Seven-Eleven Japan

Seven-Eleven Japan Co., Ltd., commonly abbreviated as SEJ, is the Japanese convenience-store company behind the country's 7-Eleven chain. It is headquartered in Tokyo and is a subsidiary of Seven & I Holdings, the retail group that also includes Ito-Yokado and other businesses. Although the 7-Eleven name originated in the United States, the Japanese operation developed its own highly localized store format, product system, supply chain, franchise model, and customer services. The Japanese business is therefore more than a conventional overseas franchise: it became the central operating and strategic force within the wider 7-Eleven organization. The company was created in 1973 after Ito-Yokado reached a licensing agreement with Southland Corporation, the American owner of the 7-Eleven brand at the time. It was initially incorporated as York Seven. The first Japanese store opened in May 1974 in Toyosu, Tokyo, and the company introduced 24-hour operation at a store in Koriyama, Fukushima Prefecture, in 1975. In January 1978, York Seven adopted the name Seven-Eleven Japan. The company expanded through a concentrated regional-store strategy, building store density before moving into additional areas. This approach supported frequent deliveries, efficient logistics, local merchandising, and close support for franchise operators. SEJ's offer combines ready-to-eat meals, fresh foods, snacks, beverages, frozen products, household goods, personal-care products, tobacco where legally permitted, magazines, and other everyday necessities. Japanese stores are particularly associated with prepared foods such as rice balls, boxed meals, sandwiches, bakery products, noodles, desserts, and hot snacks. Products are repeatedly reformulated and replenished through a data-driven merchandising and distribution system designed for small stores with high sales turnover. Private-label and exclusive products are important parts of the assortment, while seasonal and regional variations allow stores to respond to local demand. The chain also expanded beyond traditional retail. Beginning in the 1980s, Seven-Eleven stores became payment points for utilities, insurance premiums, broadcasting fees, and other bills. ATM services, parcel and ticket-related services, photocopying, printing, and selected administrative or digital services further increased the stores' role as neighborhood infrastructure. These services helped position the outlets as convenient access points rather than simply small grocery shops. SEJ's growth made it one of Japan's largest convenience-store operators by store count and sales. In the 1990s, it extended its presence into the Kansai region while retaining a preference for operationally dense territories. The company also played a decisive role in the ownership history of the international 7-Eleven business. Ito-Yokado and SEJ acquired a controlling interest in Southland Corporation in 1991, and SEJ later completed the acquisition of the remaining shares of Seven-Eleven, Inc. in 2005. That transaction made the Japanese group the owner of the global 7-Eleven franchising business, while SEJ remained the principal Japanese operating company. In 2005, SEJ became part of the newly formed Seven & I Holdings structure. The holding-company reorganization reflected the increasing importance of the convenience-store business within the broader Ito-Yokado group. In 2019, SEJ entered Okinawa Prefecture, completing its presence in all 47 Japanese prefectures. Today, the brand's Japanese positioning rests on proximity, long opening hours, reliable availability, prepared-food quality, rapid product development, and a broad range of store-based services. International 7-Eleven operations, including businesses in other countries, are related through the wider corporate group but should not be treated as markets directly operated by Seven-Eleven Japan itself.

