お問い合わせ

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All Foundries

Isometric blue-and-white model of an energy and logistics network with a docked cargo ship, solar panels, factories, office buildings, pipes, trucks, workers, and stacked materials.

商品管理と取引

データに基づくインサイトと、セキュアで機動性の高いプラットフォームにより、グローバルな商取引を支えるトレーディングエコシステムを変革します。

Isometric illustration of a bright modern office with glass meeting rooms, people working at desks, large data dashboards, presentation screens, plants, and studio lights.

顧客とマーケティング戦略

パーソナライズされたつながりある体験を通じて顧客エンゲージメントを再構築し、信頼と長期的な価値を築きます。

Isometric 3D smart city model with white-blue buildings, cranes, power grids, map pins, and people using tablets around connected infrastructure platforms.

デジタルエンジニアリング

アイデアをスケーラブルなデジタルソリューションへと転換し、デザイン・テクノロジー・エンジニアリングの力で加速させます。

Isometric 3D model of a white-and-blue EV charging station with canopy, office buildings, small cars, delivery van, chargers, planters, and tiny people.

ステーション・スタジオ

デジタルイノベーションでモビリティハブを再定義し、移動中の人々と企業に、よりスマートでサステナブルな体験を創出します。

Isometric 3D logistics campus with white modern warehouses, blue-green accents, workers, delivery vans, a loading dock, and stacked shipping containers.

サプライチェーン＆インダストリー5.0

変化を予測し、目的を持って効率性を実現する、強靭で知的な供給ネットワークを構築します。

White-and-blue sustainable campus with solar panels, a wind turbine, EV charging stations, loading dock trucks, trees, and small groups of people.

サステナビリティ

責任あるイノベーションを推進し、組織がネットゼロ目標を達成し、将来の世代に良い影響をもたらすよう応援します。

Isometric smart factory scene with white buildings, robotic arms on assembly lines, drones, autonomous carts, workers, control screens, and a fenced power substation connected by blue paths.

Physical AI

Physical AI gives machines, robots and physical operations the ability to perceive their environment, decide what matters and act in real time. Factories, plants, stores and infrastructure become systems able to sense conditions, learn from them and improve on their own, closing the gap between the physical and the digital world.

Isometric 3D smart infrastructure scene with white roads and buildings, blue data lines linking control rooms, vans, a rail crossing, drone, workers, and trees.

Next-Gen Infrastructure

From networks as infrastructure to connected platforms that enable critical, autonomous and intelligent operations.

A man in a yellow safety vest and a woman in a business suit holding a tablet shake hands at a sunny loading dock, with wrapped pallets, a truck, and a forklift behind them.

43% more invoices per person in an automated Procure-to-Pay cycle

Purchasing teams spent hours on each invoice, and the cycle had gaps in control. NTT DATA reviewed operations, tools and the organizational model, then built a roadmap with four automation scenarios. Each person in the process now handles 43% more invoices, and the process runs with 34% fewer full-time employees.

43% more invoices per person in an automated Procure-to-Pay cycle

Two businesspeople smile across a white desk with tablets and notes in a warmly lit, upscale store office with glass displays and gold accents.

43 initiatives and an estimated 570 million pesos for a department store’s financial services

For a Mexican department store retailer, financial services were a side offering with room to grow. NTT DATA analyzed products, processes, operations and systems and designed a digital transformation plan with 43 initiatives. The plan carries an estimated impact of about 570 million Mexican pesos on EBITDA.

43 initiatives and an estimated 570 million pesos for a department store’s financial services

お問い合わせ

小売業の収益性および資本生産性

心を動かす会話

Profitable Growth & Capital Productivity

Pricing, commercial mix, monetization, financial services and working capital, governed as one execution agenda to move EBITDA, cash flow and capital returns together.

会議のスケジューリング

ポッドキャストを聴く

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Growth and profitability are no longer sequential. This conversation integrates the levers that move EBITDA, cash and capital returns at the same time and the transformation model that turns a portfolio of initiatives into a single executed plan.

WHY THIS PROFITABLE GROWTH & CAPITAL PRODUCTIVITY CHALLENGE?

From disconnected levers to one value agenda.

The leadership challenge is not a shortage of initiatives. It is deciding which combination of commercial, operational and financial moves should happen first, how much to invest and how to keep every workstream accountable to the same business outcomes.

主なメリット

A portfolio of levers that moves together

収益性の向上と最適な資本配分

Protect margin and improve EBITDA performance

Coordinate dynamic pricing, promotional effectiveness, cross-category mix and monetization around the value each decision is expected to create.

Put cash and capital productivity into the operating cadence

Manage inventory turnover and cash conversion alongside the commercial choices that influence them.

Diversify revenue beyond product sales

Develop retail media, asset monetization, vendor-funded models, store and experience monetization, and financial services with a clearer route from pilot to scale.

Turn strategy into funded execution

Prioritize the initiative portfolio, define ownership and measures, and sequence investment through a governed transformation roadmap.

NTTデータのサポート体制は？

01

Diagnose the value agenda and design the transformation model

Bring growth strategy, initiative portfolio integration, OKRs and KPIs, roadmaps and investment estimates into one decision framework.

収益性の要因分析と価値戦略

02

Optimize pricing and commercial mix

Connect dynamic pricing, promotional effectiveness and cross-category mix governance so commercial teams can act with a clearer view of margin and demand implications.

価格設定と営業利益率の最適化

03

Build monetization and new revenue models

Shape and operationalize retail media, asset monetization, vendor-funded models and store or experience monetization around viable economics and execution requirements.

店舗および顧客価値の収益化モデル設計

04

Enable strategic retail financial services

Assess how cards, credit and payments can contribute to the margin agenda, then connect the proposition to the operating model needed to deliver it.

金融サービスの成長モデルの実現

05

Improve working capital and the operating model

Link inventory and cash conversion priorities to a customer-centric operating model, with governance that keeps value delivery visible.

運転資金と在庫生産性の向上

相互に関連する収益性の要因を活用して、EBITDA、キャッシュフロー、およびリターンを向上させます

実証済みの効果

相互に関連する収益性の要因を活用して、EBITDA、キャッシュフロー、およびリターンを向上させます

重要な結果

利益率、キャッシュフロー、資本生産性における明確な改善：

EBITDAが2～5ポイント改善

価格設定、商品構成、収益化戦略の最適化により、収益性を高めつつ成長を後押しします

在庫回転率が8～15％改善

より的確に資源配分し、陳腐化を抑制することで、資本生産性と製品の流れが改善されます

キャッシュコンバージョンのパフォーマンスが5～12％改善

運転資本の最適化により、資金流動性を高め、キャッシュフロー耐性を強化

収益生産性が3～8％向上

店舗収益性、リテールメディア、顧客収益化を通じて、資産あたりの価値創出を拡大

小売のあらゆる施策から、より高い収益を引き出す

利益率とキャッシュフローを改善する

話しましょう

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