Slide 1: Announcement of FY 2017 Year-End Results
パワーポイントテンプレート Presentation Material: Announcement of FY 2017 Year-End Results May 17, 2018 0
Slide 2: I. Results Outline
PYF UDB, RREDL 35 pene I .Results Outline
Slide 3: Outline of Consolidated Results for the Period Ended March 2018
1. Outline of Consolidated Results for the Period Ended March 2018 (Units: millions of yen) 2018/3 2017/3 Change From 2018/3 (Actual Results) (Actual Results) Prev. Period (Revised Forecast) Net Sales 107,386 113,661 △5.5％ 110,300 Operating 398 1,989 △79.9％ 1,400 Income Ordinary 418 1,795 △76.7％ 1,3
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】 113.66 ●System Kitchens △ 5,050 million yen 107.36 Net Sales ●System Bathrooms △ 910 million yen △6.27 billion yen ●Washstands △ 210 million yen ●Decreas
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)】 【 Main Increase/Decrease Factors 】 38, 000 36.97 35.45 Gross Profit △1.52 billion yen ●Sales Expenses ＋ 330 million yen ●Distribution Expenses △ 150 million yen SGA Expenses ●Pers
Slide 6: Sales Composition (1) By Segment (Consolidated)
3. Sales Composition (1) By Segment (Consolidated) Kitchen Equipment Bathtubs & Washstands Other 【2018/3】 (Units: millions of yen) Other 6.2％ 120,000 113,661 111,000 107,386 5.8％ Bathtubs & 6,348 6,484 Washstands 15.7％ 6,652 78.1％ 100,000 17,976 15.6％ 17, 304 16,860 Kitchen Equipment 80,000 60,000 【
Slide 7: Sales Composition (2) By Sales Route (Non-Consolidated)
3. Sales Composition (2) By Sales Route (Non-Consolidated) 4.8％ 5.1％ 5.1％ 5.1％ 5.1％ 16.1％ 16.0％ 16.3％ 15.9％ D irec t-S ales 16.0％ (Con domin iu m own ers) Hou sin g Con stru ctors G eneral Routes (Con stru ction Con tractors - Home Ren ovation ) 79.1％ 78.9％ 78.6％ 78.9％ 79.0％ 0 2017/3 2018/3 2019/3 2
Slide 8: Consolidated Balance Sheet Summary – 1/2
4. Consolidated Balance Sheet Summary – 1/2 【Assets】 【Increased/Decreased Values (Rates)】 【Main Increase/Decrease Factors】 (Units: billions of yen) Total Assets ●Current Assets △ 2,430 million yen 84.37 83.90 ●Fixed Assets + 1,960 million yen △0.47 billion yen ●Cash and Deposits △ 1,190 million yen
Slide 9: Consolidated Balance Sheet Summary – 2/2
4. Consolidated Balance Sheet Summary – 2/2 【Liabilities / Net assets】 【 Increased/Decreased Values 】 【Primary Reasons for Increase/Decrease】 100 (Units: billions of yen) 84.37 83.90 ●Trade Accounts Payable, Other Accounts Payable △ 480 million yen 23.28 Current Liabilities ●Short-term loans payable
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 Year-End Cash & Cash Equivalents Balance 30. 00 25. 00 21.89 △16.9 20.20 20. 00 15. 00 10. 00 5. 00 3.68 2.93 △7.5 0. 00 △
Slide 11: Capital Investments (Consolidated)
6. Capital Investments (Consolidated) R&D Costs Capital Investment Deprecation Costs (Units: billions of yen) 【Major Capital Investment Details】 6.0 FY 2017 Results 5.53 ① Production-Related 1,080 million yen 5.0 ② Showroom Renovation 960 million yen ③ Information Investment 840 million yen 4.00 4.0
Slide 12: Sales Results For Major Products 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) Demand Volume （％） (Thousands of Sets) 100 Volume 400 1,400 Cleanup Share 30 89.2 1,227 1,200 1,204 1,207
Slide 13: Sales Results For Major Products 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 Demand Volume （％） (Thousands of Sets) (Thousands of Sets) 20.0 Volume 50 1,000 Cleanup Share 10 17.7 839 15.8 43 800 8 40 74
Slide 14: Sales Results For Major Products 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) Demand Volume (Thousands of Sets) (Thousands of Sets) Demand Volume （％） 6.0 Cleanup Share 150 2,000 Cleanup Share 10 5.4 1,828 1,768 1,804 1,833 1,844 5.1 1,
Slide 15: Showrooms And Visitor Numbers
8. Showrooms And Visitor Numbers (Locations) Number of Showrooms Number of Visitors (Thousands of groups) 180 600 539 510 150 471 483 500 456 468 459 451 448 456 444 436 120 400 109 105 105 102 102 102 102 102 102 103 103 101 90 300 60 200 30 100 0 0 08/3 09/3 10/3 11/3 12/3 13/3 14/3 15/3 16/3 17/3
Slide 16: Forecasted Consolidated Results for the Period Ending March 2019
9. 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 107,386 111,000 ＋3.4％ Operating Income 398 1,000 ＋150.7％ Operating Income Margin 0.4％ 0.9％ - Ordinary Income 418 950 ＋127.1％ Ordin
Slide 17: II. Future Strategy
II. Future Strategy Progress of Medium-Term Management Plan and Basic Policy for FY2018 16
Slide 18: Review of 2015 Medium-Term Management Plan (2015 to 2017)
