Take And Give. Needs Co., Ltd. · TSE:4331
Take And Give. Needs — FY2011 Earnings Presentation
38 slides from Take And Give. Needs's earnings presentation, May 11, 2012
Slide 1: Briefing Materials for FY Ended March 31, 2012
g (2 i eeecmcety NEEDS TAKE AND GIVE. NEEDS Co., LTD. Briefing Materials for FY Ended March 31, 2012
Slide 2: Disclaimer and forward-looking statements
This material is intended to provide information about the business performance and strategy of Take and Give. Needs Co., Ltd (T&G). It is not intended to be and should not be construed as an inducement to purchase or sell stock in T&G. Statements in this presentation and at any explanatory meetings
Slide 3: Agenda
I. Results for FY Ended March 2012 P4-P14 a 1. Summary of Results P5 2-1. Consolidated Financial Results P6-P10 = 2-2. Consolidated Balance Sheet P11-P12 : 2-3. Consolidated Cash Flow Statement P13 - 3. Dividends P14 < Il. Overview of T&G 153P P15-P19 : (Three-year Medium-Term Business Plan) e Ill.
Slide 4: Results of FY Ended March 2012
Results of FY Ended March 2012
Slide 5: Summary of Results
I will begin by presenting a summary of results for the fiscal year ended March 31, 2012. This year is the final fiscal year of our business base development, strong operating foundations were build in preparation for the start of the Medium-Team Business Plan. The first thing was the stable resu
Slide 6: Consolidated financial results summary
This slide shows a summary of the consolidated financial results. This year is the final fiscal year of our business base development for our medium- and long-term growth. Stable results were secured despite the impact of the earthquake. Sales growth was attained for the fiscal year under review a
Slide 7: Domestic wedding business sales breakdown
This slide shows a breakdown of sales in the domestic wedding business. Average wedding cost at directly operated venues continues to increase. This is attributable to our improved ability to make proposals in promotional activities and a steady increase in orders received. While the industry is
Slide 8: Overseas and resort wedding business
This slide shows a breakdown of net sales and operating income in the overseas and resort wedding business. Our overseas and resort wedding business continued to grow rapidly during the fiscal year under review. Net sales grew 9% to ¥4,355 million (up ¥341 million year on year) and operating incom
Slide 9: Gross profit and operating income breakdown
This slide shows a breakdown of gross profit and operating income. As a result of a steady increase in the average wedding cost, gross profit rose ¥846 million year on year, to ¥25,801 million, raising the gross margin 0.4%. We continued to invest in improving our human resources, products, and s
Slide 10: Ordinary income and net income
This slide explains items relating to ordinary income and net income. Reduced interest-bearing debt and interest rates resulted in a year-on-year decrease of ¥61 million in interest paid, contributing to an increase in non- operating income. Consequently, ordinary income reached ¥1,588 million, a
Slide 11: Consolidated balance sheet: assets
This slide explains the assets section of the consolidated balance sheet. Total assets were valued at ¥43,390 million, a decrease of ¥1,243 million from the end of the last fiscal year. Some of the leased buildings were purchased, and the amount equivalent to the purchase price was offset with gu
Slide 12: Consolidated balance sheet: liabilities and net assets
This slide shows the liabilities and net assets section of the consolidated balance sheet. While we temporarily increased borrowings during the period to ensure adequate cash on hand in light of the effects of the earthquake during the year under review, we have been systematically reducing intere
Slide 13: Consolidated cash flow statement
This slide explains our consolidated cash flow statement. Free cash flow during the year under review increased, and interest-bearing debt decreased further. This was attributable primarily to strong financial results at existing venues and improved operating cash flow from the previously mentione
Slide 14: Year-end dividend for FY ended March 2012
Let me describe the year-end dividend for the fiscal year ended March 2012. Our policy is to provide stable and appropriate returns of profits to shareholders while investing in the continued growth of the Company. Comprehensively taking into account the need to invest in medium- to long- term gr
Slide 15: Medium-term business plan
Medium-term business plan FY Ending March 2015 153P (Three-Year Medium-Term Business Plan for FY Ending Mar. 2013 to FY Ending Mar. 2015) * Announced on February 3, 2012 For details, please see: http://pdf.irpocket.com/C4331 /oWM7/FMQe/za75.pdf
Slide 16: T&G 2020 Target
Next, I will describe the three-year medium-term business plan that will begin in the fiscal year ending March 2013. It was announced on February 3rd this year. In developing the medium-term business plan, we established our goal for 2020 as the "T&G 2020 Target." T&G 2020 Target includes the fol
Slide 17: Three-stage plan toward the 2020 Target
We will strive to achieve the 2020 Target based on the three-year medium-term business plan that is in three stages. The 153P, the first phase of the medium-term business plan, is the first step. This is defined as a period for establishing the second growth stage. In this phase, we will generall
Slide 18: 153P numerical targets
This slide shows the 153P numerical targets. In the 153P, we will aim to achieve healthy growth by focusing on both growth and the strengthening the financial base. Our goal is to reach ¥60 billion in net sales, ¥4.8 billion in operating income (operating profit margin of 8%), which is twice that
Slide 19: 153P growth image and priority strategies
On this slide, we see an image of 153 P growth and our priority strategies. We will pursue three growth strategies to achieve ¥60 billion in consolidated net sales. The first strategy is to strengthen directly operated venues. To this end, well will pursue “One Heart Wedding” as a differentiation
Slide 20: Consolidated Revenue Plans & Priority Policies for FY Ending March 2013
Consolidated Revenue Plans & Priority Policies for FY Ending March 2013
Slide 21: Significance of FY ending March 2013
I am going to describe our positioning of the fiscal year ending March 2013. The year ending March 2013 is the first year of the 153P, and we position it as the year in which we prepare for growth in the subsequent two fiscal years. Based on the business foundations that we have steadily built, w
Slide 22: Consolidated revenue plans for FY ending March 2013
This is our full-year consolidated revenue plan for the fiscal year ending March 2013: Net sales will stand at ¥50,000 million (up ¥2,016 million year on year). Operating income will be ¥2,600 million (rising ¥387 million). Ordinary income will be ¥2,000 million (increasing ¥411 million). Net incom
Slide 23: Key indicators for domestic wedding business
Finally, this slide shows plans for key indices in the domestic wedding business. The number of weddings handled at directly operated venues is expected to be 9,900, which will be held only at existing venues, given that there will be no change in the number of facilities from the previous year.
