Slide 1: Announcement of FY 2013 Interim Results
“To create smiles from the kitchen” パワーポイントテンプレート Presentation Material: Announcement of FY 2013 Interim Results November 15, 2013 ２０１２年１１月２０日 0
Slide 2: Interim Results Outline
“To create smiles from the kitchen” Ⅰ. Interim Results Outline 1
Slide 3: Outline of Consolidated Results for Interim Period Ended September 2013
1. Outline of Consolidated Results for Interim Period Ended September 2013 (Units: millions of yen) 2013/9 2012/9 Change From 2013/9 Compared (Actual Results) (Actual Results) Prev. Period (Previous Forecast) To Revised Plan Net Sales 59,876 55,159 8.6％ 57,000 5.0％ Operating 3,764 2,338 61.0％ 2,350
Slide 4: Consolidated Profits: Net Sales, Gross Profit
2. Consolidated Profits ① Net Sales, Gross Profit (Units: billions of yen) 【Increased/Decreased Values (Rates)】 【Main Increase/Decrease Factors】 59.87 55.15 Net Sales ●System Kitchens ＋4,010 million yen ＋4.72 billion yen ・Ｓ．Ｓ． △100 million yen ＋2,040 million yen ・CLEANLADY ・RAKUERA ＋1,000 million ye
Slide 5: Consolidated Profits: SGA Expenses, Operating Income
2. Consolidated Profits ② SGA Expenses, Operating Income 21.10 【Increased/Decreased Values (Rates)】 (Units: billions of yen) 19.22 Gross Profit ＋1.87 billion yen 【 Main Increase/Decrease Factors 】 ●Sales Expenses △ 250 million yen ●Distribution Expenses ＋ 160 million yen SGA Expenses ●Personnel Expe
Slide 6: Sales Composition By Segment (Consolidated)
3. Sales Composition ① By Segment (Consolidated) Kitchen Equipment Bathtubs & Washstands Other 【2013/9】 (Units: millions of yen) 121,500 Other 113,533 4.6％ 120,000 4,980 4.1％ Bathtubs & 4,991 4.4％ Washstands 22,320 19.2％ 100,000 21,257 18.4％ 76.2％ 18.7％ Kitchen Equipment 80,000 59,876 55,159 60,000
Slide 7: Sales Composition By Sales Route (Non-Consolidated)
3. Sales Composition ② By Sales Route (Non-Consolidated) Direct-S ales (Con domin iu m own ers) 【Full-Term Base】 Hou sin g Con stru ctors G en eral R ou tes (Con stru ction Con tractors - Home R en ovation ) 4.1％ 4.4％ 15.4％ 6.0％ 15.3％ 14.9％ 【First-Half Base】 2.5％ 3.1％ 15.9％ 80.5％ 80.3％ 3.7％ 14.8％ 79
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 】 【Assets】 89.20 Total Assets 86.51 85.89 ●Current Assets ＋2,660 million yen ＋3.31 billion yen ●Fixed Assets ＋650 million yen Cash and Deposits ●Cash and Deposits ＋2,410
Slide 9: Consolidated Balance Sheet Summary – 2/2
4. Consolidated Balance Sheet Summary – 2/2 (Units: billions of yen) 【Liabilities･Minority Interests・Assets】 【Primary Reasons for Increase/Decrease】 89.20 86.51 85.89 【 Increased/Decreased Values 】 24.50 Current Liabilities ●Short-term Borrowing ＋1,500 million yen 20.01 16.59 ●Income Taxes Payable ＋
Slide 10: Consolidated Cash Flow Statement Summary
5. Consolidated Cash Flow Statement Summary (Units: billions of yen) Cash Flow from Operating Activities Cash Flow from Investing Activities Cash Flow from Financing Activities Interim (Year-End) Cash & Cash Equivalents Balance 29.12 27.33 27.20 28. 00 （2013/3） ＋1.91 Compared to Year-End Balance 21.
