Core Viewpoint - 7&i Holdings, the parent company of 7-11 convenience stores, announced a transformative business plan for the next five years, starting in September, aiming to redefine its international convenience store operations [1][2]. Group 1: Historical Context and Challenges - The company has faced significant challenges, including criticism from investors leading to the sale of its low-performing Sogo Seibu department store business [2][3]. - The recent withdrawal of Canadian convenience store company ACT from a proposed acquisition of 7&i has heightened awareness of the need to maintain control amid currency depreciation and high capital values [2][3]. - The company has streamlined its operations to focus solely on the 7-11 convenience store business, aligning with investor demands for improved efficiency [3][4]. Group 2: Leadership and Strategic Direction - The new president, Daisuke Daisuke, emphasized the importance of transformation at a historical turning point for the company, acknowledging past market share losses and the need for accelerated investment [1][6]. - Daisuke's strategy includes enhancing international operations, particularly in the U.S. and Japan, while addressing internal challenges within subsidiary companies [7][8]. Group 3: Key Initiatives and Financial Goals - The company plans to solidify its market position by potentially listing its U.S. subsidiary, SEI, by the end of 2026, which could raise significant capital for operational upgrades [9][12]. - A target has been set to increase the number of stores in Japan by 1,000 and in the U.S. by approximately 1,300 by 2030, although this expansion plan has faced skepticism [9][15]. - The financial goal is to grow sales from 10 trillion yen (approximately 485.68 billion RMB) in February 2025 to 11.3 trillion yen (approximately 548.78 billion RMB) by February 2031, with operating profit expected to rise by 26% [13][21]. Group 4: Market Position and Competitive Landscape - The company is facing declining customer satisfaction and market share compared to competitors like Lawson and FamilyMart, necessitating a focus on product differentiation and service improvement [4][22]. - Daisuke aims to restore the entrepreneurial spirit of the company's founders by enhancing customer trust and communication, particularly among younger demographics [16][17]. Group 5: Organizational and Governance Changes - There is a need for organizational reform to address the challenges of managing both domestic and international operations effectively, with a focus on improving governance structures [19][21]. - The company is under pressure to balance its domestic and U.S. operations, as the latter has shown higher sales performance, raising questions about resource allocation and management focus [18][19].