Seven-Eleven Japan originated in the relationship between Ito-Yokado, a Japanese supermarket operator, and Southland Corporation, the United States company associated with the 7-Eleven convenience-store brand. On August 28, 1973, the two sides announced a licensing arrangement under which Ito-Yokado would develop 7-Eleven stores in Japan. The Japanese operating company was incorporated in November 1973 under the name York Seven. The first store opened in May 1974 in Toyosu, Tokyo. It represented an early full-scale franchise convenience store in Japan and provided the basis for a format that would later become a defining part of Japanese retail. In 1975, a store in Koriyama, Fukushima, began operating around the clock. Continuous opening hours subsequently became one of the chain's most recognizable characteristics, although operating schedules can vary according to location and local conditions. York Seven changed its name to Seven-Eleven Japan in January 1978. During its early expansion, SEJ emphasized store density and regional concentration. Instead of opening isolated stores across the country, it developed clusters that could be served efficiently by distribution centers and frequent delivery routes. This operating model supported a broad fresh-food assortment, rapid replenishment, and close communication with franchisees. By the late 1980s, the chain had thousands of stores, with a particularly strong presence in the greater Tokyo area. The company also became publicly traded, first entering the Tokyo Stock Exchange's Second Section in 1979 and moving to the First Section in 1981. SEJ progressively made its stores service hubs. In 1987, it introduced utility-bill payment services in cooperation with Tokyo Electric Power Company, later extending the arrangement to neighboring prefectures. Payments for Tokyo Gas, Dai-ichi Life Insurance, and NHK-related charges followed in the late 1980s. These initiatives established a pattern of using the store network for services that traditionally required visits to banks, utility offices, or specialized counters. ATM deployment and partnerships with major banks became another major development in the 1990s. The company expanded beyond its original eastern stronghold while preserving its preference for regional operational concentration. In 1995, it announced a larger push into the Kansai region, with Osaka as a principal focus. By the middle of the 1990s, the combined sales of stores in the SEJ chain had exceeded the sales of its parent Ito-Yokado, highlighting the growing economic importance of convenience retail within the group. SEJ also became central to the ownership transformation of the 7-Eleven brand. In 1989, it agreed in principle to acquire Southland's Hawaiian stores. More significantly, the Ito-Yokado group later pursued control of Southland while the American company faced heavy debt and restructuring pressure. After a court-approved restructuring process, the Japanese group completed the purchase of a controlling stake in 1991. In 2005, Seven-Eleven Japan acquired the remaining shares of Seven-Eleven, Inc. and made it a wholly owned subsidiary. This turned the Japanese 7-Eleven organization into the owner of the global brand's principal international operating company. The formation of Seven & I Holdings in 2005 placed SEJ within a new group structure alongside Ito-Yokado and other businesses. The reorganization reflected the strength of convenience stores relative to the group's traditional supermarket operations. SEJ continued to develop prepared foods, private-label merchandise, ATMs, payment services, and technology-enabled customer services while expanding its domestic footprint. Its store network reached Okinawa in 2019, giving the chain a presence in every Japanese prefecture. In the contemporary Japanese market, Seven-Eleven Japan is distinguished by the integration of retail, food manufacturing, logistics, franchise management, and store-based services. Its stores function as small supermarkets, meal providers, payment counters, pickup points, and local access points for everyday services. The company remains part of Seven & I Holdings, while international 7-Eleven operations are associated with the wider group through Seven-Eleven, Inc. and other corporate entities.

• 2025

  Tomohiro Akutsu becomes president

  [3]Seven-Eleven Japan company profilesej.co.jp

  Tomohiro Akutsu succeeds Fumihiko Nagamatsu as representative director and president of Seven-Eleven Japan.

• 2024

  Cross-border acquisition proposal disclosed

  [6]Alimentation Couche-Tard acquisition proposal coveragebbc.com

  Alimentation Couche-Tard made a proposal concerning Seven & i Holdings, prompting strategic and governance discussions around the group.

• 2022

  Retail-media business launched

  [10]Seven-Eleven retail-media strategyxtrend.nikkei.com

  Seven-Eleven Japan tested paid advertising in its application and established a dedicated retail-media department.

• 2020

  Speedway acquisition

  [19]U.S. parent becomes a Japanese subsidiaryparadigm-shift.co.jp

  Seven & i acquired the U.S. convenience-store and fuel network Speedway, expanding the North American 7-Eleven platform.

• 2019

  Expansion reaches Okinawa

  [1]Seven-Eleven Japanen.wikipedia.org

  The first Seven-Eleven stores opened in Okinawa, completing the chain's presence across all 47 Japanese prefectures.

• 2019

  National Japanese coverage completed

  [20]National Japanese coverage completedfly-edge.co.jp

  Seven-Eleven entered Okinawa, completing operations in all 47 Japanese prefectures.

• 2018

  Odakyu cooperation expands the brand’s station presence

  [7]Seven-Eleven Japan Japanese articleja.wikipedia.org

  Seven-Eleven Japan and Odakyu entities announce the conversion of selected Odakyu-affiliated convenience stores to the 7-Eleven format.

