7/11의 변화: 일본에서 영감을 받은 식품 및 데이터 기반 운영

세븐앤아이 홀딩스가 소유한 7/11은 일본식 음식과 데이터 기반 운영에 중점을 두고 미국 매장을 개편하고 있습니다.

### 7/11의 변화: 일본의 편리함을 미국으로 가져오다
* 🇯🇵 세계 최대 편의점 체인인 7/11은 **슬러피와 핫도그로 유명한 미국 매장에 일본식 영감을 더 많이 도입하기 위해 음식을 두 배로 늘리고 있습니다.**
* 💸 북미에서 **13,000개 이상의 매장**을 운영하며 지난해 **720억 달러의 매출**을 기록한 **7/11**은 담배와 가스 판매가 감소함에 따라 **식품으로 사업 초점**을 전환하고 있습니다.
* 🇺🇸 처음에는 두 번이나 파산한 미국 기업이었던 7/11은 현재 일본 기업 Seven & I Holdings가 소유하고 있으며, **데이터 기반의 신선식품 중심 모델**을 미국에 도입했습니다.
* 🍱 American 7/11은 이제 **전국 및 지역별 판매 데이터, 지역 일기 예보, 인구 통계학적 추세에 따른 일일 주문 정보**를 기반으로 하는 자체 배송 시스템을 갖추고 있습니다.
* 🎯 '탄핀 칸리'라고 불리는 이 회사의 접근 방식은 특히 식품 분야에서 고객의 니즈를 충족하기 위해 구색을 현지화하는 것으로, **내년에는 매장 브랜드 상품에서 매출의 3분의 1을 달성**하는 것을 목표로 하고 있습니다.
* 📈 식료품은 장기적으로 위험에 처한 연료와 담배에 비해 수요가 여전히 강하기 때문에 **편의점에 매우 중요한 카테고리**입니다.
* 🎯 7/11은 **타겟 광고에 투자**하고, **9,500만 명의 로열티 프로그램 회원을 데이터 수집**에 활용하고, **배송을 확대**함으로써 고객의 즉각적인 소비 심리를 활용하고 충동 구매를 유도하는 것을 목표로 합니다.
* 🌏 가장 큰 문제는 **7/11의 다른 아시아 시장에서 볼 수 있듯이 미국 고객들이 편의점과 다양한 음식과 스낵을 제공하는 것에 대한 흥미**를 받아들일 수 있을지에 대한 것입니다.

- [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. 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. 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 what's 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. 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. 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. 7/11 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. 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. 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,
We're gonna get some musubis. That would be a great success.

7-Eleven Is Reinventing Its $17B Food Business to Be More Japanese | WSJ The Economics Of

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7/11: 미국식 스테이플에서 일본식 영감까지

미국에서 슬러피와 핫도그로 유명한 7/11은 이제 매장에 일본식 영감을 더 많이 도입하고 있습니다.

원래 미국 회사였던 7/11은 두 차례 파산한 후 일본 기업인 Seven & I Holdings가 소유하게 되었습니다.

일본인 소유주는 데이터에 기반한 정교한 접근 방식을 비즈니스에 도입하여 판매 분석에 중점을 두고 의사결정을 내렸습니다.

미국 7/11 매장은 더 크고 주유소와 연결되어 있는 반면, 일본 매장은 더 다양한 신선식품을 제공하며 주유는 판매하지 않습니다.

일본 매장은 매일 여러 번 배송하는 독점적인 유통 시스템을 갖추고 있는 반면, 미국 매장은 일주일에 두 번만 배송을 받기 때문에 판매되지 않은 재고가 많습니다.

탄핀 칸리로 알려진 일본의 운영 및 소매업 접근 방식은 특히 식품 옵션에서 고객의 요구를 충족하기 위해 구색을 현지화하는 데 중점을 두며, 이는 미국 7/11 스토어에 귀중한 교훈이 되었습니다.

7/11의 브랜드 상품 및 식품 중심 매장으로의 전환

7/11은 업계 변화에 대응하여 식품을 중심으로 매장 브랜드 상품 매출을 3분의 1로 늘릴 계획입니다.

이 회사는 커미서리 매장을 업그레이드하고 와라베야와 제휴하여 새롭고 현지화된 옵션을 포함하여 더 다양한 식품을 제공하고 있습니다.

7/11은 고객의 즉각적인 소비 성향을 활용하여 식품 품목을 확대하고 더 많은 구매자를 유치하는 것을 목표로 하고 있습니다.

매출 및 고객 참여 증대를 위한 7/11의 전략

7/11은 9,500만 명의 회원으로 구성된 로열티 프로그램을 통해 방대한 데이터 운영을 통해 판매 및 고객 인구 통계를 모니터링하고 있습니다.

충동 구매를 유도하기 위해 타겟팅 광고에 투자하고 있으며, 배송 사업에서 높은 수익성을 경험하고 있습니다.

이 브랜드의 성장은 고객의 니즈를 충족하고 아시아 시장의 흥행을 미국으로 확장하는 데 초점을 맞추고 있습니다.