今月は、「非食品」をクローズアップした第１特集『当てにされる「非食品」』。大手５チェーンのＭＤ比較と「重点商品」、発注技術が見どころ。第２特集は「コンビニ65歳定年」。老後の収入確保、事業承継など65歳までのやるべきことをまとめました。
This month, the first feature you have close-up \"non-food\", \"be relied on\" non-food \"\". MD and comparison of five major chain \"key product\", ordering technology attractions. The second special feature \"convenience store 65 years retirement age\". We have documented what to do with up to 65 years of old age income secure, and business succession.

上昇する有効求人倍率。中でも小売業が高く、コンビニも人のやり繰りに苦
心している。未曽有の高齢化社会、そして少子化が進む中で、大学生やフリ
ーターといった融通の利く若手に頼ってばかりでは、人手不足の解消はます
ます難しくなる。
ママ・シニア・外国人―働きたくても働けない、働くきっかけがない、どう
していいか分からない、そんな働き手と共に考え、時には折り合いをつけ、
安定と成長を目指したい。
本特集では、意識調査と分析、チェーン企業の実例、活用提言、労務問題等
を取り上げている。「ママ・シニア・外国人」の積極的な活用に役立ててほしい。


コンビニはスーパーマーケットの「補完業態」と長らく言われてきた。「遠くのスーパーまで行くのが面倒」「買物は１、２品なのでコンビニで済ませたい」「深夜なのでコンビニしか開いていない」など。その一方で、高齢化社会(車が使えない)、単身世帯の増加(１人分の食事)、共働き世帯の増加(時間がない)により、コンビニをスーパーマーケットの“代替機能”として利用するお客が増えている。コンビニ・チェーン本部も、この動きに呼応して代替機能強化に努めている。

今月号ではコンビニが提供する代替機能と、その強化策をあらためて検証してみたい。折しも、フランスから1000店舗を有する冷凍食品専門店チェーンの日本１号店がオープン、コンビニエンスを軸とする新たなプレーヤーが参戦している。代替機能、さらにその先の世界を、コンビニは目指したい。

今月の第1特集は「2016年の総括と2017年の課題」。チェーン本部の成長戦略、パート・アルバイト市場、加盟店と本部の関係、日本型オム二チャネル戦略、ラストマイル問題など、を総合的に考察します。第2特集は「惣菜の売り方、見せ方、揃え方」。

今月の第1特集は「加盟店『年間計画書のつくり方』」。年末から年始にかけて、多くの加盟店で求められる年間計画書。実現可能な予算の立て方、行為計画のつくり方、従業員に納得してもらうためのコミュニケーションの在り方など、一連のプロセスを解説する。第2特集は、「お店を変える『たった一つの仕事』」。フェースアップ、挨拶、発注分担、掃除、一点突破。「たった一つの仕事」に集中することでお店を変える、考え方とプロセスを具体的に提案します。

今月号の第1特集は「今、注目の商品政策」。セブン-イレブンとファミリーマート、2社の最新の商品政策にフォーカスしました。品質にこだわるセブン、惣菜で一気に勝負をかけるファミマ。両社の最新動向を徹底分析します。
第2特集は「年末に稼ぐ『非デイリー』の売場づくり」。普段のコンビニでは、弁当やサンドイッチなどのデイリー商品の存在感が高いですが、人の動きや購買意欲が短期間で大きく変化する12月から1月にかけては、「非デイリー」の売場づくりが重要です。年末年始の「非デイリー」の攻略法をお伝えします。
第3特集は「合体して強くなるニューフォーマット」。生鮮品やドラッグなどの新部門、チェーン同士がタッグを組んだダブルブランド、店内厨房やコインランドリーなど、既存の店舗に風穴をあけるニューフォーマットの実態と可能性を探ります。



This month's top issue is “The Newest  Merchandise policy”. We focus on it of the two of  major convenience chain stores:　Seven-Eleven and FamilyMart. Seven-Eleven try to make high qualified product. On the other hand, FamilyMart concentrates their efforts to enrich their side dishes.

9月1日、ファミリーマートとサークルケイ・サンクスが経営統合した。両チェーンの合計店舗数は1万8100店。店舗数で見ると、セブンイレブン（1万8800店）に肉薄する2位となる。両チェーンの経営統合は各店にどのようなシナジー効果を生み出すのか。1店当たり年商においても追いつくほどの水準に達するのか。3位に転落したローソンの対応は。上位チェーンの戦略をレポートした。
その他、宅配弁当、移動販売などスーパーマーケット、コンビニにはない新しいサービスが広がっている。高齢化、商店数の減少による「買い物難民」と呼ばれる事態を受けて、「新世代のコンビニ」に求められる機能を解説した。

September 1 , FamilyMart and Circle K Sunkus has management integration . The total number of stores of both chains are 18,100 stores . In terms of number of stores , the second place to be thin to Seven-Eleven ( 18,800 stores ) . Management integration of the two chains is whether produce any synergies in each store . Or reach the level of about also catch up in one store banner year quotient . Lawson , which fell to third place correspondence . And report the strategy of the upper chain .
Other , home delivery lunch , supermarkets such as a mobile sales , the new service has spread not in the convenience store . Aging , in response to a situation which is referred to as a " shopping refugees " by the store decrease in the number of , and describes the functions required of the " new generation of convenience store" .

