Proposals for improving management..
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...)
- Reviewing the cafeteria pricing system and introducing dynamic pricing.
Currently, there are two categories: "non-university price" and "member price." Consider revising this to two categories: "cafeteria money user price" and "other user price." With the advancement of digital payments, the use of credit cards and transportation IC cards by members is expanding. However, these payments have the disadvantage of levying a portion of sales as fees. Therefore, limiting discounted prices to cafeteria money can prevent loss of profits due to fees.
Also, consider introducing "dynamic pricing," which increases prices during peak periods. For students, the second or third period is often the free period, so this should allow for a certain degree of dispersion of usage.
- Selling highly profitable "University of Tokyo-exclusive menus" and limited-edition merchandise sets targeted
at tourists. While non-university tourists frequently visit the University of Tokyo, they should be viewed as a business opportunity rather than a nuisance that causes cafeteria congestion. They seek the unique experience of dining at the University of Tokyo cafeteria, and their budgets are likely significantly higher than those of general users. Therefore, we suggest strengthening the "high-priced menu for tourists" by adding limited-edition items like Akamon Ramen to the current seafood bowl stand (by prohibiting non-university visitors from using the general menu). In this case, we would compare it with nearby restaurants, whose average dining cost is well over 1,000 yen, so further price increases would be acceptable. Furthermore, we could further increase added value by selling limited-edition University of Tokyo merchandise as a set or as a souvenir.
- Partial withdrawal from purchasing business; focus on electronics and real estate.
We recognize that the purchasing business, with its low margins and high volume, is a sector that is not particularly profitable among the co-op's businesses. From a user's perspective, we also recognize that purchasing is more expensive than nearby convenience stores and supermarkets along Hongo Street. Therefore, we suggest withdrawing from the low-margin grocery and stationery businesses and adopting a method of recruiting other businesses and charging rental fees for their space. Furthermore, I believe that the strength of university co-ops in the purchasing business lies in their "closeness to students" rather than price, so why not focus on the high-priced electrical appliances and housing center businesses, where they can expect to demonstrate their unique strengths through continued 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