• 2005

  Seven & I Holdings is formed

  [1]Seven-Eleven Japanen.wikipedia.org

  Ito-Yokado, Seven-Eleven Japan, and related businesses are reorganized under the Seven & i Holdings group.

• 2005

  Seven-Eleven, Inc. becomes wholly owned

  [1]Seven-Eleven Japanen.wikipedia.org

  SEJ completed the acquisition of the remaining shares of Seven-Eleven, Inc.

• 2005

  U.S. parent becomes a Japanese subsidiary

  [19]U.S. parent becomes a Japanese subsidiaryparadigm-shift.co.jp

  Seven-Eleven Japan acquired 7-Eleven, Inc., completing the reversal of the original licensing relationship.

Showing the 10 most recent.

A convenient, nearby and data-driven everyday retail platform combining fast shopping, high-quality prepared food, localized assortment and practical financial, delivery and administrative services. A high-density, neighborhood convenience network combining accessible locations and extended hours with data-driven merchandising, fresh prepared foods, private-label products, and everyday services.

• Private label

  Seven Premium and other private-label merchandise

  Seven-Eleven Japan's private-label assortment covers food, beverages, household products, personal-care items, and other everyday goods. These products allow the chain to differentiate its stores from competing convenience retailers while coordinating specifications, packaging, quality control, and supply-chain planning across the network. The range includes both basic daily necessities and premium or specialty items developed for Japanese consumers.

• Ready-to-eat food

  Prepared foods

  Prepared foods are central to the Japanese 7-Eleven proposition. The category includes onigiri, bento meals, sandwiches, noodles, bakery items, hot snacks, desserts, and other chilled or ambient products. Items are developed for frequent replenishment and local demand, with production and delivery systems designed to maintain freshness in a small-format store network. Rice balls and related rice-based products are among the Japanese chain’s best-known convenience foods. They are designed for portability, quick consumption, and frequent seasonal or regional variation.

• Food and beverage

  Beverages and snacks

  Stores sell soft drinks, bottled water, coffee, tea, alcoholic beverages, confectionery, savory snacks, and seasonal items. The assortment combines national brands with exclusive and private-label products. High product rotation and frequent promotional changes are used to keep the range relevant to commuters, nearby residents, and customers seeking immediate consumption.

• Retail services

  ATM and payment services

  Seven-Eleven stores extend beyond merchandise through ATMs and payment counters. The company introduced utility-bill collection in the 1980s and later supported payments for insurance, broadcasting, and other obligations. These services reinforce the stores' role as accessible neighborhood infrastructure and increase the practical value of locations that customers already visit for food and daily necessities.

• Private-label grocery and household products

  7-Premium

  7-Premium is Seven & i’s private-label range sold through 7-Eleven and other group channels. It covers packaged foods, beverages, chilled products, household necessities, and other everyday items. The range supports the chain’s effort to offer differentiated products with consistent specifications and broad availability rather than relying only on national brands.

• Prepared food

  Onigiri and sushi

  Rice balls, sushi, and related portable foods are among the chain’s most recognizable Japanese prepared-food categories. Seven-Eleven Japan uses product development, packaging, freshness control, and frequent replenishment to offer items suited to commuting, lunch, snacking, and regional tastes.

• Prepared food

  Boxed meals and noodles

  The chain sells a rotating assortment of bento meals, pasta, noodles, rice dishes, and other ready-to-eat foods. These products are developed for different dayparts and customer occasions, with distribution systems designed to manage freshness and store-level demand.

• Beverages

  7 Café

  7 Café is the store coffee and beverage offering associated with the Japanese 7-Eleven network. It extends the brand beyond packaged drinks by providing freshly prepared coffee and related beverages at accessible locations, supporting morning, commuting, and convenience-oriented consumption occasions.

