Slide 1: Announcement of FY 2018 Interim Results
パワーポイントテンプレート Presentation Material: Announcement of FY 2018 Interim Results November 15, 2018 0
Slide 2: I. Interim Results Outline
FVF UDG, RKREID<K S55 See I .Interim Results Outline
Slide 3: Outline of Consolidated Results for Interim Period Ended September 2018
1. Outline of Consolidated Results for Interim Period Ended September 2018 (Units: millions of yen) 2018/9 2017/9 Change From 2018/9 2018/9 ToCompared Revised Plan (Actual Results) (Actual Results) Prev. Period (Previous Forecast) (Revised Forecast) Net Sales 49,882 53,085 △6.0％ 53,800 49,800 △7.4％
Slide 4: Consolidated Profits (1) Net Sales, Gross Profit
2. Consolidated Profits (1) Net Sales, Gross Profit (Units: billions of yen) 【Increased/Decreased Values (Rates)】 【Main Increase/Decrease Factors】 53.08 ● System Kitchens △ 1,990 million yen 49.88 Net Sales ● System Bathrooms △ 270 million yen ● Washstands/Vanities △ 60 million yen △3.20 billion yen
Slide 5: Consolidated Profits (2) SGA Expenses, Operating Income
2. Consolidated Profits ② SGA Expenses, Operating Income (Units: billions of yen) 【Increased/Decreased Values (Rates)】 Gross Profit 17.92 16.50 △1.42 billion yen 【Main Increase/Decrease Factors】 ●Sales Expenses ＋ 550 million yen ●Distribution Expenses △ 90 million yen SGA Expenses ●Personnel Expense
Slide 6: Sales Composition (1) By Segment (Consolidated)
3. Sales Composition ① By Segment (Consolidated) Kitchen Equipment Bathtubs & Washstands Other (Units: millions of yen) 【2018/9】 120,000 Other 6.5％ 107,386 106,000 6.2% 6.2% Bathtubs & 6,652 6,589 Washstands 16.8％ 100,000 76.7％ 16,860 16,535 15.6％ 15.7% Kitchen Equipment 80,000 53,085 60,000 49,882
Slide 7: Sales Composition (2) By Sales Route (Non-Consolidated)
3. Sales Composition ② By Sales Route (Non-Consolidated) 【Full-Term Base】 Direct-S ales (Con domin iu m own ers) Hou sin g Con stru ctors G en eral R ou tes (Con stru ction Con tractors - Home R en ovation ) 5.1％ 5.1％ 5.1％ 15.9％ 16.3％ 16.0％ 【First-Half Base】 2.8％ 3.2％ 78.6％ 78.9％ 3.7％ 79.0％ 15.9％ 14
Slide 8: Consolidated Balance Sheet Summary – 1/2
4. Consolidated Balance Sheet Summary – 1/2 (Units: billions of yen) 【Increased/Decreased Values】 【 Main Increase/Decrease Factors 】 100 【Assets】 Total Assets ●Current Assets △ 2,160 million yen 84.37 83.37 ●Fixed Assets ＋ 900 million yen 82.11 △1.26 billion yen 75 Cash and Deposits ●Cash and Deposi
Slide 9: Consolidated Balance Sheet Summary – 2/2
4. Consolidated Balance Sheet Summary – 2/2 (Units: billions of yen) 【Primary Reasons for Increase/Decrease】 【Liabilities･Minority Interests・Assets】 【 Increased/Decreased Values 】 84.37 ●Short-term Borrowing 83.37 82.11 △ 1,600 million yen ●Electronically recorded obligations - operating Current Lia
Slide 10: Consolidated Cash Flow Statement Summary
5. Consolidated Cash Flow Statement Summary Cash Flow from Operating Activities Cash Flow from Investing Activities (Units: billions of yen) Cash Flow from Financing Activities Interim (Year-End) Cash & Cash Equivalents Balance 30. 00 25. 00 20.20 20.97 （2018/3） 20. 00 △22.2 17.98 Compared to Year-E
Slide 11: Capital Investments (Consolidated)
6. Capital Investments (Consolidated) R&D Costs Capital Investment Deprecation Costs 【FY2018 Major Capital Investment Details】 (Units: billions of yen) 4.00 4.0 3.66 3.55 First-Half Results ① Production Equipment 580 million yen 3.05 ② Showroom Renovation 950 million yen 3.0 ③ Information Investment
Slide 12: Major Products Sales and Cleanup Market Share - 1/3
7. Sales Results For Major Products and Cleanup Market Share - 1/3 Complete System Kitchen Sales Results Demand Trends and Market Share (Units: billions of yen) Monetary Value (Thousands of Sets) (Thousands of Sets) Demand Volume （％） 100 Volume 400 1,400 Cleanup Share 30.0 89.2 1,227 1,242 1,200 1,2
Slide 13: Major Products Sales and Cleanup Market Share - 2/3
7. Sales Results For Major Products and Cleanup Market Share - 2/3 Modular System Bathroom Sales Results Demand Trends and Market Share (Units: billions of yen) Monetary Value (Thousands of Sets) (Thousands of Sets) Demand Volume （％） 20 Volume 50 1,000 Cleanup Share 10.0 17.7 839 15.8 43 40 800 739
Slide 14: Major Products Sales and Cleanup Market Share - 3/3
7. Sales Results For Major Products and Cleanup Market Share - 3/3 Washstands/Vanities Demand Trends and Market Share (Units: billions of yen) Monetary Value (Thousands of Sets) (Thousands of Sets) Demand Volume （％） 6 150 2,000 Cleanup Share 10.0 Volume 1,828 1,833 1,844 5.4 1,768 1,804 5.1 5 4.8 4.
