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Seven Eleven

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Elementos Importantes de Seven-Eleven- Japón
• Antecedentes de la Compañía
• Venden en Japon mas que Mc Donalds.
• Numero 2 de ventas de libros de bolsillo.
• Numero 1 de ventas en medias para dama y venta de baterías.
• Habilidad en el uso de la información, su logística y mercadeo.
• Más de 15,000 tiendas alrededor del mundo.
• Es la cadena de tiendas de conveniencia más grande del mundo del sector.
• Opera o franquicia 6,900 tiendas Seven Eleven, las tiendas restantes están localizadas en Norteamérica.
• Se estableció en noviembre 1973 bajo un acuerdo de concesión regional entre Ito-Yokabo Co., Ltd, el supermercado líder en Japón y la Corporación Southland que opera las tiendas Seven-Eleven en los Estados Unidos.
• Se ha mantenido en el primer lugar en tiendas de conveniencia en Japón durante veinte años desde que abrió su primera tienda en el centro de Tokio en mayo 1974.
• En 1997, las ventas totales de SEJ, incluyendo franquicias fueron 1,609 billones de yenes (alrededor de 16 billones de dólares)
• Ganancias netas de 550 millones de dólares convirtiéndola en la mayor cadena de tiendas al menudeo en Japón.
• Ventas promedio más altas por tienda por día entre las tres cadenas de tiendas de autoservicio líderes, Daiei y Family Mart con 465,000 y 513,000 respectivamente frente a 689,000.
• El precio de las acciones empezó en 100 yenes en 1980, alcanzó 2,300 yenes en 1987 y cerca de 8,000 yenes en 1997.
• El liderazgo de SEJ en el mercado y su desempeño se ha debido al concepto innovador y de avanzada al racionalizar el sector de autoservicio de venta al menudeo en Japón.
• Aunque el concepto de tienda de conveniencia fue introducido por Southland, SEJ superó con innovaciones en la rentabilidad y tecnología.
• Seven Eleven adquiere el control en 1991 del 64.3% de Southland.
Estrategia del Menudeo
El 48%de los clientes de SEJ viven a 500 metros de las tiendas y el 43% a 1 kilometro.
El 64% son hombres y el 57% se encuentra entre las edades de 10-29 años
Las ventas: Alimentos procesados como bebidas, fideos, pan y golosinas (32.5%), (2) comidas rápidas, bola de arroz,bento y hamburguesas, 31.7%,alimentos frescos como leche y productos lácteos, 12.5% y artículos no alimenticios: revistas, medias para damas, y artículos de papelería (24.3%).
Concentra las tiendas en áreas específicas para crear masa crítica en esas áreas.
Maximizar la eficiencia de la distribución y minimizar la competencia.
Estar en una misma área permite la utilización de menos camiones y ahorros en tiempo y distancia recorrida entre tiendas. SEJ está concentrada en 25 de los 47 prefecturas de Japón.
Sistemas de información
SEJ puede costear 3,000 SKU debido al área promedio de 1,200 pies cuadrados, por eso es muy importante decidir qué productos colocar, cuando colocarlos y cuanto de cada artículo debe ser colocado considerando los productos que son de alto volumen de los que no.
Aproximadamente 1,000 acuden a las tiendas diariamente, proporcionando 6 millones de datos puntuales sobre clientes cada día.
Los gerentes con la SC tienen acceso a la siguiente información y pueden actualizarlas: tendencias de ventas por hora por producto.
Análisis de la tendencia de sobrantes:
Análisis de la tendencia del nivel de abastecimiento por artículo
Clasificación de faltantes por artículos
Tendencias de ventas para nuevos productos
Tendencias de ventas por hora de acuerdo al perfil del cliente
SEJ puede dar sugerencias y desarrollar nuevos productos, con la información que obtiene del consumo. Por ejemplo en 1990 al ver el comportamiento del consumo de los fideos frescos, diseño junto a un fabricante una nueva categoría en este sector.
Se hacen reuniones semanales los lunes, en donde asisten 100 gerentes corporativos y discuten el comportamiento de la semana que ha pasado para diseñar estrategias para la semana actual.
El martes se informan a los consejeros de campo de operaciones, El martes en la tarde se llevan a cabo juntas regionales y se desarrollan tácticas. Los factores locales temperatura, eficacia eventos, deportes escolares y construcción de caminos y tendencias de gastos del consumidor son capturados en el análisis y el desarrollo de tácticas.

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