« 西川社長続投 理解得られぬ甘い「けじめ」 | トップページ | 社説:コンビニ排除命令 大量廃棄も考え直そう »

2009年6月24日 (水)

セブンイレブン―捨てない仕組みをめざせ

--The Asahi Shimbun, June 23(IHT/Asahi: June 24,2009)
EDITORIAL: Seven-Eleven under fire
セブンイレブン―捨てない仕組みをめざせ

One of the main retail revolutions in the postwar era is the advent of the convenience store business, which has grown by leaps and bounds. The hugely successful business model has apparently reached a major turning point, however.
 戦後最大の流通革命のひとつに入るのが、コンビニエンスストアの普及だ。そのビジネスモデルが、大きな転換点を迎えた。

On Monday, the Fair Trade Commission ordered Seven-Eleven Japan Co., the operator of the nation's largest convenience store chain, to put an end to its unfair business practices. According to the antitrust watchdog, Seven-Eleven put pressure on franchisees to stop them cutting the prices of perishable food items like bento box lunches and onigiri rice balls when their expiration dates approach.
 公正取引委員会がコンビニ最大手のセブン―イレブン・ジャパンに対して排除措置命令を出した。売れ残りそうな弁当やおにぎりを値引き販売している加盟店のオーナーに、不当な圧力をかけて値引きを妨げたというのだ。

Under the Anti-Monopoly Law, the owners of stores belonging to a franchise chain like Seven-Eleven are entitled to determine the prices of individual products sold at their outlets. The FTC concluded that Seven-Eleven abused its dominant bargaining position to trample on the franchisees' right.
 独占禁止法上、セブンのようなフランチャイズ・チェーンでは、個々の商品の売値の決定権は店のオーナーにある。セブンは取引上の優越的な地位を笠に着て、オーナーの権利を踏みにじった、と公取委が断じたのだ。

Restricting discount sales at outlets has actually been common practice among major convenience store chains, including Seven-Eleven's main rivals. The FTC's action against the industry leader is likely to have a huge impact on the future of the sector.
 値引き制限は、セブン以外の大手コンビニでも当然とされてきた。今回の改善命令は、業界の今後のあり方に大きな影響を及ぼすだろう。

Behind Seven-Eleven's alleged antitrust violation is its business model in which products not sold at their marked prices are dumped. This results in a huge amount of unsold perishables. From the viewpoint of consumers, the case has raised serious questions about the merits of such a system.
 消費者の視点からこの一件を見れば、問われているのは値引き制限の背後に隠れた「定価販売と大量廃棄を前提にしたビジネスモデル」がこのままでいいのか、ということになる。

An unusual method is used to calculate profits and losses for most convenience stores. The franchiser deducts a certain percentage of the profits from the sales at its chain stores as royalties, which are listed as "charges."
 多くのコンビニで特異な損益計算方法がまかり通っている。コンビニ本部は、加盟店の売り上げに伴う利益の一定比率を「チャージ」などと称して天引きする。

The problem is that franchisees effectively have to bear the cost of unsold items. In short, the operator of a convenience store chain doesn't take on the risk of unsold products nor covers any of the losses from such leftovers while taking a percentage off their profits from actual sales.
売れ残り品はどうなるか。これは事実上、仕入れ原価で加盟店オーナーが買い取り、廃棄している。つまり、コンビニ本部は売れ残りのリスクや損失は負担せず、売れた品物だけから上前をはねる構図だ。

For the chain operator, which wants to maximize its profits, it is far more important to ensure that no item is out of stock when a customer comes to buy it. That far outweighs the amount of unsold perishables that need to be thrown out. So the franchiser puts pressure on franchisees to always be well-stocked, fully aware that this business approach increases the risk of items having to be thrown out.
 コンビニ本部ができるだけ多くの利益を確保しようとすれば、売れ残りの危険よりも、「客が来ても欲しい品物がない」という欠品の方が重大な問題になる。そこで、常に多めの仕入れをするよう加盟店に圧力をかけ、結果的に廃棄されることを承知の上で、売れ残りを増やしても顧みない。

It is estimated that the average value of goods unsold and disposed of at Seven-Eleven stores is equivalent to about 3 percent of sales.
 加盟店の標準的な廃棄額は売上高の3%程度といわれる。

Store owners who regard this system as wasteful criticized the chain operator for putting pressure on them to stock to excess. Some of them say Seven-Eleven officials told them to regard the disposal of unsold goods as investment or to abandon their scruples.
心を痛めるオーナーからは、コンビニ本部が「廃棄は投資と考えよ」「人間の心は捨ててくれ」とまで言って過大な仕入れを求めた、と悲痛な声もあがる。

Most consumers have been enjoying the convenience of the around-the-clock operations of these ubiquitous small markets without recognizing the seamy side of the business. Could convenience stores continue doing business in their current way if, for instance, they put up posters at their checkout counters, honestly informing customers of the total value of goods discarded every month?
 24時間いつでも買い物ができる便利さを味わってきた私たち消費者は、このような暗部への認識が薄かった。だが、例えば、各店舗のレジに「当店は月間○○万円分の商品を廃棄しています」と正直に掲げて、これまで通りに商売が成り立つだろうか。

Seven-Eleven should disclose accurate information about how much goes to waste. The public should be told the total value and quantity of perishables that are thrown out at the chain's 12,000 stores nationwide. Seven-Eleven should also explain how many people could be fed with that amount. The company also needs to clarify how it intends to deal with this problem and thereby fulfill its social responsibility.
 セブンは廃棄の実態を公表すべきだ。全国1万2千店で総額いくらか、総量で何トンか、それで何人分の食事を賄えるのか、などを知りたい。社会的責任を含め、廃棄とどう向き合うかについても姿勢を示す必要がある。

Discount sales should be seen as a worthwhile proposal. It would allow franchisees to reduce the amount of unsold products that must be discarded. It is clearly time for Seven-Eleven to change its ways.
 値下げ販売は、売れ残り=廃棄を減らす観点からの加盟店オーナーの有力な提案である。今度はセブンの本部が変わる番だ。

|

« 西川社長続投 理解得られぬ甘い「けじめ」 | トップページ | 社説:コンビニ排除命令 大量廃棄も考え直そう »

01-英字新聞(読売)」カテゴリの記事

コメント

コメントを書く



(ウェブ上には掲載しません)




« 西川社長続投 理解得られぬ甘い「けじめ」 | トップページ | 社説:コンビニ排除命令 大量廃棄も考え直そう »