Slide 1: Financial Results for FY2/22
Financial Results for FY2/22 Tuesday, April 5, 2022 1
Slide 2: Consolidated Results: Income Statement
Consolidated Results: Income Statement Net sales, operating income, ordinary income, and net income reached record highs. SG&A to sales ratio was 25.8% ( -1.3ppt. YoY). Each expenses were appropriately controlled. （Million yen/％） Ratio to FY2/22 YoY 1H YoY 2H YoY sales Net sales 583,618 107.6 10
Slide 3: Sales by Business
Sales by Business Domestic sales increased by 7.7% YoY. Three of the businesses posted three- digit growth. Divalo‘s number of stores declined, while sales at Si meng le（Taiwan） declined due to the novel coronavirus pandemic measures. * Sales of the EC business are included in the Shimamura Busi
Slide 4: Net sales and operating income margin per existing store by business
Net sales and operating income margin per existing store by business Net sales per existing store and operating income margin of the three main businesses increased significantly. Shimamura: sales per existing store rose to Approx. 310 million yen. Operating income margin was 10.0%, recovering t
Slide 5: Consolidated Results: SG&A Expenses
Consolidated Results: SG&A Expenses Personnel expenses: ratio to sales was 12.7%, controlled by reduction of work in stores, etc. Advertising expenses: ratio to sales decreased to 2.0% by utilizing digital advertising, etc. *In FY2/21, SG&A expenses temporarily decreased significantly due to sho
Slide 6: Consolidated Results: Balance Sheets
Consolidated Results: Balance Sheets Assets: cash and deposits increased due to company policy. Merchandise inventories are at an appropriate level. Liabilities: decreased by 5.3% YoY. It was increased in the previous fiscal year due to the construction cost of the new head office. （Million yen/
Slide 7: Number of Customers, Number of Items Purchased, Unit Price (YoY)
Number of Customers, Number of Items Purchased , Unit Price (YoY) Same-store sales increased YoY and Yo2Y in all three businesses. The main reason for the increase in sales is the increase in the number of customers due to strengthened product and sales capabilities. （％） Net sales Number of Spen
Slide 8: Gross profit, Price reduction, Inventory YoY
Gross profit, Price reduction, Inventory YoY Utilization of short-term production, flexible control of purchasing and inventory, and reduction of cash limited-time discounts have helped control price reduction, leading to record gross profit margins. （％） Gross profit Discount Inventory Business Pe
Slide 9: Shimamura Business ①
Shimamura Business ① Strengthening product appeal ①Strengthen brand power: ratio of original brand products was 29.4% (PB+JB+FIBER/for the full year) Brand ratio of women's outerwear: 31.2%. Among them, sales of JB products grew significantly. ②Strengthen product planning capabilities: Expand collab
Slide 10: Shimamura Business ②
Shimamura Business ② Strengthening sales power ①Expand digital advertising: 31 video ads (9 last year). Also increased web flyers. Number of social media followers reached approx. 30 million. Promotion via official YouTube channel and Instagram accounts. ②Strengthen regional response: Strengthen res
Slide 11: Avail Business
Avail Business Strengthening product appeal and sales power ①Establishment of 3 JB brands: CHIP CLIP, SUREVE and Rag Out Ratio of JB products was 29.5% through total development of wear and knickknacks. ②Launch and expansion of new departments: Expanding the product lineup and sales floor of interio
Slide 12: Birthday Business
Birthday Business Strengthening product appeal and sales power ①Expansion of mainstay JBs and launch of new JBs: Ratio of JB products was 24.8% (+5.4pt YoY) Mainstay JB is expanding in total packages with wear and bedding. Also increased character collaboration products. ②Expansion of occasional pro
Slide 13: EC Business
EC Business Expansion and strengthening the online store ①Annual sales: 2.8 billion yen: EC-limited products are performing well. Pre-order sales prevent opportunity loss. ②The number of EC members is 1,090,000: Composition ratio in urban areas is high. This data is also used for planning store open
Slide 14: Consolidated Business Forecasts for FY2/23
Consolidated Business Forecasts for FY2/23 Net sales are expected to increase by 3.9% YoY, and operating income is expected to increase by 5.3% YoY. Annual dividend per share is expected to be 250 yen. (Dividend increase of 10 yen.) （Million yen/％） FY2/22 Ratio to FY2/21 Ratio to YoY sales Resul
Slide 15: Consolidated Business Forecasts for FY2/23 (Sales Plan)
Consolidated Business Forecasts for FY2/23 (Sales Plan) Same-store sales are expected to exceed the previous year's level in each business segment. Plan to increase it by more than 4.0% in Avail, Birthday, and Chambre. Divalo is in the process of restarting. Si meng le (Taiwan) was affected by t
Slide 16: FY2/23 Management Policy
