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☆ 7-Eleven is at the center of a multibillion-dollar bidding war
▼ + stars: | 2024-11-24 | by ( Katherine Tangalakis-Lippert | ) www.businessinsider.com time to read: +3 min

AdvertisementSeven & i Holdings, owner of 7-Eleven stores, is at the center of a three-way bidding war. Japan-based Seven & i Holdings, owner of the iconic global chain of 7-Eleven convenience stores, is at the center of an intensifying bidding war, multiple outlets reported. The 7-Eleven chain was founded in 1927 in Dallas, per The Journal. It was originally called the Southland Ice Company but was rebranded in 1946 to be called 7-Eleven based on its hours of operation. Representatives for Alimentation Couche-Tard and 7-Eleven did not immediately respond to requests for comment from Business Insider.

Persons: Alimentation, Tard, Ryuichi Isaka, Junro Ito, Ito, Masatoshi Ito, Junro, —, Yokado Organizations: Holdings, Street Journal, i's, Seven, Bloomberg, Southland Ice Company, Business Locations: Canadian, Japan, Quebec, Dallas

☆ 7-Eleven's parent company cuts full-year earnings forecast, presses ahead with restructuring
▼ + stars: | 2024-10-10 | by ( Anniek Bao | In | ) www.cnbc.com time to read: +2 min

A customer is seen inside a 7-Eleven convenience store along a street in central Tokyo on September 9, 2024. The company slashed its profit forecast for the fiscal year ending February 2025 and now expects net income of 163 billion yen ($1.09 billion), a 44.4% reduction from its prior forecast of 293 billion yen. The reduction comes as it reported first-half net profit of 52.24 billion yen on 6.04 trillion yen in revenue. While sales came in higher than forecast, profits significantly below its own guidance for 111 billion yen. The company noted it recorded a charge of 45.88 billion yen related to its spin-off of Ito-Yokado Online Supermarket.

Persons: Ito, Canada's Alimentation Organizations: Holdings, Japan's Foreign Exchange, Foreign Trade Act, & $ Locations: Tokyo, Japan

☆ 7-Eleven spin-off would jeopardise growth, CEO says, pushing back at ValueAct
▼ + stars: | 2023-05-05 | by ( Ritsuko Shimizu | ) www.reuters.com time to read: +2 min

TOKYO, May 5 (Reuters) - A spin-off of 7-Eleven would jeopardise the convenience store chain's future growth by cutting it off from its parent's strength in the food business, the chief executive of Japan's Seven & i Holdings Co Ltd (3382.T) told Reuters. ValueAct has long been critical of Seven & i's conglomerate structure, calling for a spin-off of the 7-Eleven chain or for a sale of the entire company, but Isaka said that would not be in the chain's best interests. "The risk and probability of 7-Eleven Japan's growth coming to a halt would be very high if the company's product development resources were to be cut off," he said. In April, ValueAct ratcheted up the pressure on the company, calling for Isaka's departure and saying he was responsible for a "flawed strategy". Isaka said 7-Eleven is reliant on staff and know-how from Seven & i's supermarket businesses, such as Ito-Yokado, in developing products for its "Seven Premium" private brand.

"We think the company should spin off 7-Eleven and that this could help close the valuation discount," Artisan Partners Associate Portfolio Manager Ben Herrick, told Reuters. Investors, including Artisan Partners, ValueAct and a domestic institutional investor contacted by Reuters that is not permitted to discuss its views publicly, are blaming Seven & i's stagnant share price on management's attachment to a conglomerate structure. SPIN-OFF PROPOSALThree months ago, ValueAct proposed a tax free spin-off of 7-Eleven, via a listing on the Tokyo Stock Exchange in roughly one year. One investor said 7-Eleven, the company's crown jewel, will stop shining brightly unless it is spun off. A source said Seven & i president Ryuichi Isaka is one of the board members ValueAct wants to replace.

☆ ValueAct questions Seven & i strategy, pushes 7-Eleven spin-off
▼ + stars: | 2023-04-02 | by ( Svea Herbst-Bayliss | ) www.reuters.com time to read: +2 min

A representative for the company was not immediately available for comment and ValueAct declined further comment beyond the letter. Last month Seven & i signaled a "continuation of its status quo conglomerate structure," which confused and disappointed markets, the letter said. Now ValueAct wants answers to nine key questions when the company reports earnings this week. Does the board understand how frustrating the conglomerate structure is to shareholders and has it evaluated the conglomerate discount, the investment firm asked. The spin-off could be completed through a listing on the Tokyo Stock Exchange in roughly a year, ValueAct said earlier.

☆ Exclusive: ValueAct seeks to oust four directors of Seven & i
▼ + stars: | 2023-03-24 | by ( Svea Herbst-Bayliss | ) www.reuters.com time to read: +2 min

March 24 (Reuters) - ValueAct Capital informed Seven & i Holdings (3382.T) on Friday it would lobby to remove four directors from the Japanese's convenience store operator's 14-member board, citing "a failed corporate strategy." ValueAct, which owns a 4.4% stake of Seven & i, had called on the company's management in January to spin-off of its 7-Eleven convenience store chain. The letter did not state how ValueAct will seek to oust the four directors, whom it did not publicly identify. ValueAct, which is led by Mason Morfit, won a board seat earlier this year at cloud computing company Salesforce (CRM.N). Six new directors joined Seven & i's board last year.

Hong Kong/Tokyo CNN —Masatoshi Ito, the Japanese billionaire who turned 7-Eleven convenience stores into a global empire, has died aged 98, closing the chapter on one of Asia’s most storied retail entrepreneurs. A 7-Eleven convenience store in Japan's Kanagawa Prefecture, on January 9, 2023. So, how did 7-Eleven become synonymous with the Japanese convenience store culture as we know it today? He renamed the company Ito Yokado and started running the business like a US supermarket. Ito Yokado was renamed Seven & I Holdings in 2005, and Ito remained its honorary chairman until his death.

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