予約商材の獲得は売上向上だけでなく、固定客づくりにもつながる。店舗の営業力が試されるアクションだ。クリスマス、年末年始関連など11月、12月の年末商戦に向けて、予約商材獲得数アップのための手順とスケジュールを詳解した。
沖縄出店を発表したセブンイレブン、中国進出強化を発表したローソン。そして、サークルケイ・サンクスとの統合を機会に、「新ＦＣパッケージ」の導入を決定したファミリーマート。この新パッケージは加盟店負担の大きい廃棄ロス等の軽減を盛り込んだもの。加盟店獲得、維持の効果が期待される。こうした上位3チェーンの出店新戦略をレポートした。


Acquisition of reservation seasonal or seasonable merchandize not only increase sales , it leads to customer loyalty building . But actions that sales force of the store will be tested . Christmas , New Year -related , such as November , the end of the year in December towards the season , was discussion of the procedures and schedule for reserved merchandise medal count up .
Seven-Eleven announced the Okinawa store openings , Lawson announced the advance strengthening China . And , on the occasion of the integration of Circle K Sunkus , it has decided to introduce a " new FC package " Family Mart . This new package is one that incorporates the mitigation of such large disposal loss of merchant burden . Merchant acquiring , the effect of maintenance is expected . The opening new strategy of these top three chains were report .

盛夏はコンビニにとって、最大の稼ぎ時。だからこそ、「接客」を強化したい。スピーディな接客、ホスピタリティにあふれた接客は「また来たい店」となる。レジ上でのさりげないおススメの一言が「（カウンターＦＦ）買ってみようか」となる。リピーターづくりと客単価アップの原点は「接客」にある。主要チェーンの「接客調査」を事例に、現状と改善点を提案する。
コンビニ漫画の最新作「ＴＡＫＵＭＩ」の第2回は、「真夏の発注」。猛暑日になったときのアイス商材、清涼飲料の欠品はなぜ起きるのか。巧が発した「遅すぎる」の意味とは。


Midsummer for the convenience store , at the maximum of earnings . That's why , I want to strengthen the " customer service " . Speedy service , service full of hospitality is " also store wants to come ." Casual recommended the word on the cash register is "Do Let's bought ( Handy Delica) " . The origin of the repeater manufacturing and customer unit price up is in the " service " . A Case Study of " customer survey " of the main chain , to propose improvements to the current situation .
The latest of the convenience store cartoon second round of " TAKUMI " is , " Midsummer order " . Ice merchandize material when it becomes extremely hot day , whether the shortage of soft drinks Why get up . Takumi has issued with the meaning of " too late " is .


Midsummer for the convenience store , at the maximum of earnings.Proposed beverage , Delica, fast food(on the counter), expansion method of selling products such as seasonal merchandise, from the staple department to expand sales method at the checkout counter........

セブンイレブンが｢ハンバーグ｣を、約400円の商品に絞り込んだ。スーパーマーケット、ドラッグストア、ディスカウントストアとの価格競争にさらされるコンビニ。セブンイレブンの動きは、価格競争を一歩抜け出しクオリティ志向そのものだ。その他、チルドデザート、ビールなど高価格帯、すなわち「ハイ・クオリティ」化を進めるカテゴリーをチェーン別に詳解した。
その他、2015年度の上場チェーンの決算概要を詳解した。併せて、2016年度、各社がどのような突破口を求めているのか、出店、商品開発面から、解説した。

Seven-Eleven is the " hamburger " , narrowed down to the product of about 400 yen . Supermarket , drug store , convenience store , which is exposed to price competition from discount stores . Movement of Seven-Eleven , quality -oriented exit one step price competition but itself . Others , chilled desserts , beer , such as high-priced , was discussion that is the category to promote " high-quality " into another chain .
Others , was discussion of the Financial Highlights of listed chain of fiscal 2015 . In addition , fiscal 2016 , whether the companies are asking what kind of breakthrough , opening , from the product development side , was commentary .

ランチ、おつまみだけでなく、朝食、夕食とコンビニが取り込む需要が広がりつつある。夕食メニューから冷凍食品まで、スーパーマーケットが主力商材としてきた分野でのコンビニと取組をレポートした。１日３食３６５日をコンビニがカバーする日もそう遠くない。
突如、辞任発表を行ったセブン＆アイホールディングス鈴木敏文会長。セブンイレブンを立ち上げ、日本のコンビニ産業の生みの親とも言っていいカリスマ経営者に何が起きたのか。セブンイレブンは今後、どうなるのか。辞任会見の一部始終を掲載した。

Lunch , snacks , as well as breakfast , a growing demand for dinner and a convenience store captures certain . From the dinner menu to frozen food , Supermarket were reports the convenience store and the efforts in the areas that have been the mainstay commerce material . Also the day that from morning to dinner meals a day 365 days a convenience store to cover Not too far away .
Suddenly , Seven & i Holdings Toshifumi Suzuki Chairman was resignation announcement . Launched a Seven-Eleven , creator of Japan's convenience store industry
One of the what the parent also said good charismatic management occurred . Seven-Eleven in the future , what will happen . Posted the whole story of the resignation conference

