II. Shareholder Analysis Shareholders encourage top management to reinvest, grow earnings, dividends and increase sales. Seven Eleven posted record operating and net income in the fiscal year ended February 2013. Seven Eleven policy is to reflect earnings growth in return of profits to shareholders. They aim to maintain a consolidated payout ratio of at least 35%, and aim to improve it further. Fiscal Year 2013 | 2012 Yen | 2013 Yen | 2013 US Dollars | Revenues from Operations | *4,786,344
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To look up at Seven-Eleven Japan as a business and supply chain management model is the ability to gather data about its customers and transform it into “information”. As seen, the company’s key success is the integration among partners as well as share information through highly evolved data-rich supply chain system. Altogether they help facilitate a coordinated supply chain. That is to say, Seven-Eleven Japan knows who is buying which product and at what time, the company knows it because the
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Supply Chain Management Case Study 1 Seven-Eleven Japan Co. Background Seven-Eleven is a famous convenience store. And it is set up its first store in Tokyo in May 1974, it was found by Masatoshi Ito, the company was first listed on the Tokyo Stock Exchange in October 1979 It had increased its share of the convenience shore market since it opened. It success is greatly contributed to its careful planning, and its information system as well as distribution system. Q1 A convenience store chain
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Supply Chain Management Case: Seven-Eleven Japan Co. 1 Responsiveness * In general, a convenience store supply chain has three ways of being responsive: 1.1 In-Store Capacity * Integrating cooking equipment inside the stores will match supply and demand for warm dishes. The process of cooking and assembling the food will be moved after the customer order arrives (i.e. pull process) reacting directly to consumers demand. This shift implies a decentralization of the supply chain hence, requiring
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they should be in stock. In both cases the risk is that you could get the wrong information and stock your store wrong, or you could end up only tailoring to one customer’s needs, which might not be the same needs as the majority of your customers. Seven-Eleven’s supply chain strategy in Japan can be described as attempting to micro-match supply and demand using rapid replenishment. What are some risks associated with this choice? -Rapid replenishment as a strategy for supply and demand runs a few
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Supply Chain Management Prof. Dr. Stephan M. Wagner Seven-Eleven Japan Co. 1) Demand uncertainty – Demand uncertainty means your business has difficulty accurately predicting customer demand in the future. This poses a significant challenge because it makes inventory hard to control and manage. Using technology to monitor sales over time can help offset demand that fluctuates from one period to the next. In the Seven Eleven case the company implied demand uncertainty can be categorized
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1. Assume that Ben & Jerry's committed to entering the Japanese market. Answer the following questions: a. Should they join with Seven-Eleven or Mr. Yamada? Why? Giving the facts presented in the Ben & Jerry’s Japan Case study and assuming that Ben and Jerry’s did decide to ultimately enter the Japanese Market, I suggest that they do so with Yamada. After reading and evaluating the case study and learning some back ground information about Ben & Jerry’s Homemade Inc., the reasons that I would
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Justin Sunwoong Choi BUSM 431 Brother Huff 10/18/2012 Ben & Jerry’s - Japan 1. Overview of the case * Perry Odak had meeting with Masahiko Iida who is the president of Seven-Eleven Japan to resolve conundrum of whether to introduce Ben & Jerry’s ice cream to the Japan market and, if so, how. Ben & Jerry’s was established by Ben Cohen and Jerry Greenfield, who were school mates before, when they were in mid 20s. They were growing between 1982 and 1990 but they had suffered
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CENTER FOR INFORMATION SYSTEMS RESEARCH Sloan School of Management Massachusetts Institute of Technology Cambridge Massachusetts 7-ELEVEN Japan Co., Ltd.: Reinventing the Retail Business Model Kei Nagayama and Peter Weill January 2004 CISR WP No. 338 and MIT Sloan WP No. 4485-04 2004 Massachusetts Institute of Technology. All rights reserved. Research Article: a completed research article drawing
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1997, Perry Odak, Angelo Pezzani, Bruce Bowman and Riv Hight gratefully accepted the hot steaming oshibori towels that their kimono-bedecked waitress quietly offered. After a full day of meetings with Masahiko Iida and his lieutenants at the Seven-Eleven Japan headquarters, the men from Ben & Jerry’s welcomed the chance to refresh their hands and faces before turning to the business at hand. It had been just over nine months since Odak had committed to resolving the conundrum of whether to introduce
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