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  • July 2005 (Revised February 2011)
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Tanpin Kanri: Retail Practice at Seven-Eleven Japan

By: Rajiv Lal and Arar Han
  • Format:Print
  • | Pages:17
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Abstract

Toshifumi Suzuki, chairman and CEO of Seven and I Holding Co., was widely credited as the mastermind behind Seven-Eleven Japan's spectacular rise. Although Seven-Eleven Japan began as a small licensee of U.S. convenience store chain 7-Eleven, Inc. (then Southland Corp.) in 1974, it grew to become the highest grossing retailer in Japan, eclipsing its then-parent Ito-Yokado's sales. By 2005, it also owned a controlling stake in 7-Eleven, Inc. Over the years, Suzuki's emphasis on fresh merchandise, innovative inventory management techniques, and numerous technological improvements guided Seven-Eleven Japan's rapid growth. At the core of these lies Tanpin Kanri, Suzuki's signature management framework.

Keywords

Framework; Growth and Development Strategy; Management Practices and Processes; Demand and Consumers; Distribution; Logistics; Technology; Retail Industry; Japan

Citation

Lal, Rajiv, and Arar Han. "Tanpin Kanri: Retail Practice at Seven-Eleven Japan." Harvard Business School Case 506-002, July 2005. (Revised February 2011.)
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About The Author

Rajiv Lal

Marketing
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Related Work

    • March 2011
    • Faculty Research

    Seven-Eleven Japan: The Tanpin Kanri Retail Practice

    By: Hirotaka Takeuchi and Carin-Isabel Knoop
Related Work
  • Seven-Eleven Japan: The Tanpin Kanri Retail Practice By: Hirotaka Takeuchi and Carin-Isabel Knoop
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