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01Domestic CVS Operations Strategy for Growth
02Overseas CVS Operations (SEI) Strategy for Growth
03Growth Strategy of Global CVS Operations
04Superstore Operations Strategy for Growth
05Financial Services Strategy for Growth
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Fiscal years are indicated by the year in which that fiscal year begins, starting from the first quarter of the fiscal year ended February 28, 2023.

Ideal Group image for 2030

A world-class retail group centered around its “food” that leads
retail innovation through global growth strategies centered on
the 7-Eleven business and proactive utilization of technology

Key Group Strategies
Growth Strategy of Domestic and Overseas CVS(1) Operations
with “Food” at its Core

Strength in “Food” is the Key Source of Competitive Advantage for the Group’s CVS Business
Ideal Group image for 2030

(1) CVS: Convenience store

(2) Mainly operated by 7-Eleven International LLC(“7IN”)

(3) Mainly operated by 7-Eleven, Inc. (“SEI”)

(4) Exit from Self-operated apparel business

(5) PC: Process Center

(6) CK: Central Kitchen

(7) Operated by Seven-Eleven Japan Co., Ltd. (“SEJ”)

(8) SST: Superstore

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01Domestic CVS Operations Strategy for Growth

Expand New Businesses Leveraging the Strength in “Food” in SEJ

  • 1

    Existing Business: Strengthen "Food"

    • Continue to strengthen "food" led by Seven Premium
    • Strengthen the competitive advantage as a basis to expand in the new businesses
    Existing Business: Strengthen food
  • 2

    Existing Business ~ New Challenge: Expand New Concept Stores

    • Develop new store formats which adapt to the changing society
    • Leverage the know-hows of SST operations across the Group
    Existing Business ~ New Challenge: Expand New Concept Stores
  • 3

    New Business: Utilize 7NOW Delivery and Retail Media

    • Strengthen new businesses based on in-store merchandise / services
    • Further strengthen business competitiveness and accelerate profit growth
    New Business: Utilize 7NOW Delivery and Retail Media
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Overseas CVS Operations (SEI) Strategy for Growth02

02Overseas Convenience Store Operations

Focus on 4 key strategies for growth to generate further growth and efficiencies

  • 1

    Grow Proprietary Products

    • Expand the development and distribution of its proprietary products (fresh foods, proprietary beverages, and private brands) to 34% of sales by FY2025
    • At the same time, growing merchandise margins and continuing to strengthen the value chain
    Grow Proprietary Products
  • 2

    Accelerate Digital & Delivery

    • Deliver a value proposition centered on value-oriented quality food and immediate consumables delivered fast (national average 28 minutes) through 7NOW delivery
    • Further accelerate 7NOW growth to achieve $1 Billion sales in FY2025
    Accelerate Digital & Delivery
  • 3

    Generate Synergies From SEI and Speedway Integration

    • Complete Speedway Integration
    • Realize $800M synergies in FY2023
    Generate Synergies From SEI and Speedway Integration
  • 4

    Grow the Business Through Both M&A and Organic New Store Openings

    • Continuing to grow in the fragmented US Market through both M&A opportunities and organic new build stores
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03Growth Strategy of Global CVS Operations

7IN to Lead the Accelerated Growth of Global CVS Operations Outside of Japan and North America

  • 1

    Support the Stores in Existing Countries

    • Maximize licensee growth potential through business transformation
    • Enhance the 7-Eleven global brand to increase licensee and 7IN profitability
  • 2

    Strategic Investments in Existing Licensees

    • Pursue accelerated profit growth through strategic investments and business involvement with licensees
      →Decided to invest in the Vietnam business
  • 3

    Expansion of Stores to Countries with White Space

    • Accelerate expansion to white space with strategic priorities in Europe, MENA*, South America, etc.
    • Expand countries with operation and stores of 7-Eleven to improve growth and profitability of 7IN

    * Middle East & North Africa

7-Eleven
International LLC
(Since 2022)

7-Eleven International LLC

7-Eleven International LLC
(Since 2022)

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Superstore Operations Strategy for Growth04

04Superstore Operations

Achieve an EBITDA of JPY 55Bn and over 4% of ROIC for Tokyo metropolitan area SST (1) by FY2025

Drastically transform business and profitability of the SST business within 3 years

  • 1

    Exit from the apparel business (2)

    • Focus on "Food" as the center of our Group strategy
      • Exit from the apparel business (2)
  • 2

    Accelerate focus on Tokyo metropolitan area with additional store closures

    • Accelerates focus on Tokyo metropolitan area
    • Strategically close stores with low profitability or strategic fit even in Tokyo metropolitan area
      • Accelerate focus on Tokyo metropolitan area with additional store closures
  • 3

    Consolidate SST operations in Tokyo metropolitan area

    • Consolidate SST operations in Tokyo metropolitan area to maximize synergies and operation efficiency
      • Consolidate SST operations in Tokyo metropolitan area
  • 4

    Establish Group's strategic infrastructures

    • Realize a profit structure that can achieve further profit growth utilizing strategic infrastructures: PC/CK(3) and online supermarket center
  • 5

    Ensure complete execution and monitoring with visibility

    • Ensure complete execution of initiatives and process management by retaining external advisors
    • Monitoring by Board of Directors and Strategy Committee and progress update to shareholders with visibility

(1) Ito-Yokado (IY), York (YO), SHELL GARDEN(SG)

(2) Self-operated apparel business

(3) PC: Processing Center, CK:Central Kitchen

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05Financial Services Strategy for Growth

Enhance customer relations through an integration of retail and financial services through 7iD

Financial Services
Financial Services
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