今年９月、ファミリーマートとユニーグループが経営統合を行う。これにより、サークルケイサンクスとファミリーマート合わせた店舗数は２万店を超えることになる。店舗数ではセブンイレブンに匹敵する巨大グループの誕生は、セブンイレブンの牙城を崩すことになるのか。巨大チェーンのもたらす影響と課題をレポートした。新人従業員が増える４月に向けて、「教育」と「定着」のための３０日間戦力化プログラムを提案します。ゴールデンウィーク商戦に備えましょう。

September this year , FamilyMart and Uny group carries out the management integration . Thus , the number of stores that meet Circle K Sunks and FamilyMart will be more than 20thousands stores  . The emerge of a huge group that is comparable to Seven-Eleven is the number of stores , what will that break the stronghold of the Seven-Eleven . And reports on the effects and challenges brought about by huge chain.Towards April rookie employee increases, proposed a 30 -day strength of the program for the " education ", " fixed " . Let's prepare for the Golden Week holiday season .

「宅配」「行政サービス」「防犯ステーション」などコンビニの機能が社会インフラとして認知されている。コンビニを中心とした「生活圏」が各地にでき始めている。一方、いまだにコンビニが不足している地域があるのも事実。飽和説が言われる中で、「高齢者」視点から見ると、行きやすさ、近づき易さで、不便を強いている地域がある。「茨城県つくば」を例に「コンビニ空白」地帯の実情をレポートした。その他、春の採用シーズンに備え、採用から教育までの手順を特集した。


Function of convenience stores , such as " home delivery ", " administrative services ", " crime prevention station " has been recognized as a social infrastructure . With a focus on convenience store " living area " is beginning to be in the country. On the other hand , the fact is also still there are areas where the convenience store is missing . In the saturation theory is said , from the perspective " elderly " , go ease , at ease approaching is , there is a region that has strong inconvenience . The "Tsukuba , Ibaraki Prefecture ," reports the actual situation of " convenience store blank " area as an example. Others , in preparation for the spring of adoption season , was featured procedure to education from adoption .

今月号より新装しました月刊「コンビニ」。今月号では、全小売業態の中で成長を続ける「コンビニ」。商品開発だけでなく、ネット販売、ポイントカード、駅開発などの拠点にもなった。店舗数も増え続ける。もはや「経済圏」となったコンビニの現状と可能性をまとめた。
コンビニ店舗の運営に欠かせない「仮説」づくり。精度の高い仮説をつくるための視点と思考法を提案した。


Monthly , which was newly renovated than this issue , " convenience store" . In this issue , we continue to grow in all retail formats and " convenience store" . Not only product development , online sales , point card , it was also the base for such station development . The number of stores also continue to increase . Anymore it summarizes the current situation and the possibility of a convenience store that became the " economic zone " .
Making it is not essential to the operation of convenience stores " hypothesis" . We have proposed a viewpoint and mindset for making high -precision hypothesis .

2016年のコンビニ業界はどうなるのか？「業界再編」「人手不足」「（コーヒー、ドーナツに続く）新たな需要の芽」など山積する課題について、アナリスト、コンサルタント、会計士など各方面の専門家の視点から解決策を提示した。
11月に始動したセブン＆アイの「Omni7」。カテゴリー拡大、サービス強化を進めるAmazonに対して、全国1万8000店の強みを生かしたネット戦略の概要と可能性を解説した。


What will the convenience store industry in 2016 ? " Industry restructuring ", " labor shortage " about the challenges that abound , such as " ( coffee , following the donut ) bud of new demand " , analysts , consultants , was presented solutions from accountants , such as the point of view of each side of the experts .
" Omni7 " of Seven & I , which was started in November . Category expansion , to Amazon to promote the service enhancement , we have an overview and the possibility of a net strategy that takes advantage of the strengths of the country 18 000 outlets .

あなたの店が「お客さまから選ばれる店」になるためにはどうすればよいか。近隣の他店よりもすぐれた店になるしかない。そのためには、近隣の競合店の良さと強みを観察し、自店に取り入れることが必要だ。他店を観察する技術である「ストアコンパリゾン」を正確に学び、自店の改革につなげるためのステップを提案した。その他、直前に迫った年末商戦に向けて、最後のオペレーションチェックリストを掲載しました。各店での最終チェックに活用できます。

What should I do to your shop is " store selected from customers " . Nearby there is no choice but to become the superior store than other stores . To do so, observing the good and strong points of competing store, it must be incorporated into self- store. To learn is a technique for observing the other stores the " store comparison " accurately , we have proposed a step to lead to reform of the own shop . In addition, towards the end of the year it was approaching just before holiday season , was published at the end of the operation checklist . You can make the final check at each store .

コンビニ経営にとって、「発注」こそが最重要業務である。そして、「発注」は店員に任せること、分担することこそが、売れる売場への正攻法である。「発注分担」の手順を解説した。その他、セブンイレブン、ローソン、ファミリーマートなど主要チェーンの秋冬の商品政策をレポートした。各社のカウンターフード、デザート、さらにネット対応商品などの戦略を明らかにする。


For the convenience store business , what " order " is the most important business . And " order " can be left to the clerk , what can be shared is a straightforward to sell the sales floor . It explains the steps in the " order sharing " . Others , we have reports Seven-Eleven , Lawson , the commodity policy of the Fall of the major chains such as Family Mart . Companies of counter food , desserts , further clarify the strategy , such as online products .

