Joycal sets out 2027 strategy at national JAM, focusing on franchisees and existing products

Joycal Japan held its 21st national JAM (Joycal Alliance Meeting) for partner outlets across Japan at the Tokyo Marriott Hotel on 14 October 2026. Its strategy for 2027 centres on making full use of existing products rather than adding new ones. The event focused on how head office and franchisees within its automotive services network should serve customers in their local communities.

Sharing the strategy with partners nationwide at the first hybrid meeting

Joycal Japan offers car leasing and new and used car sales through a franchise model described as an alliance chain. Working with independent garages and franchise outlets across Japan, it provides services including Seven Max car leasing, Ikkars single-payment new-car leasing and NORIDOKI, which allows customers to switch to a new car every three years.

The theme of this year's national JAM was ‘Becoming the local No. 1: partner outlets and head office winning together’. For the first time, the event used a hybrid format, combining in-person attendance with online viewing. It reviewed activities in 2026 and presented the strategy for 2027. In its announcement on 29 October, the company reported a nationwide network of 565 partner outlets.

National JAM has become an annual occasion not only for sharing product information with outlets, but also for head office to set out its priorities. This year's event also marked the tenth anniversary of Seven Max, with a particular emphasis on how existing services can be used in local sales operations.

Both the meeting format and the strategy placed importance on engagement with partner outlets. The introduction of online viewing and the commitment to joint implementation by head office and franchisees were defining features of the event.

Making full use of existing products rather than announcing new ones

Explaining the background to its strategy, the company said the average purchase price of a kei car — Japan's category of small, lightweight vehicles — had reached approximately ¥1.96 million. This, it argued, was changing the assumption that kei cars are necessarily cheap. The figure was cited in the company's announcement as part of its assessment of the market underpinning the strategy.

Rather than announcing new products at national JAM, Joycal emphasised making more thorough use of those it already offers. Its response to changing purchase prices is therefore not simply to add products, but to make better use of current services when putting options to customers.

Its existing range includes car leasing, single-payment new-car leasing and services that allow customers to change vehicles at regular intervals. For 2027, the emphasis is less on expanding that range than on how franchisees present and deliver it.

This was not, however, an announcement that new-product development would end. The priority outlined at this national JAM was the use of existing products. The stated strategy should also be considered separately from any subsequent sales results.

Three pillars: local market share, the full product range and joint action

The 2027 strategy comprises three pillars: ‘MARKET SHARE’, ‘ALL PRODUCTS’ and ‘TOGETHER’. In pursuit of becoming the outlet of choice locally, these address three areas: performance measures, customer proposals and head office involvement.

‘MARKET SHARE’ means using share within each outlet's catchment area as a business performance measure. Although Joycal has a nationwide network, the strategy focuses on the communities served by individual partner outlets. It encourages outlets to assess their position in their local market rather than look solely at the overall scale of their business.

‘ALL PRODUCTS’ calls for drawing on the full product range when advising every customer. According to the company, the aim is to use the available portfolio in customer proposals rather than rely on a particular product. This translates the broader commitment to making full use of existing products into customer-facing activity.

‘TOGETHER’ means head office and partner outlets working jointly until results are achieved. It makes clear that head office intends not merely to communicate policy, but also to participate in its implementation. The company says these three pillars will help develop garages that become the preferred choice in their local communities.

The strategy is therefore more than a list of sales targets. Its distinctive feature is the combination of what to measure, which products to propose and who will support implementation. Franchisees reviewing their next steps can consider these three elements separately to see how head office's priorities relate to day-to-day operations.

Sales systems and product information developed in 2026

Alongside the 2027 strategy, national JAM reviewed sales support measures introduced in 2026. In February, the company launched Ikkars for customers who would otherwise buy a car outright with cash. As well as adding a product option, it has developed its business systems and online product information.

A button for moving enquiries into sales discussions was added to JAS, the Joycal Assistant System. The official website was also updated, with basic landing pages provided for NORIDOKI and Ikkars. The company has been adding selected vehicles to the Ikkars offering each week, and its announcement cited a range of 44 models and 127 trim levels.

These measures were reported as support for partner outlets' sales activities. Taken together, they suggest a progression from developing products, sales information and functions to support customer discussions in 2026 to making fuller use of them in 2027.

For those assessing the franchise network, the significant point is not simply the number of products or outlets, but the combination of tools for franchisees and practical support from head office. How the promised joint action develops in individual markets will be an important test of the strategy.

In practical terms, the areas to check extend beyond the product list: what information is available for customer proposals, which functions support sales discussions, and how far head office will participate in implementation. Both existing franchisees and prospective partners should assess these three areas against the specific needs of their day-to-day business.