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Medium-Term Strategy

Mid-term Management Vision

Mid-term Management Vision

We developed the Mid-term Management Vision in April 2017 to serve as a benchmark for measuring Lawson’s future operations. This benchmark anticipates management objectives through fiscal 2021, three years beyond the 1,000-Day Action Plan. The Vision clearly states our aim of achieving average daily sales per store of 600,000 yen by LAWSON stores in Japan, increasing the number of stores to 18,000 and earning consolidated operating profit of over 100 billion yen, while maintaining the D/E (debt/equity) ratio at under 1 and achieving an ROE (return on equity) of over 15% by exercising financial discipline. Among these objectives, we place the highest priority on achieving average daily sales per store of 600,000 yen. The number of stores is important, of course, but even should the size of the chain as a whole expand, we would have no future if the individual stores did not meet customers’ expectations. This 600,000-yen target, which represents an increase in daily sales of nearly 10%, will be far from easy to achieve, but we must achieve it at all costs if we are to compete successfully with our major competitors. I believe we can do this only by uniting the capabilities of everyone affiliated with the Lawson Group.

The forecast for our fiscal 2017 business performance calls for operating profit of 68.5 billion yen, down 7.1% from fiscal 2016. As we mentioned, we plan to improve same store sales and the gross profit margin registered by our domestic convenience store business, and we consequently expect our convenience store operations to see an increase in consolidated operating profit of approximately 6 billion yen, with loss reduction in our overseas operations taken into account. We project an overall decrease in profit, however, due largely to the following and other investments targeting future growth: investments in next-generation systems; anticipatory costs assumed in the financial services business leading to losses in new business-related fields; and initial expenses associated with brand conversion from other convenience store chains to the LAWSON store brand. Additional factors include the effects of a change in the final month of a consolidated subsidiary’s fiscal year and the pro forma standard tax. Investments in such advances as introduction of next-generation systems, entry into new businesses, and conversion from other chains will certainly be essential if we are to achieve mid- to long-term growth. Although our shortterm business results for fiscal 2017 and 2018 will most likely be extremely austere due to such expenditures for investment in future growth, however, we have decided that now is the time for investments we cannot avoid making if we are to realize average daily sales of 600,000 yen and consolidated operating profit of 100 billion yen—the targets specified in our Mid-term Management Vision.

Other Contents

Mission Statement
Mission Statement
Lawson aims to become an essential part of our communities. That is our corporate philosophy, our code of conduct, and our corporate conduct charter that all our workers are conscious of.
Our History
Our History
See the history leading up to the construction of our current business model, which continues the innovation of convenience stores.
Our Business
Our Business
"Creating Happiness and Harmony in Our Communities"
Corporate Profile
Corporate Profile
Lawson aims to become an essential part of our communities. See the current number of stores and sales figures.
Our Group Companies
Our Group Companies
Lawson is not only a convenience store. We also have group companies including entertainment, media, ATM networks, and more.
Corporate Governance
Corporate Governance
Lawson regards its stakeholders as important and strives to maximize corporate value.
Employees
Employees
We strive to nurture human capital that thinks and acts autonomously.


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