年末商戦の対策を3カ月計画で提案。クリスマスケーキ、年賀状印刷、おせち料理などの季節商材の予約獲得方法。予約獲得に欠かせない接客技術の向上、目標達成に欠かせない従業員間のコミュニケーション向上などの提案をする。年末年始の商売の成否はカウンターサービスの成否で決まる、ことがよくわかる誌面です。

It proposed year-end shopping season of the measures in the three-month plan . Christmas cake , greeting cards printing , book acquisition method of seasonal merchandise such as New Year dishes . Improvement of indispensable service technology to the reservation acquisition , to the proposal , such as communication improvement among employees that are essential to achieve the targets . The success of the year-end and New Year business is determined by the success or failure of counter service , it is the well can be seen magazine .

2016年1月から「マイナンバー制度」が施行される。マイナンバーとは国民一人一人に12ケタの番号を与え、社会保険、年金、雇用など行政サービスの効率化を図るもの。コンビニ店主にとっては自分自身はもちろん、従業員の番号も管理の対象となる。店主の仕事はどう変わるのか。新制度への対応のポイントを解説した。その他、新店オープン、転職・就職シーズンが重なるために人手不足のピークとなる1月、2月に向けての募集・採用・教育のポイントを特集した。

" My number system " is enforced from January 2016 . My number is given a 12 -digit number to one person per capita and , social insurance , pension , employment , such as those that improve the efficiency of administrative services . Himself for a convenience store owner , of course , number of employees also a management target . How it does change shopkeeper of work . We describe the corresponding point of the new system . Other , new stores open , in January to a peak of labor shortage in order to overlap changing jobs , employment season , was featured point of recruitment and employment and education towards February .

コンビニ店主にとって、頼りになり、自分の代わりにもなる”右腕”の存在は不可欠。できそうで、なかなかできない”右腕”の育成を提案する。その他、チェーン名鑑15年版ではチェーン各社の企業概要（店舗数、売上高）を一挙掲載。今月からの新連載では、セブン＆アイグループ、ヤオコー、はせがわなど優良チェーンの幹部からの支持も熱い島田陽介氏による「コンビニ破壊論」をスタートさせる。

For a convenience store owner , it will rely on , the presence of even become their behalf " right arm " essential . And a can likely , we propose the development of can not " right arm " quite . Other , chain companies Corporate Profile In the chain Directory '15 version ( number of stores , sales) posted one fell swoop . In the new series from this month , Seven & i group , Yaoko Co., Ltd. , and to start the " convenience store destruction theory" by Shimada Yosuke said support also from the executives of blue-chip chain such as Hasegawa .

部門別の売り込み商品、ヒット商品の品揃えは万全でしょうか。今からでも間に合わせたい盛夏商戦のチェックポイントをもれなく解説。また、「オープンアカウント」から「オムニチャネル」まで。日常業務から旬のキーワードまで、コンビニを理解するために必要な用語と解説を１４５ピックアップ。保存版として活用できる。

Each Dept in store selling goods , or assortment of hit products would be thorough . The commentary entitled to the high summer season of checkpoint that you want to meet the deadline , even from now . In addition , from the " open account " to " omni channel" . From day-to-day operations until the season of keywords , the term describes the 145 pick-up necessary in order to understand the convenience store . It can be used as a preservation version

「中食」が変化、進化している。女性客の増加、健康志向の高まりに応えるべく、チェーン各社が「弁当」「調理めん」「惣菜」などの単品ごとの改革を進めている。原材料や製法の見直しによってレベルアップが進む「中食」の現状を解説する。
その他、ユニーグループとファミリーマートの提携により業界序列が大きく変わろうとしている「コンビニ再編」の今後を識者に意見を聞いた。

" Home-meal replacement " is a change , it has evolved . Increase of female customers , to meet the growing health consciousness , coveni-chain companies are promoting the reform of every single item , such as " lunch ," " noodles ", " side dish " . Level up is advanced by review of raw materials and production process I will explain the current situation of the " home-meal replacement ."
Other , We noted the opinion to experts the future of " convenience store restructuring " the industry ranking is about to change greatly by alliance of Uny Group and FamilyMart .

一番の心配事は「将来の売上減」、一番困っていることは「人材が集まらない」、本部に求めたいことは「経済的援助」などなど。さらに60％のオーナーが本部スーパーバイザーの支援に「満足していない」。コンビニオーナーへの緊急調査で判明した店舗経営の実態。セブンイレブンを筆頭にサービス、商品の拡大で伸び続けるコンビニ業界の悩ましい課題を明らかにし、問題解決の方向を示す。

Most of the worries " down future sales " , that the biggest problem is " not gather human resources " , that you want to find the headquarters , such as such as " financial assistance " . " Not satisfied " in a further 60 % of the owners support of headquarters supervisor . Found the store management realities in emergency survey of a convenience store owner . Service the Seven-Eleven led , the annoying problem of convenience store industry to continue growth in the expansion of trade and to reveal , to indicate the direction of problem solving .

