[NHK] What is the new type of convenience store development that uses the "small space" of the office, which was started by the convenience store chain "Poplar"?

The game is the challenge of the convenience store "Poplar" in the "one corner" of the office June 1, 17:52

Have you ever thought that "it's a hassle to go out to buy"

at work?

The convenience store chain "Poplar" headquartered in Hiroshima City has found a way to meet the needs of such workers and is advancing new initiatives.

What I noticed was the "small space" in the office.

(Hiroshima Broadcasting Station reporter Shintaro Matsui)

Deficit for 5 consecutive terms

On April 14, a press conference was held to announce the financial results of the convenience store chain "Poplar" headquartered in Hiroshima City.

Poplar has been loved by the locals for many years with the signboard menu "Popben" where you can eat rice cooked at the store.

We have about 250 stores nationwide, mainly in the Chugoku region.

However, the financial results were harsh.

Gross operating revenue decreased 29%.

The final loss is 518 million yen.

No dividends are paid in the state of insolvency.

The final deficit has been for the fifth consecutive term, and rebuilding management is an urgent issue.

There are approximately 56,000 convenience stores nationwide.

The situation has been almost flat for the past few years, with the three major companies occupying a large share of the market.

At Poplar, we have closed unprofitable stores and reduced the number of stores to about two-thirds in the past year.

However, due to the impact of the new Corona, the number of customers visiting our stores continues to decrease, and the business environment is becoming more difficult due to rising distribution costs and soaring raw material prices.

Under these circumstances, the company has set up a new strategy to compete with the major players.

It is the development of a small unmanned store "Smart Self".

President Shunji Meguro (78) was sitting quietly next to the person in charge during the press conference.

He is a founder who started a business from one store and has expanded stores in the Kanto region including western Japan and Tokyo, centering on Hiroshima, for 46 years since its establishment.

At the press conference, he stated the direction his company should take in the future.

Poplar founder President Meguro

"I'm sorry that the deficit continued. I'm

planning to make a surplus this year, but it's finally difficult.

There is a need to not go out in Corona

. I want to proceed in the form of making it more convenient. "

The game is in the "one corner" of the office

What exactly is a small unmanned store operated by Poplar?

The aim was to create a "small space" in the office.

The idea is to create an ultra-compact convenience store in the workplace.

The store is compact anyway.

It is possible to "open" in a space of only 1 tsubo.

And the labor of operation is also compact.

There is no clerk, and shoppers pay by themselves at the cash register.

Click here for the features of a small unmanned store.

・

Installation is

possible from 1 tsubo = about 2 tatami mats

・ Installation is free of charge Only the electricity bill is paid

・ 100 to 300 types of products can be displayed

From about 2000 types of products, it is possible to have an assortment of products tailored to the office.

We also have frozen foods such as rice and pasta to capture the demand for food.

Although you cannot put lunch boxes or sandwiches with a relatively short expiration date, the number and types of products are overwhelmingly larger than those of vending machines.

While the tendency to refrain from going out due to the Korona-ka has become established,

we believe that we can meet the needs of consumers who want

to go to a convenience store even after crossing an intersection and want to shop closer.

The company started full-scale business from March this year.

We have opened 6 stores in Hiroshima city, and 9 stores are in preparation.

(As of June 1st).

We are still in the process of concrete negotiations with more than 50 office buildings, and we are receiving inquiries from all over the country.

Poplar plans to increase these stores to 120 in two years.

We believe that it is possible to expand stores not only in office buildings but also in factories, schools and hospitals.

Deployment from 1 tsubo OK Poplar's chances of winning

However, can a small store of only 1 tsubo generate enough profit to rebuild Poplar's management?

According to Poplar, it's quite possible.

With this type of store, sales per store cannot be expected so much.

However, when Poplar analyzed the business in detail, it was found that the combined sales of three unmanned stores could secure profits as a company as much as one existing store.

The secret lies in labor costs and logistics costs.

There is no labor cost because there is no clerk.

In addition, delivery is once a week.

We thoroughly reduce the logistics costs peculiar to convenience stores that require delivery many times a day, such as lunch boxes, magazines, and daily necessities.

Then, instead of a dedicated distribution facility, we created a system to deliver products from the warehouse of an existing store.

"Go out" instead of "wait"

This unmanned store was invented by Mr. Tetsuyuki Yamashita (49), general manager of the sales division.

After joining Poplar as a new graduate, he experienced on-site store managers and store openings in an era when the convenience store industry was growing steadily.

So to speak, it is a start-up to get to know the site well.

However, I have witnessed a situation in which sales are gradually being robbed by major convenience stores.

That's why we scrutinized the network to meet the needs of consumers and focused on services that we thought were not well within the reach of the major players.

Poplar Yamashita Sales Headquarters General Manager

"If you go to the city, there is a convenience store at each corner.

I myself feel that the oligopoly of major companies is progressing, and honestly, I am saturated and regrettable

. Strategy can be a tough battle, so I'm always thinking about changing the business format and creating a store closer to our customers. "

Where do you want to go?

This April, a meeting of the sales headquarters was held on the area where new unmanned stores will be opened.

The discussion was about opening a store in the southern area of JR Hiroshima Station.

This is a business district where office buildings are concentrated.

It is a place where many business people come and go in the daytime, but there are few customers during the hours such as midnight and holidays, and there are even major convenience stores that have withdrawn from the store.

Poplar dared to look at this place.

Even though there are many offices, there are surprisingly few convenience stores, and I thought that many people might be in trouble with where to shop.

"Many people use public transportation, but I think they need an assortment of umbrellas."

"I think women want products like cupcakes."

Lively discussions took place at the conference. Mr. Yamashita has instructed us to strengthen our sales in this area.

Poplar Yamashita Sales Headquarters General Manager

"Customers' needs are subdivided, and the social environment is changing in Corona.

I think that the need for shopping that is familiar, quick, safe, and secure will continue to grow.

I would like to listen to the voices of various customers and expand the store.

Use your feet to sweat

Two days after the meeting, the sales representative went to the area where he wanted to open a store.

Targets include companies with 100 employees and offices where there is no convenience store unless you cross a signal.

While checking the office buildings one by one, I walked on my own feet and searched for new store openings.

Poplar Sales Representative

"I think there is still a long way to go at convenience stores. I want to make a mark that can create a

whirlwind in the industry and send it out from Hiroshima

. I want to continue. "

The whereabouts

In the oligopoly industry of the three major companies, the convenience store chain "Poplar" from Hiroshima has launched a unique strategy.

Keep an eye on the whereabouts of that effort, whether it can be a way to compete with the major players.

Hiroshima Broadcasting Station Reporter

Shintaro Matsui

Joined in 2005

After working in the Sports News Department and Network News Department, the Hiroshima Station covered sports and atomic bomb survivors, and worked hard

as a youth baseball coach on weekends.

The game is the challenge of the convenience store "Poplar" in the "one corner" of the office | NHK