On December 25, during the evening when many families were preparing to celebrate Christmas, one Seven-Eleven convenience store made headlines for its innovative approach to handling leftover Christmas cakes. Instead of simply marking down the prices as is customary, the store introduced a playful twist: customers could purchase the cakes at half price by winning against the cashier in rock-paper-scissors.
This unique sales tactic attracted attention as customers lined up to try their luck. A sign at the register humorously indicated, “If you win rock-paper-scissors, it’s half off!” Adding to the fun, the sign cleverly noted, “Just between you and me, the cashier will only choose ‘rock’.” Such humorous commentary added to the light-hearted environment of the store.
According to former Lawson buyer and consumer economics analyst Hiroaki Watanabe, the store likely informed its headquarters about the unique strategy beforehand. “While the store's initiative reflects its independent judgment, it’s probable they communicated these plans to the corporate office,” said Watanabe. He mentioned the delicate balance franchise stores maintain when trying to implement unconventional strategies within the confines of corporate guidelines.
Generally, corporate franchises discourage significant deviations from standard operations. “Typically, convenience store headquarters might not look favorably on such moves by franchise stores,” Watanabe noted, which must operate under strict corporate oversight.
Franchise locations often contend with specific rules concerning pricing strategies. If one store sells the same item for less than another, it could negatively impact the chain's overall profits. “Stores must also be careful to maintain price consistency within the chain to avoid eroding overall profit,” he added. This observation speaks to the central challenge many convenience stores face: balancing individual store autonomy with the need to uphold brand integrity across multiple locations.
Watanabe offered some insight on the autonomy of franchise stores, noting, “Despite the challenges, customers likely appreciated the half-price cakes, indicating the strategy's success.” The excitement around this playful sales method may reflect consumers’ desire for engagement, particularly during the festive season.
Yet, the question remains: how often do franchise outlets truly get the opportunity to experiment with pricing strategies or sales methods independently? Watanabe suggested, “There’s little room for franchise stores to conduct their initiatives due to overwhelming day-to-day operational demands.” The regulator environment, combined with the resiliency of customer expectations, makes experimenting with unique sales approaches challenging.
This case reinforces the notion of the struggle many franchise stores experience, balancing operational demands with innovative strategies to engage their customers. The Seven-Eleven story serves as proof of how creativity can flourish even amid regulatory constraints, offering valuable lessons for franchise operations across the board.
Overall, what started as a seasonal necessity turned out to be not just successful at unloading inventory but also became a memorable event for customers at the store, with many likely heading out with cakes and smiles.