コンビニの品揃えは、消費者の健康に対する関心をどのように反映すべきか。”少しは健康的なもの”をキーワードにコンビニが売るべき商品をドリンク、サラダ、パンなどを例に提案する。その他、コンビニだけでなく、食品スーパー、ドラッグストア、外食も競合に加わり、ますます商圏が狭まる中でのコンビニの戦い方を整理してみた。

Assortment of convenience store , how should reflect the interest in the health of the consumer . " Little　more healthy thing " we suggest the goods should sell convenience store in keyword a drink , salad , etc. as an example bread . Others , not only convenience stores , supermarkets , drug stores , eating out also joined the competition , I tried to increasingly organize the fight the way of a convenience store in the trade area is narrowed .


食パンは「日配品」ではなく「中食」なのか。ロングライフ化しつつあるサラダ類は「生鮮食品」から「日配品」へと変わりつつある。客層の広がりを受け、コンビニの品揃えと商品分類も見直しが必要になってきた。お客のニーズに合わせた品揃えと商品管理を的確に行うために、最新の販売知識をカテゴリー別にまとめた。

Bread whether it is a in the " daily delivered goods " rather than " home-meal replacement " . Salads are becoming long life of is changing to a " daily delivered goods " from the " fresh food " . In response to the spread of customer base , convenience store assortment and product classification also has become necessary to review . In order to perform accurately the customers of tailored assortment and product management needs , summarizes the latest sales knowledge by category .

ネイバーフッドストア。ローソンが掲げるこのスローガンは小商圏と即食への追及で具体化される。既存のローソン、ローソンストア100などのマルチフォーマットにより市場にきめ細かに対応する。同社の商品政策、顧客開拓などの視点から解説する。その他、独走続くセブンイレブン、業態間競争、消費の二極化、人材不足など2015年の課題を整理する。

Neighborhood store . This slogan that Lawson is listed is embodied in pursuit of the small commercial area and the convenience food . Existing Lawson , Lawson

Finely corresponding to the market by a multi- format , such as store 100 . The company's products policy , I explain from the point of view , such as customer development .

Others , to organize runaway subsequent Seven-Eleven , business category competition , two polarization of consumption , the challenges of 2015 , such as human resources shortage .

人口減少など地方都市の経済規模の縮小が進む中、買い物拠点としてだけでなく、社会的基盤としてのコンビニエンスストアの役割がクローズアップされる。そして、その対応こそ地方チェーンがとるべき生存策でもある。地方チェーンの動向をまとめた。
While the reduction of the economic scale of population decline regional cities such as proceeds, as well as shopping centers, the role of the convenience store as a social infrastructure is closed up. And, its corresponding what is also a survival measures should be taken by local chain. I summarizes the trends of the local chain.

過去最多出店を続けるセブンイレブン。四国出店強化、全国出店も視野に入ってきた。コーヒーなどの新商品、宅配サービスの

強化で販売力も高めているセブンイレブンの現状をレポートした。また、消費税10％への疑問と対策へのいち早い提案も注目。

Seven-Eleven to continue the largest opening past. Shikoku opened strengthening, nationwide opening also came into 

the field of view. New products such as coffee, I was report the current status of Seven-Eleven that sales force 

also increased in the strengthening of the courier service. In addition, proposal also attention to the question 

and measures to the consumption tax to 10%.

今月号は、カテゴリー別に品揃えと売場を検証した特集「深化するＭＤ」と、上半期決算を分析した特集「セブン独走の行方」。各チェーンの商品部担当者が語る特集「14年秋冬の商品戦略」の３本立てです。
And "Merchandising to deepening" feature of verification of the sales floor and assortment by category, this month's issue is, "whereabouts of Seven runaway" feature of the analysis of the first half financial results. It is a three-pronged of "product strategy of the '14 Fall" featured products section personnel of each chain said.

今月号は、高齢化社会対策の特集「シニアの時代」、複数店舗経営のための特集「失敗しない２号店経営」、食欲の秋・味覚の秋にふさわしく特集「もっとスイーツ！」の３特集です。
"The Age of senior" feature of an aging society measures, the "second store management that does not fail" feature for multiple stores management, this issue is worthy of 3 featured "Suites! More" featured in the fall of autumn taste of appetite is.