Slide 15: Forecasted Consolidated Results For The Period Ending March 2019
8. Forecasted Consolidated Results For The Period Ending March 2019 (Units: millions of yen) 2018/3 2019/3 Change From (Actual Results) (Forecast) Prev. Period Net Sales 107,386 106,000 △1.3％ Operating Income 398 △750 - Operating Margin 0.4％ -0.7％ - Ordinary Income 418 △720 - Ordinary Income Margin
Slide 16: II. Future Strategy
II. Future Strategy Progress of Medium-Term Management Plan 15
Slide 17: 2018 Medium-term Management Plan - Vision
1. Outline of 2018 Medium-term Management Plan (2018 to 2020) (1) - Vision “Reformation to transform into ‘Cleanup’ a lifestyle value creating business” At Cleanup we aim to become a business that delivers “excitement” to customers around the world and we will continue to always be the business of c
Slide 18: Commitments and Framework
1. Outline of 2018 Medium-term Management Plan (2018 to 2020) (2) - Commitments and Framework Commemorating the 70th anniversary of our establishment, moving forward. At Cleanup we take on the challenging task of “Reformation and Creation”. 1. Increase shares in mid to high-end markets. Structural R
Slide 19: Orientation and Domain of Strategies
1. Outline of 2018 Medium-term Management Plan (2018 to 2020) (3) - Orientation and Domain of Strategies Products and services EC business Existing New Entry into new business areas [New product & [Diversification] Customers and markets service development] New ･ Cross industry business ･ Maintenanc
Slide 20: Reformation of Product Line-up
2. Specific Measures for “2018 Medium-Term Management Plan” (1) - Reformation of Product Line-up Innovate product lines ranging from ultra-high class to medium and high class markets. 富market Market (1) Advancement into the 裕層市 “High Class” (Italian premium kitchens) for場the Market (2) へaffluent <Es
Slide 21: Redevelopment of Superior to Medium Quality Products 1/5
2. Specific Measures for “2018 Medium-Term Management Plan” (2) - Redevelopment of Superior to Medium Quality Products 1/5 Redevelop two of our major traditional brands to create the new Cleanup Flagship model Core models of medium to superior quality The first simplified installation system kitchen
Slide 22: Redevelopment of Superior to Medium Quality Products 2/5
2. Specific Measures for “2018 Medium-Term Management Plan” (2) - Redevelopment of Superior to Medium Quality Products 2/5 A half year has elapsed since the launch of the brand. New activities will be implemented for brand penetration of the market. The concept is “bringing the kitchen into the cent
Slide 23: Redevelopment of Superior to Medium Quality Products 3/5
2. Specific Measures for “2018 Medium-Term Management Plan” (2) - Redevelopment of Superior to Medium Quality Products 3/5 A new story of the core brand started at Cleanup from September 2018. Further evolution of the “Cleanlady” The introduction of a new core brand in the medium to superior quality
Slide 24: Redevelopment of Superior to Medium Quality Products 4/5
2. Specific Measures for “2018 Medium-Term Management Plan” (2) - Redevelopment of Superior to Medium Quality Products 4/5 Starting new advertisement and sales promotional activities to convey the attractive features of STEDIA “Forever unchanging and beautiful” The new commercial released on August
Slide 25: Redevelopment of Superior to Medium Quality Products 5/5
2. Specific Measures for “2018 Medium-Term Management Plan” (2) - Redevelopment of Superior to Medium Quality Products 5/5 The two pieces of equipment compatible with the CENTRO and STEDIA series products were given the Good Design Award. Hybrid Cooktop Stainless Design Hood Dual Chef Ballena The po
Slide 26: Enhancement of Customer Contacts
2. Specific Measures for “2018 Medium-Term Management Plan” (3) - Enhancement of Customer Contacts Renovations and relocations of showrooms continue for sustained and enhanced sales capacities Renovations were conducted at four sites during first half of FY2018 The “Osaka South Supporting renovati
Slide 27: New Development of Support Framework
2. Specific Measures for “2018 Medium-Term Management Plan” (4) - New Development of Support Framework Attractive features of Cleanup products are enhanced with support framework aspects as well! From The “Cleanup Smile Membership Program”, a program for paid September, 2018 support services, is rev
Slide 28: Activities Implemented for Overseas Business Operations
2. Specific Measures for “2018 Medium-Term Management Plan” (5) - Activities Implemented for Overseas Business Operations ◆ Enhance the implementation of stainless cabinets, primarily in the nations of Asia. ◆ Examine the overseas supply framework. Shenyang ● China Dalian ・ Kitchen products and the
Slide 29: CSR Programs
2. Specific Measures for “2018 Medium-Term Management Plan” (6) - CSR Programs Cleanup Foundation Cleanup Wrestling Club - A means to pay back local communities, with gratitude - Promotion of sports by encouraging participation in wrestling. Club founded in 1992 The foundation, which was established
Slide 30: Cleanup Corporation
For any questions concerning investor relations, please contact: Cleanup Corporation Corporate Planning Department, Public Relations Section Tel 03-3894-4771 URL http://cleanup.jp/ Disclaimer This material is intended to provide information regarding the FY2018 financial results (April 2018 - Septem