NEW YORK — Seven & i Holdings plans to vigorously boost its global growth in 2026 by strengthening its value offer, expanding digital and last-mile services, enhancing food leadership, and tightening cost controls, President and CEO Stephen Hayes Dacus said in a New Year’s Address to employees this week.
“In this environment, our customers are becoming increasingly value-conscious,” Dacus said, citing persistent inflationary pressures across markets. “They are thinking more carefully about where and how they spend their money and are becoming more selective about what they purchase, as they balance rising prices with their everyday needs.”
Dacus acknowledged that global retailers face increased uncertainty, citing geopolitical risks and the rising frequency and severity of natural disasters that can disrupt stores, supply chains, and communities. Still, he said the parent company of 7-Eleven is well-positioned to compete and grow.
“Against this backdrop, our strong product development capabilities, our unparalleled store network and our powerful partnerships with franchise owners and business partners are significant strengths,” he said. “Above all, the dedication of our employees, who engage with our customers every day, is our greatest competitive advantage and the key to winning in a challenging environment.”
Looking ahead, Dacus said Seven & i’s objective is to become the customer’s first choice for convenience “anywhere, anytime,” with a clear set of priorities guiding execution. “To accelerate our global growth, we will focus on four key areas: delivering value that exceeds our customers’ expectations, strengthening digital convenience and the last-mile experience, advancing our food leadership, and cost control,” he said. “To achieve this, we must be fully committed and maintain an unwavering focus on our customers’ perspective in everything we do.”
A central theme of the address was the need to embrace change, both operationally and culturally. Dacus returned to the company’s founding principles, emphasizing “trust and sincerity” and a willingness to adapt as essential to long-term success. “Embracing change means constantly anticipating change, getting ahead of customers and creating new experiences and behaviors,” he said. “This is leadership. This is how 7-Eleven became what it is today. And this is how we will define the next chapter of our history.”
That mindset also applies internally, Dacus added, as Seven & i works to align its global organization around a shared culture. “To be a trusted brand that can grow globally, we need a shared culture,” he said. “With this in mind, we are redefining what it means to be 7-Eleven as a global brand and driving the cultural transformation needed to accelerate our global growth.”
Dacus described the upcoming year as a crucial moment for the company. “2026 will be a turning point for our company,” he said. “Together, as one global team, we will deliver the transformation that defines our next decade of growth.”
Seven & I has previously outlined ambitious expansion plans as part of its long-term strategy, including opening roughly 1,000 new convenience stores in Japan and about 1,300 in North America through fiscal 2031. Last year, while discussing the growth plan, Dacus said change was necessary to position the company for the future. “It is extremely important that we undergo changes now,” he said at the time. “We will change the way we run our business from the very beginning.”