コンビニ（Monthly Magazine of Convenience store）  Cover - March 2017 Edition

March 2017

コンビニ（Monthly Magazine of Convenience store）  - March 2017

コンビニ（Monthly Magazine of Convenience store）  Cover - February 2017 Edition

February 2017

コンビニ（Monthly Magazine of Convenience store）  - February 2017

コンビニ（Monthly Magazine of Convenience store）  Cover - January 2017 Edition

January 2017

コンビニ（Monthly Magazine of Convenience store）  - January 2017

コンビニ（Monthly Magazine of Convenience store）  Cover - December 2016 Edition

December 2016

コンビニ（Monthly Magazine of Convenience store）  - December 2016

コンビニ（Monthly Magazine of Convenience store）  Cover - November 2016 Edition

November 2016

コンビニ（Monthly Magazine of Convenience store）  - November 2016

コンビニ（Monthly Magazine of Convenience store）  Cover - October 2016 Edition

October 2016

コンビニ（Monthly Magazine of Convenience store）  - October 2016

コンビニ（Monthly Magazine of Convenience store）  Cover - September 2016 Edition

September 2016

コンビニ（Monthly Magazine of Convenience store）  - September 2016

コンビニ（Monthly Magazine of Convenience store）  Cover - August 2016 Edition

August 2016

コンビニ（Monthly Magazine of Convenience store）  - August 2016

コンビニ（Monthly Magazine of Convenience store）  Cover - July2016 Edition

July2016

コンビニ（Monthly Magazine of Convenience store）  - July2016

コンビニ（Monthly Magazine of Convenience store）  Cover - June2016 Edition

June2016

コンビニ（Monthly Magazine of Convenience store）  - June2016

コンビニ（Monthly Magazine of Convenience store）  Cover - May2016 Edition

May2016

コンビニ（Monthly Magazine of Convenience store）  - May2016

コンビニ（Monthly Magazine of Convenience store）  Cover - April2016 Edition

April2016

コンビニ（Monthly Magazine of Convenience store）  - April2016

コンビニ（Monthly Magazine of Convenience store）  Cover - March2016 Edition

March2016

コンビニ（Monthly Magazine of Convenience store）  - March2016

コンビニ（Monthly Magazine of Convenience store）  Cover - February2016 Edition

February2016

コンビニ（Monthly Magazine of Convenience store）  - February2016

コンビニ（Monthly Magazine of Convenience store）  Cover - January2016 Edition

January2016

コンビニ（Monthly Magazine of Convenience store）  - January2016

コンビニ（Monthly Magazine of Convenience store）  Cover - December2015 Edition

December2015

コンビニ（Monthly Magazine of Convenience store）  - December2015

【重要：『コンビニデジタル版』販売終了のお知らせ】この度、2017年3月号をもちまして AppleNewsStand / Magzter での販売を終了致しました｡ご利用いただきましたお客様に、心より御礼申し上げます。今後の『コンビニデジタル版』のご利用につきましては、2017年3月現在「楽天Kobo」および「GALAPAGOS STORE」のサイトにて取り扱いがございますので、ご検討いただけると幸いです。サービスのご愛顧、誠にありがとうございました｡

1. You agree that the use of Magzter.com, the application and its services, are at solely at your own risk. Neither Magzter.com nor its associates nor employees nor third party content providers guarantee that the service will be completely uninterrupted or error-free or foolproof against miscreant activities. Nor do they warranty that you will get the exact results as expected or promised by the website or product.

11. THE SERVICE AND ALL PUBLICATIONS ARE PROVIDED ON AN 'AS IS' AND 'AS AVAILABLE' BASIS. MAGZTER, ITS AFFILIATES, SUPPLIERS, LICENSORS AND AGENTS EXPRESSLY DISCLAIM ALL WARRANTIES OF ANY KIND, WHETHER EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO THE IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE AND NON-INFRINGEMENT. WITHOUT LIMITING THE FOREGOING, NEITHER MAGZTER NOR ITS AFFILIATES, SUPPLIERS, LICENSORS OR AGENTS, MAKES ANY WARRANTY THAT (I) THE SERVICE WILL MEET YOUR REQUIREMENTS, (II) THE SERVICE WILL BE UNINTERRUPTED, TIMELY, SECURE, OR ERROR-FREE, (III) THE INFORMATION THAT MAY BE OBTAINED FROM THE USE OF THE SERVICE OR THAT MAY BE CONTAINED IN THE PUBLICATIONS WILL BE ACCURATE OR RELIABLE, OR (IV) THE QUALITY OF ANY PUBLICATIONS OR THE SERVICE WILL MEET YOUR EXPECTATIONS. YOU ARE SOLELY RESPONSIBLE FOR OBTAINING AND MAINTAINING RELIABLE INTERNET CONNECTIVITY AND YOUR DEVICE. MAGZTER IS NOT RESPONSIBLE FOR YOUR INABILITY TO DOWNLOAD CONTENT. ANY MATERIAL DOWNLOADED OR OTHERWISE OBTAINED THROUGH THE USE OF THE SERVICE IS DONE AT YOUR OWN DISCRETION AND RISK AND YOU WILL BE SOLELY RESPONSIBLE FOR ANY DAMAGE TO YOUR COMPUTER SYSTEM OR MOBILE DEVICE OR LOSS OF DATA THAT RESULTS FROM THE DOWNLOAD OF ANY SUCH MATERIAL. NO ADVICE OR INFORMATION, WHETHER ORAL OR WRITTEN, OBTAINED BY YOU FROM MAGZTER OR THROUGH OR FROM THE SERVICE SHALL CREATE ANY WARRANTY.

2. You will maintain and promptly update that information to keep it true, accurate, current and complete. You are responsible for maintaining the confidentiality of your account and password and for restricting access to your computer, and you agree to accept responsibility for all activities that occur under your account, including the selection and use of all content and services.

2.You will maintain and promptly update that information to keep it true, accurate, current and complete. You are responsible for maintaining the confidentiality of your account and password and for restricting access to your computer, and you agree to accept responsibility for all activities that occur under your account, including the selection and use of all content and services.