• Retail and daily-life services

  Store services

  Japanese stores commonly combine retail with services such as ATMs, bill payment and collection, parcel-related handling, ticketing, copying, printing, and selected delivery or administrative functions. Availability varies by store and local arrangements, but these services are central to the brand’s role as neighborhood infrastructure. Stores combine merchandise with ATM access, bill payment, parcel handling, copying and printing, ticketing and other services. This service mix increases the practical value of the store and helps make the brand part of customers' everyday routines.

• Ready-to-eat food

  Prepared meals

  Boxed meals, noodles, rice-based dishes and other chilled prepared foods are among the brand's most important traffic-driving categories. Products are frequently reformulated and localized, with distribution systems designed to maintain freshness and support several deliveries per day.

• Fresh convenience food

  Onigiri and sandwiches

  Rice balls, sandwiches and related quick meals provide portable food for commuters, students and households. The category illustrates Seven-Eleven Japan's emphasis on ingredient quality, packaging, frequent replenishment and rapid seasonal or regional product rotation.

• Private label · 2007

  Seven Premium

  Seven Premium is the wider Seven & i private-label architecture, covering groceries, beverages, snacks, household goods and other everyday products. Items are sold through multiple group formats, including convenience stores, and are used to strengthen consistency, value and product differentiation.

• Beverages

  In-store coffee

  Freshly prepared coffee is a prominent convenience proposition and a frequent companion purchase for breakfast, snacks and commuting occasions. The format uses accessible pricing and store visibility to generate repeat visits and encourage purchases of food and desserts.

• Prepared food

  Hot snacks

  Fried chicken and other hot-counter foods offer immediate consumption and impulse appeal. Seven-Eleven has used product variants, spicy flavors, digital targeting and video advertising to broaden the category's customer base.

• Ready-to-eat food

  Bento meals and noodles

  Boxed meals, pasta, ramen, soba, and other prepared dishes serve lunch, dinner, and at-home meal occasions. The range is frequently revised to reflect changing tastes, ingredients, and regional preferences.

• Beverages

  Seven Cafe

  Seven Cafe is the chain’s coffee and beverage platform. It helped position the convenience store as a destination for quality coffee and broadened appeal among women, older shoppers, and customers seeking an inexpensive drink occasion.

• Food

  Desserts and confectionery

  Chilled desserts, sweets, and limited-time flavors provide frequent reasons to visit. The company uses seasonal ingredients, packaging changes, and short product cycles to create novelty and support impulse purchases.

• Grocery

  Private-label chilled and frozen foods

  The private-label range includes chilled meals, frozen vegetables, prepared side dishes, and other household food products. It extends the brand from immediate consumption into home meal preparation and small-basket grocery shopping.

• 2020

  Franchisee and operating-hours disputes

  Seven-Eleven Japan faced public criticism and regulatory attention over franchisee relations, pressure surrounding operating hours and the treatment of store operators. The disputes contributed to broader debate about convenience-store franchise economics and the balance between centralized standards and local operator autonomy.

  Source

• 2019

  7pay mobile-payment failure

  Seven & i's 7pay mobile-payment service suffered unauthorized account access shortly after launch, leading to suspension and eventual termination of the service. The incident concerned the group’s digital-payment operation rather than the core 7-Eleven store brand.

  Source

Read more

• 2024Okinawa market-entry campaign

  Japan

  The brand used concentrated store openings and local-market entry activity to establish a presence in Okinawa, the final Japanese prefecture without a Seven-Eleven store.

  Outcome. The launch completed national prefectural coverage and demonstrated the brand's concentrated expansion model.

  Source
• 2023Regional and international food fairs

  Japan

  Seven-Eleven promoted themed food events such as Hokkaido, Asian, Kyushu and curry-focused fairs, using limited-time menus and regional flavors to create novelty and encourage store visits.

  Outcome. The cited marketing coverage describes these events as contributing to stronger customer traffic, without providing independently verified financial figures.

  Source
• 2022Retail-media application advertising

  Japan

  Seven-Eleven Japan used its smartphone application and purchase data to deliver manufacturer advertising, personalized recommendations and discount offers. A specialist retail-media department was established in September 2022, formalizing the shift from retailer-only promotion toward paid media services. Seven-Eleven tested manufacturer advertising and personalized offers inside its mobile application, using purchase-related data to connect exposure with coupons and store purchases.