Slide 11: Capital Investments (Consolidated)
6. Capital Investments (Consolidated) (Units: billions of yen) R&D Costs Capital Investment Deprecation Costs 【FY2014 Major Capital Investment Details】 8.0 First-Half Results 6.50 ① Production Equipment 6.0 670 million yen ② Showroom Renovation 610 million yen 4.50 ③ Information Investment 730 milli
Slide 12: Outline of Non-Consolidated Results for Interim Period
7. Outline of Non-Consolidated Results for Interim Period Ended September 2013 (Units: millions of yen) 2013/9 2012/9 Change From (Actual Results) (Actual Results) Prev. Period Net Sales 57,399 53,025 8.2％ Operating 3,365 1,868 80.1％ Income Ordinary 3,510 1,944 80.5％ Income Interim 2,211 1,247 77.3％
Slide 13: Non-Consolidated Sales Composition By Segment
8. Non-Consolidated Sales Composition By Segment Kitchen Equipment Bathrooms Washstands Industrial Kitchen Equipment Other 120,000 117,000 Industrial Kitchen 【2013/9】 120,000 (Units: millions of yen) 4.6％ Equipment 109,127 5,361 Other 813 0.7％ 0.7％ 5,488 5.0％ 5,481 5,894 3.7％ 770 680 4.7％ 100,000 5,
Slide 14: Major Products and Market Share - 1/4
9. Sales Results For Major Products and Cleanup Market Share - 1/4 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 300 1,400 Cleanup Share 30.0 1,228 84.1 1,200 80 77.3 2
Slide 15: Major Products and Market Share - 2/4
9. Sales Results For Major Products and Cleanup Market Share - 2/4 Sectional System Kitchen Sales Results Demand Trends and Market Share (Units: billions of yen) Monetary Value (Thousands of Sets) (Thousands of Sets) Demand Volume （％） 8 Volume 120 600 Cleanup Share 30.0 25.0 6 90 438 5.5 419 402 400
Slide 16: Major Products and Market Share - 3/4
9. Sales Results For Major Products and Cleanup Market Share - 3/4 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 16.6 15.8 40 800 8.0 14.9 14
Slide 17: Major Products and Market Share - 4/4
9. Sales Results For Major Products and Cleanup Market Share - 4/4 Washstands/Vanities Demand Trends and Market Share (Units: billions of yen) Monetary Value (Thousands of Sets) (Thousands of Sets) Demand Volume （％） 6.0 Volume 150 2,000 Cleanup Share 10.0 5.5 1,750 5.0 5.1 1,655 1,637 1,609 4.7 4.7
Slide 18: Showrooms And Visitor Numbers
10. Showrooms And Visitor Numbers (Locations) Number of Showrooms (Thousands of groups) 240 Number of Visitors 600 530 510 480 495 200 471 500 460 456 451 444 448 Current Interim Period 160 Prev. Interim Period 271 thousand groups 400 254 thousand groups (+6.6%) 120 109 109 300 104 107 105 105 102 1
Slide 19: Forecasted Consolidated Results For The Period Ending March 2014
11. Forecasted Consolidated Results For The Period Ending March 2014 (Units: millions of yen) 2013/3 2014/3 2014/3 Change From Compared (Actual Results) (Previous Forecast) (Full-Term Forecast) Prev. Period to Plan Net Sales 113,533 118,800 121,500 7.0％ 2.3％ Operating 4,755 4,800 5,800 22.0％ 20.8％ I
Slide 20: Future Strategy
FYF UDB, RBEIDCLS5 Siege ee” I. Future Strategy
Slide 21: Management Environment
1. Management Environment ■New housing starts (Units) 100,000 Figures have improved on a year-over-year basis for （％） 60. 100,000 New housing starts (units) 13 straight months since September 2012 60.0 YOY comparison (%) 83,398 8 8 ,5 3 9 81,986 8 4 ,2 5 1 8 4 ,8 0 1 8 4 ,3 4 3 80,000 8 3 ,7 0 4 40.
Slide 22: Management Policies for the Period Ending March 2014
2. Management Policies for the Period Ending March 2014 Period Ending March 2014 Management Policies Firmly establish “The Kitchen Company” ① Increase market share of mid- and high-level system kitchens centered on the CLEANLADY ② Increase the speed of renovation measures ③ Improve overall showroom
Slide 23: Important Measures
3. Important Measures Thoroughly promote the 12 mid-term plans to become “the kitchen company” Production Reorganize/strengthen power production system Sales Brand Product capabilities power appeal Strengthening the brand Improved overall showroom Technical development of competitiveness for Oversea
Slide 24: Production Capabilities
4 .“Production Capabilities” ●The deepening and evolution of craftsmanship ＣＰＳ Sales Production Distribution Installation Cleanup Production System （Order Production System） The pursuit of “total optimization” What they want We When they want it provide: How they want it Customer Satisfaction ●Impro
Slide 25: Measures to Enhance Product Appeal: Product Lineup
5. Measures to Enhance Product Appeal (1) Product Lineup Craftsmanship Leveraging the Strengths of a Specialist Manufacturer 【Renewal Schedule】 ● “S.S” (functional enhancement High-Value-Added Products Our standard brand as “The Kitchen Company” in December) A model allowing consumers to experience
Slide 26: Functional Enhancement of S.S.