3. In no event will Magzter.com or any person or entity or third party involved in the creation, production and distribution of the content on the website and the application be liable in contract or legally for any damages, including and not limited to, direct, indirect, incidental, special, and consequential incurred to you while or on using Magzter.com. By registering on the website or downloading the application, you agree that the provisions mentioned in this section shall apply to all use of and content on the website and the application.

3. Without prior written or authorised permission from Magzter, you should not modify, copy, distribute or sell any content obtained from Magzter as everything published here is the proprietary property of Magzter or its licensors. As such unauthorised use may also violate applicable laws including copyright and trademark laws, Magzter strictly prohibits these and will terminate your access and account if any such illegal activity is proved or detected. You should also stand liable for the damages caused by these unauthorised activities. Except as permitted by the Publication's lawful owner, you acknowledge that you do not acquire any ownership rights by downloading Publications accessed through the Service. Except as explicitly required under copyright law or permitted by the features of the Service you may not modify, reverse engineer, publish, transmit, display, participate in the transfer or sale, create derivative works of, or in any way commercially exploit or provide to a third party the content of the App, the Publications, or any portion of them without the express permission of Magzter and the owner of such content. We do not grant you any licenses, express or implied, to the intellectual property of Magzter or Magzter's licensors.

5. You specifically acknowledge that Magzter.com is not liable for any kind of defamatory or offensive or illegal conduct of other users or third parties or their content and that the risk of injury from the foregoing rests entirely with you.

8. Magzter reserves all rights to monitor the content published and inputted by you for the purpose of determining whether you are compliant with these terms and conditions and other operating rules determined by Magzter. Magzter has the right to take decisions about the content and delete them at its own will.

9. Magzter is a distributor and NOT a publisher of the Publications and so Magzter has no editorial control over the content, including opinions, advice, statements, services, offers etc., that is represented in the magazines. So Magzter will not take responsibility for the accuracy or the reliability for any information or facts provided therein or that is made available through the service, by anyone other than authorised Magzter employees who are acting on their official capacities. Accordingly, we have no editorial control over the Publications. Any opinions, advice, statements, services, offers or other information or content expressed or made available by third parties, including those made in Publications offered by the Service, are those of the respective author(s) or publisher(s) and not of Magzter. Magzter will not be liable for any loss or damage caused by your reliance on information obtained through the Service or from the Publications. The Service may contain links to other Internet sites and third-party resources and Magzter does not assume any responsibility or liability for communications or materials available at such linked sites. These links are provided for your convenience only. You are solely responsible for understanding any terms and conditions that may apply when you visit or place an order through a third-party site.

Choose your favorite titles from 40+ exciting categories

Details of the objectionable content, including its link on our platform

Download your favorite titles and read them offline, anytime and anywhere

Gift your loved ones with a Magzter Gift Card instantly and give them the freedom to read their favorite magazines and newspapers from thousands of best-selling titles.

Gift your loved ones with a Magzter Gift Card instantly and give them the freedom to read their favorite magazines from thousands of best-selling titles.

Gift your loved ones with a Magzter Gift Card instantly and give them the freedom to read their favorite magazines from {{magCount}} best-selling international titles.

Girish Ramdas is the Co-founder and CEO of Magzter, a New York based startup that has been making waves in the global digital publishing business. Magzter has crossed 80 million users since its inception in 2011 from more than 150+ countries with 1000s of magazines, newspapers and books from more than 4,500 publishers worldwide. He has more than 25 years of experience in cross-platform publishing, including print, mobile, and Web development. During this period, he has co-founded and run three successful start-up businesses. He has enabled magazine companies to go digital and helps them monetize their content across the digital world. Girish's deep industry experience in online, mobile and publishing ecosystems has made him an expert in acquisition, marketing and monetizing digital content across platforms globally.

In the event that you encounter any objectionable content on our platform, we have put in place a grievance redressal policy to address your concerns.

Magzter Inc. (“Company”, “we”, “us” or “our”) knows that you care about how your personal information is used and shared. Please read the following privacy policy (the “Policy”) to learn more about our privacy practices. By visiting any of the websites operated by the Company, and any sub-domains thereof, or using any of our mobile applications and other methods of content distribution (collectively, the “Service”), you acknowledge that you accept the practices and policies outlined in this Policy, and you hereby consent that we will collect, use, and share your information in the following ways.

Magzter Inc. is the World's largest and fastest growing self-service, cross-platform digital newsstand with over 80 million users since its inception in 2011 and thousands of magazines and newspapers across 40+ categories and 60+ languages. Headquartered in New York, Magzter has its local presence in Amsterdam, London, Mexico City, Chennai, Mumbai, New Delhi, Bengaluru, Singapore, and will soon be expanding to other countries. Founded by global entrepreneurs, Girish Ramdas and Vijay Radhakrishnan in June 2011, Magzter enables magazine and newspaper publishers around the world to create and deliver digital editions of their titles to global consumers.

Magzter is committed to providing a safe and secure platform for our users. Please note that Magzter is merely a platform for publishers to distribute their content. We do not control or endorse the content published on our platform. We cannot be held responsible for the actions of our publishers or their content.

