Established 17 years ago, the listed Thai company has set aside an investment budget of Bt1.2 billion for core products as well as improving internal management and its back-office system.

Moreover, the strategy is aimed at tackling demographic change and meeting the needs of the new generation.

The group plans to outlay Bt600 million for its food unit, Bt300 million for beverages, and a further Bt300 for internal systems such as information technology, management and social activities.

Marut Buranasetkul, president and chief executive officer, said Oishi planned to open food outlets in Cambodia and Laos next year, and would then move into Vietnam in 2018.

The group currently has two Shabushi shops in Yangon, the former capital and largest city in Myanmar.

Meanwhile, it will introduce a new brand for the food segment, in a move that is at the initiation stage, he said.

The newly branded food will supplement Oishi’s Shabushi outlets, mainly located in modern trade stores.

The group currently operates 242 food outlets, and expects to open a further 15 for its existing and new brands next year, the CEO said.

For beverages, Oishi is eyeing the European market and the Middle East, after achieving leadership in the green-tea segment in the domestic market and in Laos, Cambodia and Malaysia, he added.

Marut said Oishi had overcome a crisis and become one of the leading food and beverage brands in Thailand thanks to teamwork and the right strategies.

“Since 2014, there have been many disturbances that resulted in an economic slowdown, but the group has overcome the crisis and has again become the leader of the food, drink and Japanese beverage market. We hope our business will continue to grow by double digits in the coming year,” he explained.

Purchasing power

However, purchasing power might not be as good as expected next year, as the timing of a Thai general election remains unclear, while the effects of the recent US presidential election on foreign markets are yet to be seen, he said, adding that these factors are crucial to economic conditions and long-term development.

Turning to the ready-to-eat business, Marut said the group would focus on product development, including improving food items, menus and tastes, in order to respond to consumer needs and demographic change.

Moreover, it will focus on packaging – an area for which market research is under way – and sales channels that cater to current lifestyles, he added.

Paisarn Aowsathaporn, executive vice president for the Food Division, said the group’s strategies for 2017 must suit the competitive market, because of changes in consumer needs in relation to product variety.

“Oishi has come up with a strategy by announcing Shabushi with a new look, Shabushi and So Much More, under the concept ‘Shabu Sushi and so much more over the conveyor!’, offering a variety of menu options. In addition, we have plans to modernise Oishi Buffet, Nikuya and Kakashi with innovation that better suits customers, and to expand our locations,” he said.

The executive added that the group would offer customers a different experience at what it termed the first “innovative Japanese restaurant” in Thailand at Oishi Eaterium, which would offer clients “tastes as if they were really in Japan”.

Jesdakorn Ghosh, vice president for the Beverage Division, said the company would create drinks to drive the market and expand Oishi’s target group, especially teenagers.

This is because teens are most likely to try new beverages, as confirmed in a strategy that drove 380-millilitre Oishi Kyoho to a year-on-year profit of 32.6 per cent in the first 10 months of the year, she said.

In addition, a major promotional campaign was launched at the beginning of the year for Oishi Green Tea, providing the brand experience of “Oishi Ojung”.

This year is even more special, with more fun offered to young target consumers, Jesdakorn said, adding that its campaigns focus more on young superstars as a magnet to draw new-generation consumers’ attention and improve brand image.

She cited the “Golden Neko Cat” and “Oisho Trip SudO Go Japan” campaigns as examples of this strategy.

“Oishi Green Tea has become the No-1 leader in the green-tea market in Laos, Cambodia and Malaysia by using effective communication and collaboration with allied F&N companies to effectively manufacture and distribute products in those countries,” the executive said.