5. Measures to Enhance Product Appeal (2) Functional Enhancement of “S.S.” Renewal of luxury system kitchen “S.S.” The extremely durable and hygienic “Bi-Coat Worktop” as standard. Advantages of the “Bi-Coat Worktop” ●”Bi-Coat” (Unique hydrophilic ceramic coating) This unique hydrophilic ceramic coa
Slide 27: Improve Overall Showroom Competitiveness (1)
6.“Sales Capabilities” (1) Improve Overall Showroom Competitiveness 6 refurbished showrooms opened throughout the country (April to October, 2013) Our concept is “Able to Support Events” and “Interactive Display Spaces” 1 2 【Refurbished Point】 ●”Space Display” recreates living spaces, including the
Slide 28: Improve Overall Showroom Competitiveness (2)
6.“Sales Capabilities” (2) Improve Overall Showroom Competitiveness Multiple refurbishments implemented at “Kitchen Town Cleanup Osaka” Plans from “Water Section Workshop” Plans from 15 “salonese” member stores Workshops conducted by 15 “salonese” registered Kitchen design competitions held at Clean
Slide 29: Promoting Renovation Plans
6. Measures to Enhance Sales Capabilities (3) Promoting Renovation Plans Building and strengthening a comprehensive system to meet the demands of renovators ●Influential regional stores Cleanup (contractors) Consumers ●Sub-users (wholesalers) Strengthen renovation strategy ● “Water Section Workshops
Slide 30: Brand Power (1) Aiming for Improved Brand Value
7. Brand Power (1) Aiming for Improved Brand Value Aiming for increased brand power by implementing our corporate philosophy through various activities leveraging our strengths as a specialist manufacturer. Expanded communication activities Deepening and evolution of Using the theme of craftsmanship
Slide 31: Brand Power (2) Events Focusing on the Theme of Food
7. Brand Power (2) Events Focusing on the Theme of “Food” Regular cooking classes at showrooms with a "salonese“ as an instructor Salonese Showrooms Transmission of Information Members in Around Japan to Locals Japan 102 More than 1,000 Locations Members “Salonese” who have registered with the membe
Slide 32: Brand Power (3) Promoting Food Education
7. Brand Power (3) Promoting Food Education Actively engaging in food education activities by participating in the “Bento Day Support Project” • ●Holding presentations and children's cooking classes at the Shinjuku Showroom ・Presentation: “Form Family Bonds at the Dinner Table” (Presenter: Mr Yoshih
Slide 33: Overseas Business Capabilities
8. Overseas Business Capabilities ●China In partnership with a house manufacturer, We Shenyang Iwaki supplied model rooms with kitchens in Shenyang, Beijing Suzhou, and Taicang. Tokyo Shanghai ●Vietnam Okayama Using our Hanoi and Ho Chi Minh City showrooms, we expanded sales to include end- Taipei H
Slide 34: CSR Activities (1)
9. CSR Activities (1) Implementation of Our Corporate Philosophy and Recovery Support "Family" "We Love Family Time!" campaign An award ceremony was held, where a Cleanup luxury system kitchen, "S.S." was awarded to the winner of the "Best Episode Award" and the “Special Award.” "Earthquake Sponsori
Slide 35: CSR Activities (2) Sporting Activities
9. CSR Activities (2) Sporting Activities (Wrestling Club) Asian Championships (New Delhi, India) Universiade (Kazan, Russia) Hiroe Suzuki earned a gold Shota Tanokura earned medal, and Shota Tanokura a bronze medal earned a silver medal Hiroe Suzuki Shota Tanokura World Wrestling Championships (Bud
Slide 36: System Kitchen Market Share by Class
10. System Kitchen Market Share by Class Due to the favorable progress of RAKUERA, we were able to increase our market share of entry-level system kitchens Changes in System Kitchen Market Share by Class 28.0 （％） 25.3 28.0 24.0 25.3 Luxury 20.6 24.0 20.0 20.6 Mid-Level 16.5 16.3 20.0 15.5 16.3 16.0
Slide 37: Medium-term Strategy (1) Product Development from Customer's Point of View
11. Medium-term Strategy (1) Product Development from the Customer’s Point of View Aiming to create “products you can trust”… Cleanup will continue to provide high-quality products, regardless of the times, and always with an emphasis on the consumer’s point of view. Cleanup’s 3R Efforts Compliance
Slide 38: Medium-term Strategy (2) Pursuit of New Management Philosophy
12. Medium-term Strategy (2) Pursuit of “New Management Philosophy” ◎On 65th anniversary of our inauguration, creating a foundation suitable for a “second inauguration” Founder’s Philosophy (Five Concepts) Aiming for a business that Corporate Philosophy develops globally, while (creating cheerful sm
Slide 39: Cleanup Corporation
For any questions concerning investor relations, please contact: Cleanup Corporation Corporate Planning Department, Public Relations Section Tel 03-3810-8241 Fax 03-3800-2261 URL http://cleanup.jp/ 38
Slide 40: Disclaimer
Disclaimer This material is intended to provide information regarding FY2013 Interim Results (April 2013～September 2013) and does not constitute a solicitation to invest in Cleanup Corporation-issued securities. Furthermore, this material was created based upon data current as of November 15, 2013.