Toshifumi Suzuki, Chairman and CEO of Seven and I Holding Co., has been widely credited as the mastermind behind Seven-Eleven Japan’s spectacular rise. Although Seven-Eleven Japan began (then Southland Corp.) in 1974, it grew to the highest grossing retailer in Japan to be the shadow of its former parent company Ito-Yokado as a small licensee of U.S. convenience store chain 7-Eleven, Inc. sales. Until 2005, it also owned a controlling interest in the 7-Eleven, Inc. Over the years, Suzuki emphasis on fresh goods … Read more »

Toshifumi Suzuki, Chairman and CEO of Seven and I Holding Co., has been widely credited as the mastermind behind Seven-Eleven Japan’s spectacular rise. Although Seven-Eleven Japan began (then Southland Corp.) in 1974, it grew to the highest grossing retailer in Japan to be the shadow of its former parent company Ito-Yokado as a small licensee of U.S. convenience store chain 7-Eleven, Inc. sales. Until 2005, it also owned a controlling interest in the 7-Eleven, Inc. Over the years, Suzuki emphasis on fresh produce, innovative inventory management techniques, and numerous technological improvements Seven-Eleven Japan led the rapid growth. At the heart of this lies Tanpin Kanri, Suzuki signature management framework.
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Rajiv Lal,
Arar Han
Source: Harvard Business School
17 pages.
Publication Date: Jul 12, in 2005. Prod #: 506002-PDF-ENG
Tanpin Kanri: Retail Practice at Seven-Eleven Japan HBR case solution