Magzter is not responsible for compensating any party that has suffered damages or incurred costs due to any content, or part of the content, that violates their rights. Magzter is not liable to face any legal action in civil court for any violation of rights caused by any content, or part of the content, that infringes the rights of a third party.

Magzter offers the world’s largest {{allyoucanread}} subscription service called {{gold}} which gives digital readers unlimited access to 9,000+ magazines and newspapers for a monthly subscription price. Magzter also has the largest number of stories in the world with its game-changing ezRead 2.0 feature for its apps, which enables smartphone and small-screen mobile users to enjoy magazine content the way it was meant to be enjoyed, with article text that is easy to read and is accompanied by stunning videos and high resolution photography.

Magzter offers the world’s largest “All-You-Can-Read” subscription service called Magzter GOLD which gives digital readers unlimited access to 9,000+ magazines and newspapers for a monthly subscription price. Magzter also has the largest number of stories in the world with its game-changing ezRead 2.0 feature for its apps, which enables smartphone and small-screen mobile users to enjoy magazine content the way it was meant to be enjoyed, with article text that is easy to read and is accompanied by stunning videos and high resolution photography.

Name

Note: This will only share the cover and the publication information, but not the content.

Please fill out this form if you need any help regarding publishing your content on Magzter

Prior to Magzter, he was the President of Dot Com Infoway (DCI) and Galatta Media. His duties included strategic marketing, partnership development, and monetizing content globally. DCI grew from a small team of 3 in 2000 to 300 by 2011 and was dealing with web, software and app development for clients globally.

Since we launched, Magzter has been committed to partnering with global organizations to provide the greatest possible newsstand technology & service to our customers. Whether you are looking to offer magazine subscriptions to your customer database or just want to learn more, Magzter is committed to helping your business grow. To find out more, please fill out the questionnaire below:

The DMCA allows us to restore the removed content if the party filing the original DMCA Notice does not file a court action against you within ten business days of receiving the copy of your Counter Notice.

This Policy covers Company’s treatment of personally identifiable information (“Personal Information”) and other information about you and your computer or device that Company gathers when you are accessing the Service. We may collect Personal Information from you, as explained in more detail below, and we use this Personal Information internally in connection with our Services, including to personalize, provide, and improve our products, services, content, and advertising, and to allow you to set up a user account and profile, to contact you, to fulfill your requests for certain products and services, and to analyze how you use the Services. In certain cases, we may also share some Personal Information with third parties, but only as described in point 4.

This title is included with your Magzter GOLD subscription

To analyze the quality of content and provide appropriate feedback to publishers

We have designated a Grievance Officer to address any complaints related to objectionable content.

We request that any complaint related to objectionable content be sent to the Grievance Officer through email to the above-mentioned email address. We also request that you provide the following details when making a complaint:

and the App that provides you the capability to order, subscribe to and receive the delivery of various magazines, books, news and magazine and publication related content (collectively known as 'Publications') and to have these digital versions of the Publications delivered to you

c. We also collect information associated with your use of the application in order to make personalized recommendations. If you provide your third-party account credentials to us, you understand some content and/or information in those accounts (“Third Party Account Information”) may be transmitted into your account with us if you authorize such transmissions, and that Third Party Account Information transmitted to the Service is covered by this Policy.

f. The Personal Information we collect allows us to respond to your requests, improve our products and services, customize the advertising and content you see, and communicate with you about new products.

is the World's largest and fastest growing self-service, cross-platform digital newsstand with over 88 million users since its inception in 2011 and thousands of magazines and newspapers across 40+ categories and 60+ languages. Headquartered in New York, Magzter has its local presence in Amsterdam, London, Mexico City, Chennai, Mumbai, New Delhi, Bengaluru, Singapore, and will soon be expanding to other countries. Founded by global entrepreneurs, Girish Ramdas and Vijay Radhakrishnan in June 2011, Magzter enables magazine and newspaper publishers around the world to create and deliver digital editions of their titles to global consumers.

n. We will also use usage information in order to ensure users adhere to our Terms of Use. For example, a user’s usage information will help us confirm that a user only downloads a magazine or other content a permitted number of times or to a permitted number of devices.

which gives digital readers unlimited access to 9,000+ magazines and newspapers for a monthly subscription price. Magzter also has the largest number of stories in the world with its game-changing ezRead 2.0 feature for its apps, which enables smartphone and small-screen mobile users to enjoy magazine content the way it was meant to be enjoyed, with article text that is easy to read and is accompanied by stunning videos and high resolution photography.

{{magzter}} is the World's largest and fastest growing self-service, cross-platform digital newsstand with over 88 million users since its inception in 2011 and thousands of magazines and newspapers across 40+ categories and 60+ languages. Headquartered in New York, Magzter has its local presence in Amsterdam, London, Mexico City, Chennai, Mumbai, New Delhi, Bengaluru, Singapore, and will soon be expanding to other countries. Founded by global entrepreneurs, Girish Ramdas and Vijay Radhakrishnan in June 2011, Magzter enables magazine and newspaper publishers around the world to create and deliver digital editions of their titles to global consumers.

コンビニ（Monthly Magazine of Convenience store） - October 2013

コンビニ（Monthly Magazine of Convenience store） - October 2013

In this issue

コンビニ（Monthly Magazine of Convenience store） Description: