Sushi in supermarkets: Zensho’s network across Europe and North America.

A sushi counter inside the supermarket

Someone shopping for groceries can choose sushi to take home from a counter in the same store. That is one way Zensho’s overseas takeaway business fits a meal into an ordinary shopping trip.

Franchise checkout sales and group revenue have different scopes

Hama-sushi generated slightly more sales than Sukiya

Putting takeaway alongside the dine-in businesses makes its scale easier to understand. The following figures all measure FY2026 segment revenue from external customers.

¥320.3bnGlobal Hama-sushi

¥314.5bnGlobal Sukiya

¥221.9bnGlobal Ready-Made Meals

¥320.3bnGlobal Hama-sushi

＋

¥221.9bnGlobal Ready-Made Meals

=

¥542.2bn42.9% of consolidated revenue

Choosing, processing and moving the food behind the storefront

Every selling location needs ingredients to be sourced, processed and delivered. Zensho calls its approach to planning, designing and operating those activities alongside store sales MMD, the Mass Merchandising System.

Group food-supply capabilities

1. Choose ingredients at the source

   Buyers check specifications

   Ingredients→

2. Process to sales forecasts

   Factories make and inspect quantities needed

   Processed food→

3. Manage temperature and expiry

   Logistics sites and vehicles support supply

Capabilities supporting sales

Directly operated restaurant

Examples: Sukiya, Hama-sushi

A group-operated store serves a meal

Franchise-format example

Supermarket sushi is one of several selling formats

A shopper chooses sushi at a franchisee-run outlet

Above: the group operating model. Below: examples of selling formats. Support and supply arrangements vary by brand, region and direct or franchise operation. The lines do not show a delivery route from one factory to every outlet.

Sources: MMD · Business/Brand · Securities report pp.10–11

Including franchises, about two-thirds of the network is overseas

14,947 locations

Outside Japan67.5%Japan32.5%

Most openings were overseas, but the total network shrank

Running the network also requires work after ingredients reach a store. At Sukiya, the response to a hygiene incident continued during the year.

THE VIEW AFTER THE NUMBERS

What the numbers suggest

The supermarket sushi counter reveals Zensho’s range of food-selling formats, including both direct operations and franchisees. Of Global Ready-Made Meals’ 8,970 locations, 8,102 were franchises. The number of locations and the transactions included in group revenue need to be read separately.

Hama-sushi generated slightly more revenue than Sukiya. Combining Hama-sushi and Global Ready-Made Meals gives 42.9% of group revenue, calculated from two segments’ external-customer sales. It measures neither sushi-product sales alone nor franchisees’ total checkout sales.

Behind the selling locations are companies choosing, processing and moving food ingredients. MMD connects those activities with sales as a group operating model, with arrangements varying by brand, region and direct or franchise operation. Sukiya’s continuing response to the foreign-object incident is a reminder that keeping food available requires everyday work, from procurement through hygiene at each store.