  Outcome. The initiative created an advertising and measurement channel linking exposure with subsequent purchases, although detailed financial results were not included in the supplied reliable sources. The initiative developed into a dedicated retail-media business serving consumer-goods advertisers.

  Source
• 2022Nana Chicken Red digital promotion

  Japan

  The company used purchase-history segments to identify customers likely to respond to a spicy fried-chicken product, including people with previous hot-snack purchases or purchases of spicy instant noodles, and then reached them through YouTube and the Seven-Eleven application.

  Outcome. The campaign served as an internal proof of concept for data-based targeting and helped motivate the development of the retail-media business.

  Source
• 2020#Fischer’s Diagnosis and #Seven Urban Legend

  Japan

  For Seven-Eleven Day, the company used Twitter-centered interactive campaigns aimed at millennials and Generation Z. One campaign used a personality-style experience involving the YouTube group Fischer’s; the other invited users to submit qualifying receipts through direct message for an automated drawing.

  Outcome. The initiative sought to increase youth engagement, create conversation, and turn campaign participants into longer-term followers of the brand.

  Source
• 2017Asa Seven

  Japan

  The breakfast-focused campaign used short YouTube bumper advertisements targeted particularly at younger adults. Different creative executions were used for men and women, with the objective of driving morning store visits and sales.

  Outcome. The campaign was reported to achieve a sales increase above the level initially expected in the targeted audience.

  Source
• Near and convenient service proposition

  Japan

  Seven-Eleven Japan’s long-running marketing approach presents the store as a nearby, practical destination for food, daily necessities, and services. The proposition is supported by dense store coverage, extended opening hours, and continual assortment adjustments based on local demand.

  Outcome. The positioning helped make the chain a routine part of daily life, although it also increased expectations around opening hours, product availability, and service consistency.

  Source
• Regional and seasonal product development

  Japan

  The company routinely develops and rotates products for regional tastes, seasons, weather, and different consumption occasions. Prepared foods and private-label products are used to create reasons for repeat visits and to distinguish the chain from competing convenience stores.

  Outcome. This approach strengthened the brand’s food-led identity and supported frequent customer visits, while requiring complex procurement, quality control, and distribution operations.

  Source

• 2025

  Seven & i prioritizes convenience stores and plans North American IPOStrategy

  Background

  Seven & i faced pressure to concentrate on convenience stores while responding to an acquisition approach from Alimentation Couche-Tard. The group also reviewed non-core businesses and sought ways to improve capital efficiency.

  Action taken

  The group announced plans to pursue an IPO of its North American convenience subsidiary by the second half of 2026, retain a majority stake, and use proceeds from the IPO and other disposals in part for shareholder returns.

  Aftermath

  The plan remained subject to market conditions, execution, and the performance of the North American business. It reinforced the strategic separation between the Japanese operating company and the wider group’s North American assets.

  Planned aggregate shareholder returns from specified proceeds. Approximately JPY 2 trillion by FY2030 (Announcement dated March 6, 2025; target through FY2030)

  Source

• 2025

  Parent group pursued a North American 7-Eleven IPOStrategy

  Background

  Seven & i Holdings announced a plan to separate and unlock value from its North American convenience business while maintaining majority ownership.

  Action taken

  The parent said it would pursue an IPO of the North American 7-Eleven business on a major United States exchange by the second half of 2026.

  Aftermath

  The decision concerns the wider 7-Eleven group and does not constitute a change to the Japanese operating brand.

  Source

• 2024

  Review a proposed acquisition by Alimentation Couche-TardM&A

  Background

  The parent company received a cross-border proposal from a major Canadian convenience-store operator, creating questions about valuation, national interest, governance and the future structure of the 7-Eleven business.

  Action taken

  Seven & i reviewed the proposal through its governance processes while considering standalone measures and other strategic options.

  Aftermath

  The proposal intensified scrutiny of Seven & i's corporate structure and the value of its convenience-store assets. The supplied sources do not establish a completed acquisition.

