7-11去年食品和饮料业务销售额超过170亿美元,占其总销售额的约24%。
- 📊 美国7-11希望提高自有品牌商品的销售额,特别是食品,以应对便利店行业的转变。
- 🏭 7-11正在升级其在美国的17个食品制造工厂,并与日本供应商Warabeya合作,以提供更多样化和本地化的餐食。
- 📊 7-11利用其庞大的数据运营来监控日常销售,并收集忠诚会员的购买信息,其忠诚计划拥有9500万会员。
- 🚀 7-11的外卖业务是公司增长最快的部分,也是最有利可图的业务之一,因为外卖订单的金额通常是店内购买的两倍。
- 🌏 美国顾客是否会对7-11的热情与亚洲市场相匹配,还有待观察。
Q & A
7-11は日本でどのような商品を販売していますか?
-7-11は日本では、米飯玉や米漬け、サントウカのラーメン、ミルクティーなど、有名なレストランとのコラボレーション商品を販売しています。
アメリカの7-11ではどのようなイメージがありますか?
-アメリカでは、7-11は主にスルーピーやホットドッグを販売しているため、そのようなイメージを持っています。
7-11がアメリカの店舗に日本からのインスピレーションを持ち込む理由は何ですか?
-タバコの販売が減少し、ガソリンの販売も減少する見込みがあるため、7-11は他の収益源を見つけるためにアメリカの店舗に日本からのインスピレーションを持ち込むことにしています。
7-11はどのようにしてアメリカの店舗を改善する予定ですか?
-7-11は、日本のデータドリブンなモデルを参考に、アメリカの店舗の在庫管理や商品の選択を改善する予定です。
日本の7-11とアメリカの7-11ではどのような大きな違いがありますか?
-日本の7-11は新鮮な食品の種類が多く、毎日複数回の配送があり、地域の気象予報や販売データを基にオーダーがカスタマイズされています。一方、アメリカの7-11はガソリン販売が付いており、食品の種類は少ないです。
7-11はどのようにして商品の在庫を管理していますか?
-7-11は各店舗の販売データや地域の傾向、気象予報を基に、毎日の注文をカスタマイズしています。
7-11はなぜ食品部門に力を入れることにしていますか?
-ガソリンやタバコの販売が減少する中、食品は需要が減少しないため、7-11は食品部門に力を入れることで収益源を確保する戦略をしています。
7-11はどのようにして顧客のニーズに応えるために商品をローカライズしていますか?
-7-11は「たんぴんかんり」というアプローチを用いて、顧客のニーズに応じた商品のローカライズを行っています。
7-11はどのようにして売上を向上させていますか?
-7-11は顧客の購買データを分析し、ロイヤリティプログラムを通じてターゲット広告を行い、インパルスバイを促進しています。
7-11のアメリカの店舗はなぜ食品の種類を増やそうとしていますか?
-7-11は食品の種類を増やすことで、顧客の関心を高め、売上の向上を図る戦略をしています。
7-11はどのようにしてデリバリーサービスを展開していますか?
-7-11はデリバリーサービスを通じて、店舗での購買額の約2倍の注文を取り扱い、ビジネスの成長を促進しています。
7-11はどのようにして顧客の関心を引き付けるために広告を活用していますか?
-7-11は店舗内のスクリーンやテレビを通じてターゲット広告を行い、顧客の関心を引き付ける戦略を用いています。
Outlines
🏪 7-11のアメリカと日本のビジネスモデル
7-11は世界最大のコンビニエンスストアチェーンで、北米に13,000以上の店舗を有し、昨年は7200億ドル以上の売り上げを上げた。しかし、アメリカではスルーピーやホットドッグが有名で、日本ほど魅力的ではないという印象がある。アメリカの7-11は、タバコ売上の減少やガソリン売上の減速に直面し、食料品への力を入れ替えている。日本からの所有者であるSeven & I Holdingsは、アメリカの7-11がデータドリブンでなく、商品の在庫管理や注文の最適化が不足していると指摘。日本の7-11は、短期間で商品を回転させる独自の配達システムがあり、アメリカの7-11もそのようなシステムを導入し始めた。
🍜 7-11の食料品戦略とデータ活用
7-11はアメリカでも飲食ビジネスを拡大しており、昨年は飲食品で1700億円以上の売り上げを記録。コーヒーやスルーピー、ピザの販売が好調だった。来年は、自家製の食品を含むストアブランド商品の売り上げを、全体の3分の1に引き上げる目標を立てている。7-11は、アメリカ各地に食品を生産する17の共済工場があり、これらの工場をアップグレードし、より多様で地域に合わせた食品を提供する。顧客の即席購入を促すために、店舗内のスクリーンやテレビにターゲット広告を表示し、ロイヤリティプログラムを通じて顧客データを収集している。さらに、デリバリーサービスを通じて急速に成長しており、これは店舗での購入額の約2倍の注文が入ることで、会社にとっては非常に利益的なビジネスとなっている。
Mindmap
Keywords
💡コンビニ
💡7/11
💡スループリー
💡ラーメン
💡ミルクティー
💡タンピンカンリ
💡ロイヤルティプログラム
💡デリバリー
💡デモグラフィック
💡食品部門
💡コンビニエンスストア
Highlights
7-Eleven in Japan offers a variety of unique food items like rice balls and Michelin-type ramen.
The company is known in the US for Slurpees and hot dogs, which are not as appealing as Japanese offerings.
7-Eleven is the world's largest convenience store chain with over 13,000 locations in North America and $72 billion in sales.
The company is working to bring more Japanese inspiration to its American stores.
Traditionally, convenience stores made money from tobacco and gas sales, but these are declining.
7-Eleven started as an American company but went bankrupt twice and is now owned by Seven & I Holdings, a Japanese company.
The Japanese model is more data-driven, analyzing sales data for better inventory management.
American 7-Eleven stores are typically larger and attached to gas stations, unlike their Japanese counterparts.
Japanese 7-Eleven stores focus on fresh food and quick turnover, with multiple daily shipments.
American 7-Eleven has improved its distribution system, allowing daily orders based on sales data.
The concept of 'tanpin kanri' is used to localize product assortment to customer needs.
American 7-Eleven sold over $17 billion of food last year, aiming to increase store brand goods sales.
The company is upgrading its commissaries and partnering with Warabeya to offer a wider range of food.
7-Eleven is investing in targeted advertising to spur impulse buys based on customer data.
Delivery is a fast-growing and profitable part of the business, with orders averaging double the in-store purchases.
The company's loyalty program has 95 million members, providing valuable demographic data for targeted marketing.
7-Eleven's success depends on meeting customer expectations and adapting to market trends.
There is a question of whether American customers will embrace the same enthusiasm for convenience store food as seen in Asia.
Transcripts
- [Narrator] Rice balls.
- [Vlogger] Look at that.
Michelin-type of ramen.
- [Narrator] Collaborations with famous restaurants
like Santouka, milk tea,
this is 7/11
in Japan.
But in the US, the company is more known
for Slurpees and hot dogs.
- It's just not as appealing.
My perception is people go in there when they need to.
- [Narrator] The world's largest convenience store chain
has over 13,000 locations in North America alone
and made over $72 billion in sales last year.
But now, it's working to bring more Japanese inspiration
to its American stores.
Convenience stores have historically made their money
selling tobacco and gas.
But now, as cigarette sales continue to decline
and many expect gas sales to slow,
many are racing to find other sources of revenue
and doubling down on food.
But shifting a business this massive is a major undertaking.
This is the economics of 7/11.
(light music)
7/11 started as an American company,
but it went bankrupt, twice.
Once in 1932 during the Great Depression,
and again in 1990 as it struggled with debts.
- 7/11 is now owned by a Japanese company.
Seven & I Holdings.
- [Narrator] A majority stake was bought by Ito Yokado,
a Japanese supermarket chain
that had been operating 7/11 stores in Japan
for more than a decade.
From the beginning,
the Japanese owners said American 7/11,
both its central operations and its franchises,
had a lot of catching up to do.
- The Japanese model was a lot more data driven.
They would pour over what sold well at what time of day,
break it down by gender and age,
and use that to inform their next order decisions.
The American system just wasn't as sophisticated as that.
- [Narrator] There were some major differences
between US and Japanese 7/11s.
The US stores were typically larger
and attached to gas stations.
The Japanese stores didn't sell gas,
but had a much wider array of fresh food.
Japanese stores only stocked items that would sell quickly.
They had a proprietary distribution system
that made multiple shipments to stores every day.
Orders were customized by store
based on sales data, demographic trends,
and local weather forecasts.
American 7/11 stores were getting two deliveries, per week,
and some items were never being purchased.
When American operators began
counting items in their stores,
some found that 40% of their products
were selling less than one unit per month.
Now, American 7/11 has its own distribution system
where franchises place orders every day
based on company recommendations
of whats selling nationally and regionally
and their own store data.
- They're making decisions every single day
on what they're going to order
based on what they understand
the customer wants to purchase,
what new items are going to be made available.
- One of the most interesting lessons
that we've learned from 7/11 Japan
is their approach to operations and to retailing,
which they call tanpin kanri.
And tanpin kanri is basically this idea that
we localize our assortment to the needs of customers.
We actually help our stores localize their assortment
so that they have the right balance
of a consistent assortment of products
that consumers and customers would expect to see nationally,
as well as items in the assortment
that are perfectly appropriate for a given store's location.
- [Narrator] This is especially important
when it comes to food.
seven eleven japan is known for its wide array
of meal options.
- You're not gonna believe the choice
of food in a convenience store.
- [Narrator] American 7/11
also has a big food and beverage business.
In total, it sold over $17 billion of food last year,
about 24% of its overall sales.
That included 315 million cups of coffee,
153 million Slurpees, and 99 million slices of pizza.
But next year, it hopes to make one third of its sales
from store brand goods, including food
up from less than one quarter in 2022.
That's particularly important given shifts
in the convenience store industry.
- So if you think about what convenience stores sell,
there's fuel, there's tobacco products,
and there's food and snacks.
Gas is already a low margin business
and it's at risk long-term.
If electric vehicle adoption increases over time.
Tobacco very profitable, but people are smoking less.
Food, though, is a category
where demand just isn't going away.
So for convenience stores, it makes sense
that they would wanna double down on that.
- [Narrator] 7/11, it currently has 17,
so-called Commissaries around the country
that make food for all of its US locations.
Now it's working on upgrading them.
It's partnering with Warabeya,
a supplier for seven eleven japan, to spearhead the effort.
Warabeya's new factories in Hawaii, Texas, and Virginia
can make a wider and more localized range of food
than 7/11 has been able to stock in the past.
- Things like being able to cook rice en masse,
new protein capabilities, all which helps 7/11
introduce new types of products
in the food area to our customers.
We recently launched a product
that's a spicy miso ramen soup,
not something you would typically think about
being sold at a 7/11.
- [Narrator] It's adding a lot of items to its menu.
The main question is how many customers will buy them?
And this is where data comes into the question.
- When customers come into our stores,
they're in an immediate consumption mindset.
- [Narrator] Capitalizing on this
is a key priority for the company,
and it plans to use its massive data operation to do it.
American seven elevens monitor daily sales
and for loyalty members,
they collect demographic information on who's buying what.
The company's loyalty program
has 95 million members.
Building on that the company's investing
in targeted advertising on screens and TVs
throughout stores.
That's to spur impulse buys.
- It helps not only 7/11,
but also our advertisers, our vendors,
to target our customers at the point of purchase.
So for example, in the morning, we may target our customers
with a message around a hot cup of coffee and a donut.
Whereas later in the day, we may target our customers
with an advertisement that's around a snack
and a beverage from our cold vault.
- [Narrator] And for potential customers
who aren't at the store, there's delivery,
the fastest growing part of the company's business.
It's highly profitable for the company
since delivery orders tend to be
for about double the amount of in-store purchases.
- How the brand's grown for nearly a hundred years
starts with what's the customer want,
where do we think they're going,
and how do we meet them where they're going.
- [Narrator] A big question is whether American customers
will match the enthusiasm 7/11 sees
in some of its other markets.
- In Asia.
I think there is so much excitement
around convenience stores
and the types of food and snacks they offer.
So if they can bring even a little bit of
that excitement to the us,
- [YouTuber] We're gonna get some musubis.
- That would be a great success.
(light music)
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