The "Convenience Store of the Future" Is Built on People and Technology: What We Saw at Expo 2025 Osaka [Part 2]
At the Osaka Expo, we caught a glimpse of what a "convenience store of the future" might look like. But it also became clear that technological innovation alone isn’t enough to shape the future. We must be even more mindful of the environment—a reality we can no longer ignore.
In this second part, we take a deeper look at the future of convenience stores through the lens of customer service and franchise management.
Will it be technology or people that support the "convenience store of the future"?
The people who appeared in the first part of the interview will exchange their views on the future that lies beyond the intersection.
Redefining Hospitality: 7-Eleven in 2030
—In Part 1, Yamazaki mentioned, "the way we sell can still change." That idea likely applies to how to approach customer service itself. Did the Expo store give you any insights into the future of customer service?
Taki
Yes, we implemented newme, a remote customer service robot. It’s controlled from a remote operation room inside the NTT Pavilion, and it allows for customer interaction as if the robot is physically walking through the store. It’s not quite teleportation—but it certainly feels like a futuristic form of service!
Remote customer service via newme makes "face-to-face" interaction possible, even from a distance.
Nagata
What stood out to me was the aerial display* system. It was only installed at the West Gate store at the Expo, and when used, it projects a floating screen into the air.
The interface is just like a self-checkout, but the floating visuals give it a futuristic vibe. Customers were amazed, saying things like, "The screen is floating!" or "This is a register?" While it may not be "customer service" in the traditional sense, it certainly represents a new kind of experience.
*Aerial displays have also been introduced at select 7-Eleven stores in the Tokyo metropolitan area.
Shima
Creating an exciting atmosphere is part of hospitality, too. At this Expo store, people were taking photos even before stepping inside and capturing the signage and displays on the store’s glass façade.
If we could incorporate that kind of visual engagement into regular stores, it might transform the way we think about retail spaces.
Storefront of the West Gate store
Digital signage on the storefront displayed works by students who won the 7-Eleven Prize in the 2024 SDGs National Children's Poster Contest.
A Future Shaped by People and Technology
—Designing immersive spaces can transform the customer experience. While it’s unclear whether Expo-style stores will spread nationwide, even changes in appearance could bring in new customers. That would surely be a great future for franchise store owners.
Shima
(In Part 1,) We talked about fast food, and this store offered more than just fried items—we also served cookies and Japanese sweets prepared on-site. These were especially popular with younger customers.
At regular stores, one of our challenges has been declining interest from younger demographics. But with the right concept, we can better meet their needs. When younger customers express interest, it opens up opportunities for new product lines—which in turn supports our franchisees.
Freshly made Japanese and Western sweets prepared in-store.
Atarashi
It’s our job to provide effective promotion and streamline operations. We also want to support franchisees by addressing labor shortages with technology wherever possible.
Adachi
The newme robot, as Taki mentioned, doesn’t require someone to physically stand at the counter. That opens up opportunities for people who may have difficulty standing for long hours. It’s a great example of how technology can help address staffing challenges.
That said, technology alone isn’t enough. We need to ensure that new systems don’t place extra burdens on franchise owners. Ongoing communication is key to finding solutions that work for everyone.
Yamazaki
As everyone has said, our headquarters aims to grow alongside our franchisees as true partners. But environmental initiatives often come with high costs, making it hard to ensure profitability. Still, these efforts are crucial—not only for the 7-Eleven brand image, but for our lives as individuals.
The goal is to remain profitable while staying environmentally conscious. And that requires more than just new products—it requires rethinking how we generate profit. I believe our Expo experience offers valuable insights in that direction.
Our Vision for What Lies Ahead
—Listening to you all, it’s clear that each of you experienced some form of transformation through your work at the Expo. As we return to our regular routines, how do you plan to carry this experience forward?
Adachi
Both the Pavilion and our 7-Eleven store operations rely on partnerships with countless vendors and stakeholders. At the Expo, I issued over 1,000 access passes for related parties. It really drove home how much collaboration it takes to make something like this possible.
This experience motivates me to keep pushing forward with new challenges.
Shima
With about 20 years left in my career, I’m ready to take on new challenges in new fields. I’d love to help shape the vision for 7-Eleven in 2050. On a personal note, I’m grateful for the chance to learn more about our company. How was your second year with the company, Taki and Nagata?
Taki
I really developed my communication skills through interactions with various team members supporting the store! I was also deeply involved in solving operational issues, and I hope to share those insights with our franchisees to help build even better stores together.
Nagata
It gave me a clearer picture of potential career paths. I found myself thinking, "Oh, there’s this kind of department and that kind of role too!" Like Taki, I want to use my operational experience to grow into the role of an OFC (Operations Field Counselor) and support our franchisees more directly.
Yamazaki
It was a valuable opportunity to really think about the future. In day-to-day work, it’s easy to focus only on the immediate tasks and lose sight of the bigger picture. Even after this team disbands, I want to keep thinking about what the future should look like—and bring others along for that journey.
Atarashi
As Adachi said, everything we do relies on the support of franchisees, partner companies, and colleagues. The Expo store may be gone, but the lessons and emotions we experienced will stay with us. I hope to share those insights and help shape the future ahead.
The future isn't built on technology alone—it’s built on human connection.
At Expo 2025, a place designed to envision what’s next, we rediscovered something simple, but at the same time, something easy to forget: That people are at the heart of progress.
This text has been translated using an automatic translation tool.