  Source

• 2022

  Create a retail-media organizationStrategy

  Background

  The company had an application with a large registered user base and wanted to connect customer purchase data with more precise promotions and a new business revenue stream.

  Action taken

  Seven-Eleven Japan established the Retail Media Promotion Department and began selling application advertising to manufacturers.

  Aftermath

  The brand expanded its role from retail distribution and self-funded promotion toward measurable advertising services for supplier brands.

  Source

• 2022

  Build a retail-media businessStrategy

  Background

  The company sought to use its high-frequency customer relationships, mobile application, stores, and purchase data to provide measurable advertising for manufacturers.

  Action taken

  Seven-Eleven Japan created a Retail Media Promotion Department and expanded paid placements in its application and retail environment.

  Aftermath

  The brand broadened its business model from merchandise retailing to retail advertising and data-enabled promotion.

  Source

• 2020

  Acquire SpeedwayM&A

  Background

  Seven & i sought to expand its North American convenience-store and fuel footprint and strengthen the scale of its U.S. business.

  Action taken

  Seven & i acquired Speedway from Marathon Petroleum.

  Aftermath

  The acquisition substantially expanded the North American network and became one of the group’s largest strategic transactions.

  Source

• 2019

  Complete nationwide Japanese coverageStrategy

  Background

  Okinawa was the final Japanese prefecture without a Seven-Eleven store.

  Action taken

  The company opened its first Okinawa locations.

  Aftermath

  Seven-Eleven Japan achieved a presence in all 47 prefectures, completing its long-term domestic geographic expansion.

  Source

• 2019

  Complete national store coverage through Okinawa entryStrategy

  Background

  Okinawa was the final Japanese prefecture without a Seven-Eleven presence.

  Action taken

  The company opened multiple stores in the prefecture as part of a coordinated regional rollout.

  Aftermath

  The expansion completed the brand’s presence across all 47 prefectures.

  Source

• 2005

  Make Seven-Eleven, Inc. wholly ownedM&A

  Background

  Seven-Eleven Japan already controlled most of the American operating company and sought full ownership of the global 7-Eleven business.

  Action taken

  SEJ launched a tender offer for the remaining shares and subsequently completed compulsory acquisition procedures for the residual stake.

  Aftermath

  Seven-Eleven, Inc. became wholly owned by the Japanese group, placing the global brand's principal international operating company under Japanese ownership.

  Source

• 2005

  Acquire the U.S. 7-Eleven companyM&A

  Background

  The Japanese operation had developed into the stronger part of the licensing relationship and sought greater control over the global brand and North American business.

  Action taken

  Seven-Eleven Japan acquired 7-Eleven, Inc. and made it a wholly owned subsidiary.

  Aftermath

  The transaction placed the originally American brand under a Japanese-led corporate structure and supported later international expansion.

  Source

Showing the 10 most recent.

• 2026

  North American listing plan is delayed[26]North American listing plan is delayednikkei.com

  Leadership change

  Seven & i announced that the planned listing of its U.S. convenience-store subsidiary would be delayed because of weaker performance, with the earliest timing moved beyond the original target.

• 2026

  Seven-Eleven Japan plans a joint retail-media company[27]Seven-Eleven Japan plans a joint retail-media companynews.yahoo.co.jp

  M&A

  Seven-Eleven Japan announced a planned retail-media venture with Dentsu and CyberAgent to use purchasing data, artificial intelligence, applications and store digital signage for targeted promotion and measurement.

• 2025

  Seven & i announces planned IPO of North American convenience subsidiary[4]Seven & i Holdings announces North American IPO and capital initiativesprnewswire.com

  M&A

  Seven & i said it intended to pursue a public offering of Seven-Eleven, Inc. in North America by the second half of 2026 while retaining a majority stake. The plan was presented as a way to sharpen strategic focus and unlock capital for shareholder returns; it concerns the North American business rather than the Japanese operating company.

