Responding to changes in consumer lifestyles and strengthening our ability to attract customers

Consumer lifestyles in the Japanese market are changing dramatically, including the growing use of e-commerce. We do not view these changes as transient, but as behavior already established and requiring a response.
Our most important KPI in mall operations is the number of visitors. While this number has been recovering steadily since the end of the COVID-19 pandemic, customer traffic has not yet returned to the levels we are looking for. To recover customer numbers, we must offer new incentives to visit malls and create new customers. We must break away from what we have taken for granted and our mindset in fundamental ways, including how we approach events and the day-to-day aspects of mall operations.

Redefining Malls to Best Suit Our Communities

To respond to changing consumer trends and strengthen our ability to attract customers, we must reevaluate and redefine the value of AEON MALL in each community.
For example, in revitalizing existing malls from a zero-based perspective, we intend to reconfigure specialty store compositions and functions to best suit the community in question. Depending on the situation, we may have to make a courageous decision not to cling too tightly to the services and functions offered currently, but rather rethink the mall itself.
In this context, the AEON Group advantage of scale, with various operating and functional companies, is a major strength for AEON MALL. If we maximize synergies through collaboration with group companies, rather than going it alone, our options for revitalization will expand significantly, allowing us to continue existing as necessary infrastructure for the community.

Utilizing Data to Create Deep Connections With Customers

To provide new experiences not bound by conventional thinking, we must first gain an accurate understanding of our customers’ needs. To this end, we are changing how we collect and use customer data. Currently, we use the AEON MALL app to collect information. By gaining a real-time understanding of the problems and requests of our customers, including customers who do not visit our malls regularly, we can apply the information quickly to our next actions.
Based on customer feedback gathered in this way, we are improving the environment in mall common areas to provide comfortable spaces and improve customer satisfaction.
For example, we are beginning to offer Mokuiku Hiroba to customers with small children. Mokuiku Hiroba is a playground within the mall where children can play in a safe and secure environment built using local natural wood. These efforts have a psychological and emotional impact on customers who feel more comfortable and stress-free when they come to AEON MALL. These feelings lead to an increase in customer traffic from customers who make visits to the mall a regular habit.

Improving Profitability by Maximizing the Existing Assets

As the number of inbound travelers to Japan continues to increase, our response to inbound demand is a business opportunity to improve profitability.
Certain of our malls near airports and tourist attractions have implemented measures in this regard. At the same time, it is quite possible that we will be able to capture further inbound demand by taking advantage of our strengths in the suburbs of outlying regions, preparing for an influx of inbound travelers to these areas.
Our network and the information obtained from opening malls nationwide is a major asset and strength. By maximizing the value of these existing assets and developing businesses rooted in each community, we will improve the profitability of the Domestic Business and achieve our goal of community co-creation.