Q:
I recently heard the news that the University of Tokyo Co-op's management is deteriorating, so I thought I'd offer some ideas for improving management from the perspective of a user (although this is just the ramblings of an outsider who has nothing to do with the organization...)
- Review of the cafeteria pricing system and introduction of dynamic pricing
Currently, there are two classifications: "non-university user price" and "union member price." How about revising this to two classifications: "cafeteria money user price" and "other user price"? With the advancement of digital payments, the use of credit cards and transportation IC cards by union members is expanding, but these payments have the disadvantage of a portion of the sales being collected as a fee. Therefore, by limiting the use of discounted prices to cafeteria money, it is possible to prevent the loss of profit due to fees.
In addition, the introduction of "dynamic pricing," which raises prices during peak hours, should also be considered. In the case of students, there are patterns where either the second or third period is free, so some degree of distributed use should be expected.
- High-profit "University of Tokyo limited menu" and limited goods set sale targeting tourists
The University of Tokyo is often visited by tourists from outside the university, but rather than being seen as a nuisance that causes congestion in the cafeteria, it should be seen as a business opportunity. What they are looking for in the cafeteria is the unique experience of eating and drinking in the University of Tokyo cafeteria, and their budget is likely to be significantly higher than that of general users. Therefore, how about strengthening the "high-priced menu for tourists" by adding limited menu items such as Akamon Ramen to the current seafood rice bowl stand (for example, prohibiting non-students from using the regular menu)? In this case, the comparison point would be nearby restaurants, and the average price of meals at these places is well over 1,000 yen, so further price increases should be acceptable. In addition, it might be possible to further increase added value by selling sets of University of Tokyo limited goods or including them as souvenirs.
– Partial withdrawal from the purchasing business and concentration on the electronics and real estate businesses
We recognize that the purchasing business, which involves high volume sales with low profit margins, is a sector that is not generating much profit within the cooperative's business. From the user's perspective, purchasing is perceived as more expensive compared to nearby convenience stores and supermarkets along Hongo Street. Therefore, how about withdrawing from the low-profit food and stationery businesses and changing to a method of soliciting other businesses and collecting store rental fees? Furthermore, I believe that the strength of university cooperatives in the purchasing business lies more in their "closeness to students" than in their pricing. Therefore, I suggest they focus on the high-priced electrical appliance and housing center businesses, where they can leverage their unique strengths through continuous support.
A:
We are pleased to receive your proposals for improving management. Reducing credit card fees by concentrating the use of Co-op Money. Setting prices by time of day and selling merchandise sets. Catering to tourists. There are many key points, such as streamlining operations, that we empathize with. Starting in March, we will begin charging non-members for purchasing. We believe that incorporating your opinions and creating an environment for sound management and reinvestment will lead to improved service. At the general meeting to be held in May, we will report on future initiatives, such as formulating a mid-term plan and approving budget policies, and hold a Q&A session. We appreciate your continued participation in Co-op management
