STRATEGY FOR SEVEN &, I
How , to force Couche-Tard up? Miss the , Seven &, i’s classification of being” key” to Japan’s national protection. The event rests on price.
The good news is that Seven &, i has the right plan: Focus on pleasure businesses and increase worldwide, jettisoning different styles. With the visit of an independent plan committee, chair split from the chief executive officer position, and a , governance has improved. These developments came as a result of ValueAct Capital’s campaign force.
What is left is to give customers trust in the shipment. The organization sent mixed emails in April, with contrasting comments on the future of its shops giving the impression , of domestic dispute. The company then says it has “actionable strategies” to access value.  , Time to show, never tell.
The rapid get would be to buy all non-core investments. Compared to the initial public offering the company is considering, a simple return from superstores may be quicker and simpler. A near-50 per cent interest in Seven Bank, with a US$ 2.4 billion industry capitalisation, may command a premium price.
Seven &, i , could also declare fast moves to slope up cost-cutting at 7-Eleven in the US. Even with low-margin gas sales, its profitability is far below that of the Japanese company.
Given the trajectory of the property under his leadership, CEO Ryuichi Isaka properly struggle to get over investors. It’s hard to change management in the middle of a pay situation, but the board was at least connect management’s pay , much more tightly to rapid implementation of the strategy.
Maybe there’ll be no deal and history wo n’t happen. If the only reason is that Couche-Tard was unwilling to pay a full and fair price, good.