1. Activities Implemented and Review of 2015 Medium-Term Management Plan (2015 to 2017) Innovations geared towards an added value (revenue) focused management ● Maximize added value and optimize fixed assets - Enhance sales for mid to high end products. Profit - Develop products that give competitiv
Slide 19: 2018 Medium-term Management Plan: Vision
2. Outline of 2018 Medium-term Management Plan (2018 to 2020) (1) - Vision “Reformation to transform into ‘Cleanup’ the 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
Slide 20: 2018 Medium-term Management Plan: Commitments and Framework
2. Outline of 2018 Medium-term Management Plan (2018 to 2020) (2) - Commitments and Framework Commemorating the 70th anniversary of our establishment and moving forward. At Cleanup we take on the challenging task of “Reformation and Creation”. 1. Increase shares in mid to high-end markets. Structura
Slide 21: Orientation and Domain of Strategies
3. 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 New service development] ･ Cross industry business ･ Maintenanc
Slide 22: Reformation of Product Line-up
4. Specific Measures for “2018 Medium-Term Management Plan” (1) - Reformation of Product Line-up Reform the product line in preparation for full-scale entry into high and super high-end markets Market (1) market for the affluent Advancement into the “High Class” (Italian premium kitchens) Market (2)
Slide 23: Activities Implemented for Super High-end Market
4. Specific Measures for “2018 Medium-Term Management Plan” (2) - Activities Implemented for Super High-end Market Full-scale implementation of business for the affluent (Valcucine / PRIMITAGE) Showroom of Valcucine, an Italian premium kitchen brand. The first domestic showroom “Valcucine Tokyo” ope
Slide 24: Activities Implemented for High-end Market: CENTRO
4. Specific Measures for “2018 Medium-Term Management Plan” (3) - Activities Implemented for High-end Market The flagship model was upgraded to restore the market share. From February 1, 2018 Based on the concept of “bringing the kitchen into the center of life” Introduced as a “kitchen for enjoying
Slide 25: Activities Implemented for High-end Market: TIARIS
4. Specific Measures for “2018 Medium-Term Management Plan” (3) - Activities Implemented for High-end Market A full model change of hygienic products to reposition for the high-end market. From February 1, 2018 Further evolution of beauty and functionality! The proposal of a safe and comfortable sin
Slide 26: Enhancement of Customer Contacts
4. Specific Measures for “2018 Medium-Term Management Plan” (4) - Enhancement of Customer Contacts Further enhancing value provided at showrooms. New establishments and the relocation of showrooms to promote Famous saloneses recruited as “CENTRO Ambassadors”. sales strategies. Highest grade fitted k
Slide 27: Enhancing the value provided at showrooms
4. Specific Measures for “2018 Medium-Term Management Plan” (4) - Enhancement of Customer Contacts Further enhancing the value provided at showrooms. Proposing a lifestyle with graceful new uniforms Promoting the acquisition of specialized knowledge by employees The uniforms of showroom advisors Sho
Slide 28: Activities Implemented for Overseas Business Operations
4. 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 ・ Advancement into the mark
Slide 29: Activities Implemented for EC business Operations
4. Specific Measures for “2018 Medium-Term Management Plan” (6) - Activities Implemented for EC business Operations The launch of an EC business, as a new sales channel. An EC ( Online Shopping ) site is to be revamped and launched. Aiming to further expand the market! http://style.cleanup.jp/ Top p
Slide 30: CSR Programs (1) - Welfare for Disabled Persons
5. CSR Programs (1) - Welfare for Disabled Persons The tenth Anniversary of Cleanup Heartful Corporation. Ten years of activities aimed at “self-reliance” and “inclusiveness”. [Management philosophy] [Principal activities] “Create thoughtful value for society, as a ● Facility management services for
Slide 31: CSR Programs (2) - Support for Disaster Recovery and Personnel Training
5. CSR Programs (2) - Support for Disaster Recovery and Personnel Training Cleanup Foundation - Contributing to the Training of Personnel Who Will Maintain the Local Communities. The “Cleanup Foundation”, established in 2012, has been continuously providing support for restorations and the training