FY2/23 Management Policy Unifying theme: Reborn 2nd Stage "Evolution and Application” We will deliver "WAKUWAKU (excitement)" and "WANTS (desire for our items)" to our customers through our revitalized and evolved "stores where you can easily shop by seeing, touching, enjoying, choosing products". ①
Slide 17: FY2/23 Policy by Business ①
FY2/23 Policy by Business ① Unifying theme: Reborn 2nd Stage "Evolution and Application” ①Shimamura Business ▼PB: Branding evolution to increase awareness and expand higher-priced products. ▼JB and character products: Strengthen planning throughout the business to attract more customers. ▼Strengthen
Slide 18: FY2/23 Policy by Business ②
FY2/23 Policy by Business ② Unifying theme: Reborn 2nd Stage "Evolution and Application” ④Chambre Business ▼Expansion & rebranding of JB in wear and knickknacks. Collaborate between sales floor and sales promotion. ▼Develop new character products, expand gift items and strengthen proposals. ⑤Divalo
Slide 19: FY2/23 Store Opening / Closing Plan
FY2/23 Store Opening / Closing Plan Our group plans to open 35 new stores, close 16 stores, with net increase of 19 stores. Strengthen store openings of Birthday and Chambre. Increase profitability of Shimamura. Expand development department and strengthen support for the Tokyo metropolitan area
Slide 20: FY2/23 Capital Investment Plan
FY2/23 Capital Investment Plan Capital investment of 16.4 billion yen is planned mainly for the purpose of opening new stores. Land is planned to be used for stores and Transfer Center in the amount of 10 billion yen. (Million yen） Shimamura Amount Breakdown (non-consolidated) Buildings 4,740 Ne
Slide 21: FY2/23 Numerical Targets: Revision of Targets
Progress of the Medium-term Management Plan: Revision of Targets FY2/23 Numerical Targets Domestic sales Domestic operating income Initial plan Revised plan Initial plan Revised plan 595 billion yen 615 billion yen 49.3 billion yen 53.3 billion yen (+20 billion yen) (+4 billion yen) Domestic OPM Dom
Slide 22: Product and Sales Policies
Progress of Medium-Term Management Plan: Product and Sales Policies Until now Current Future FY2017-2019 FY2020-FY2021 FY2022-FY2023 ・High sensitivity, high quality, and low ・High sensitivity, high quality, low price plus 1 ・High sensitivity, high quality, low price plus 1 price “plus 1” indicates i
Slide 23: Promoting DX
Progress of the Medium-Term Management Plan: Promoting DX FY2021 FY2022 FY2023 ・Building a store profile ・Operation of business apps (stores + e- ・Business app evolution Customer management Started collecting data on events and events commerce) Individual information distribution of EC tailored to t
Slide 24: Approach to ESG Issues ①
Progress of the Medium-Term Management Plan: Approach to ESG Issues ① Our management mission is to create a "good company. Promoting sustainable "Shimamura-style ESG" through our core business 24
Slide 25: Approach to ESG Issues ②
Progress of the Medium-Term Management Plan: Approach to ESG Issues ② Structure to approach to ESG issues and its progress (Environment) ① Structure to approach to ESG issues: Three teams are organized by theme. Hold monthly meetings with participation of board members. Departmental response ⇒ Relat
Slide 26: Approach to ESG Issues ③
Progress of the Medium-Term Management Plan: Approach to ESG Issues ③ Progress of approach to ESG issues (Environment) ① Environmentally friendly products...Established a lot tracking system for production process. Only certified materials are used. ② Environmentally friendly secondary materials: Re
Slide 27: Approach to ESG Issues ④
Progress of the Medium-Term Management Plan: Approach to ESG Issues ④ ESG Progress (Social and Governance) ① Increase the ratio of female managers: Revamped the regional retention plan and managed across the group. Revamped education curriculum and held information sessions in various locations Incr
Slide 28: Capital Policy
Progress of the Medium-term Management Plan: Capital Policy Basic Approach We aim to continuously improve business performance through aggressive investment in growth, while securing a stable financial base. We will return profits to shareholders through dividends; we will increase dividend annuary
Slide 29: Information Disclosure Schedule
Information Disclosure ①Financial Results (disclosed on the corporate website) Click here to visit our HP. ▼ Financial Results Presentation (with comments) ...Tuesday, April 5 ▼ Summary of Financial Results (English version) ... Tuesday, April 5 ▼ Summary of Q&A Session ... Wednesday, April 6 ▼ Fina
Slide 30: Cautionary Statement Regarding Forward-Looking Statements
(Cautionary Statement Regarding Forward-Looking Statements, etc.) The forward-looking statements, including business forecasts, contained in this document are based on judgments made in accordance with information available at the time of this document's release and are subject to a number of uncert