• 2025

  Seven-Eleven Japan changes president from Fumihiko Nagamatsu to Tomohiro Akutsu[3]Seven-Eleven Japan company profilesej.co.jp

  Leadership change

  Seven-Eleven Japan appointed Tomohiro Akutsu as representative director and president, following Nagamatsu’s tenure. The change placed a product and operating specialist at the head of the Japanese convenience-store business.

• 2024

  Alimentation Couche-Tard submits acquisition proposal for Seven & i Holdings[6]Alimentation Couche-Tard acquisition proposal coveragebbc.com

  M&A

  The Canadian convenience-store operator proposed acquiring Seven & i Holdings, the parent of Seven-Eleven Japan. The approach focused attention on the strategic value of the group’s convenience-store assets and was treated by the Japanese side as undervaluing the company before subsequent proposals and discussions.

• 2022

  Seven-Eleven Japan enters the retail-media business[9]Retail-media business begins using the Seven-Eleven applicationnikkei.com

  Product launch · Campaign

  The company established a specialist retail-media function and began planning targeted advertising and discount coupons within its application, using customer purchasing data and an expanding registered-user base.

• 2022

  Seven-Eleven Japan uses YouTube advertising to promote hot snacks[28]Seven-Eleven Japan uses YouTube advertising to promote hot snacksryutsuu.biz

  Campaign · Other

  The company presented a YouTube advertising case involving targeted promotion of hot-snack products, including spicy fried chicken.

• 2022

  Seven-Eleven Japan tested paid advertisements in its application[9]Retail-media business begins using the Seven-Eleven applicationnikkei.com

  Campaign · Other

  A pilot program placed manufacturer advertising in the Seven-Eleven application, linking promotions with purchasing behavior and coupons.

• 2019

  Seven-Eleven Japan enters Okinawa[1]Seven-Eleven Japanen.wikipedia.org

  Other

  The company opened its first Okinawa stores, completing its presence in all 47 prefectures of Japan.

• 2019

  Seven-Eleven completed its entry into Okinawa[23]Complete national store coverage through Okinawa entryfly-edge.co.jp

  Product generation · Other

  The brand entered Okinawa with a coordinated opening of multiple stores, completing its presence across Japan’s 47 prefectures.

Showing the 10 most recent.

1. 1Seven-Eleven Japanen.wikipedia.org
2. 2Seven-Eleven Japan official websitesej.co.jp
3. 3Seven-Eleven Japan company profilesej.co.jp
4. 4Seven & i Holdings announces North American IPO and capital initiativesprnewswire.com
5. 5Seven-Eleven Japan historical overviewthe-shashi.com
6. 6Alimentation Couche-Tard acquisition proposal coveragebbc.com
7. 7Seven-Eleven Japan Japanese articleja.wikipedia.org
8. 8Toshifumi Suzukija.wikipedia.org
9. 9Retail-media business begins using the Seven-Eleven applicationnikkei.com
10. 10Seven-Eleven retail-media strategyxtrend.nikkei.com
11. 11Seven-Elevenja.wikipedia.org
12. 12Toshifumi Suzukija.wikipedia.org
13. 13Ryuichi Isakaja.wikipedia.org
14. 14Seven-Eleven Japan retail-media coveragebusiness.nikkei.com
15. 15Google case study: Asa Seventhinkwithgoogle.com
16. 16Seven-Eleven Japan Twitter campaign case studymarketing.x.com
17. 17Point-of-sale system is introducedkotobank.jp
18. 18Ito-Yokado gains control of Southlandja.wikipedia.org
19. 19U.S. parent becomes a Japanese subsidiaryparadigm-shift.co.jp
20. 20National Japanese coverage completedfly-edge.co.jp
21. 21Near and convenient service propositionadvate.co.jp
22. 22Regional and international food fairssendenkaigi.com
23. 23Complete national store coverage through Okinawa entryfly-edge.co.jp
24. 247pay mobile-payment failureen.wikipedia.org
25. 25Franchisee and operating-hours disputesjftc.go.jp
26. 26North American listing plan is delayednikkei.com
27. 27Seven-Eleven Japan plans a joint retail-media companynews.yahoo.co.jp
28. 28Seven-Eleven Japan uses YouTube advertising to promote hot snacksryutsuu.biz