Slide 24: Order balance for directly operated venues
As a reference, the balance of orders received at directly operated venues for the fiscal year ending March 2013 was 104% of that a year earlier as of January 31, 2012, rising to 109% by March 31, 2012, as mentioned earlier. At production-type venues, too, the number of orders has been increasing
Slide 25: Priority policies for FY ending March 2013
We now move on to our priority policies for the year ending March 2013. We ensure that the three growth strategies established in the 153P are thoroughly implemented. To strengthen our directly operated venues, we ensure that new venues are established and more strengths in both venues and servic
Slide 26: Strengthening directly operated venues: new venues and investment
First, we aim to ensure the establishment of new venues and create more advantages in terms of venues and services to strengthen our directly operated venues. The graph and table on the left show the amount invested during the three-year 153P period beginning the year ending Mach 2013. An investme
Slide 27: Systematic renewal of existing venues
We will systematically renew the existing venues. (The renewal of six venues is planned for the year ending March 2013.) Although it has been seven to 11 years since these venues opened, they still remain very popular among our customers and achieve good financial results each year. This is the r
Slide 28: Reorganization and area system
We reorganized our Company in April 2012 and introduced the area system as a new organizational system. We have set up sales offices in five areas across Japan, and our strengths in sales planning and implementation in each area have been transferred to the respective area managers. This allows mo
Slide 29: Next-generation wedding styles: One Heart Wedding
I will move on to describe the creation of the next-generation style of weddings. We have been creating weddings that are unique to each couple, reflecting the thoughts of the bride and groom through our unique system of reserving the entire facility and assigning a wedding planner to take charge
Slide 30: Haute Couture Design production service
We have launched our new production service, “Haute Couture Design.” In general, wedding receptions in Japan are arranged, first, by selecting the venue and then by selecting services and products from among those offered at the venue. This concept is removed from our Haute Couture Design plan, in
Slide 31: Expanding hotel wedding contract operations
I will now describe the expansion of our hotel wedding contract operations. Like house weddings, the hotel wedding market represents a major market. We will be increasing hotel wedding contracts using the production capacity that we have been developing in this market. We will aim to create a new
Slide 32: Accelerating overseas strategy
I would like to move on now to describe the acceleration of our overseas strategy. As we have reported to you earlier, we have been accelerating our expansion into the growing Asian market by establishing subsidiaries in Hong Kong and Shanghai, opening salons, and starting wedding production for t
Slide 33: Overseas and resort wedding sales network
As noted earlier, the financial performance of our overseas and resort wedding businesses continues to improve markedly. We are currently strengthening our domestic sale network as part of our strategy. Development of our channel through alliances with large travel agencies in Japan has resulted i
Slide 34: Financial strategy
Finally, I will describe our financial strategy. During the 153P period, we will increase investment, improve investment efficiency, and increase free cash flow (¥7.3 billion) by offsetting lease payments and guarantee money (¥4 billion), aiming to reduce interest-bearing debt to ¥13 billion by th
Slide 35: Dividend Forecast for FY Ending March 2013
Dividend Forecast for FY Ending March 2013
Slide 36: Dividend forecast for FY ending March 2013
Please allow me to describe our dividend forecast for the fiscal year ending March 2013. In accordance with our basic policy of paying appropriate and stable dividends and comprehensively taking into account the need to invest in medium- to long-term growth, we plan to pay a dividend of ¥100 per s
Slide 37: One Heart of a Million People reconstruction support
To help people and communities affected by the Great East Japan Earthquake that struck on March 11, 2011, we carry out reconstruction support activities through a charity event called One Heart of a Million People. During the fiscal year ended March 2012, we engaged in the following activities: @ On
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