Sapporo Holdings Limited · TSE:2501
Sapporo — Q1 2013 Earnings Presentation
25 slides from Sapporo's earnings presentation, May 8, 2013
Slide 1: Sapporo Group Business Results Presentation for the Three Months Ended March 31, 2013
2013 Sapporo Group Business Results Presentation for the Three Months Ended March 31, 2013 May 8, 2013 Sapporo Holdings Ltd. URL http://www.sapporoholdings.jp/english Copyright, 2013 SAPPORO HOLDINGS LTD. All rights reserved. 1/25
Slide 2: Contents
Contents 1. Progress of Implementation of 2013 Basic Strategies 2. Overview of First-Quarter 2013 Results Reference: Management Targets 2013-2014 Reference: Supplementary Information to First-Quarter 2013 Results Copyright, 2013 SAPPORO HOLDINGS LTD. All rights reserved. 2/25
Slide 3: 1. Progress of Implementation of 2013 Basic Strategies
1. Progress of Implementation of 2013 Basic Strategies Copyright, 2013 SAPPORO HOLDINGS LTD. All rights reserved. 3/25
Slide 4: Progress of Implementation of 2013 Basic Strategies
Progress of Implementation of 2013 Basic Strategies We Promoted three basic strategies for achieving dramatic growth. Creating new opportunities for growth Challenges toward growth in all Carrying out growth measures. businesses We will continue to aggressively pursue To realize the fruits of the va
Slide 5: Progress of Implementation of 2013 Basic Strategies
Progress of Implementation of 2013 Basic Strategies Carrying out growth measures Activities to enhance the value of existing properties: Real estate •In consideration of resolution of excess supply due to a spate of office building construction and recovery in rent levels in the real estate rental
Slide 6: Progress of Implementation of 2013 Basic Strategies
Progress of Implementation of 2013 Basic Strategies Carrying out growth measures State of progress in Alcoholic Beverages Business in Vietnam: International Business •Steady progress with sales volume in Vietnam, where full-scale marketing began in April 2012, and exports to neighboring countries
Slide 7: Progress of Implementation of 2013 Basic Strategies
Progress of Implementation of 2013 Basic Strategies Implementation Status of Strategic Investments (Including Ordinary Capex) Credit Ratings <Capital expenditure (cash basis) and lease payments> <Credit rating by JCR> Consolidated total: Approx. ¥3.6 bn Property, plant and equipment, intangible as
Slide 8: 2. Overview of First-Quarter 2013 Results
2. Overview of First-Quarter 2013 Results Copyright, 2013 SAPPORO HOLDINGS LTD. All rights reserved. 8/25
Slide 9: Overview of First-Quarter 2013 Results: Special Factors
Overview of First-Quarter 2013 Results: Special Factors Breakdown of special factors that prevent meaningful year-on-year comparisons between first quarter net sales and operating income in 2012 and 2013 are shown below. See the Supplementary Information to the Earnings Report for factors behind cha
Slide 10: Overview of First-Quarter 2013 Results –Consolidated–
Overview of First-Quarter 2013 Results –Consolidated– Net sales increased by ¥3.1 billion, reflecting factors including a sales increase in Vietnam (a market being developed in the International Business), the impact of yen depreciation, and the special factors mentioned in the previous slide. Opera
Slide 11: Overview of First-Quarter 2013 Results by Segment
Overview of First-Quarter 2013 Results by Segment Operating Income (billions of yen) YoY change Japanese Alcoholic Beverages ・Owing to timing differences in the original plan from 2012 1Q* 2013 1Q Amount % measures implemented in 2012, a year-over-year decrease in Jan-Mar cumulative beer and beer-t
Slide 12: Reference: 2013-2014 Management Targets
Reference: 2013-2014 Management Targets *2013-2014 management targets are unchanged from the figures announced on February 8, 2013. Copyright, 2013 SAPPORO HOLDINGS LTD. All rights reserved. 12/25
Slide 13: 2013-2014 Management Targets
2013-2014 Management Targets Consolidated targets 2006 results 2012 results 2013 targets 2014 targets 2016 targets Consolidated net sales ¥435.0 bn ¥600.0 bn *incl. liquor taxes ¥492.4 bn ¥512.0 bn ¥533.0 bn (excl. liquor taxes) ¥294.0 bn ¥379.7 bn ¥397.3 bn ¥416.0 bn ¥450.0 bn Consolidated operatin
Slide 14: 2013-2014 Management Targets by Segment
2013-2014 Management Targets by Segment Targets 2012 results* 2013 targets 2014 targets Japanese Alcoholic Beverages ¥269.9 bn ¥275.2 bn ¥283.5 bn International ¥36.1 bn ¥43.3 bn ¥46.4 bn Food & Soft Drinks ¥129.0 bn ¥136.5 bn ¥145.5 bn Net sales Restaurants ¥26.6 bn ¥26.8 bn ¥28.2 bn Real Estate ¥2
Slide 15: Reference: Supplementary Information to First-Quarter 2013 Results
Reference: Supplementary Information to First-Quarter 2013 Results For information on the profitability of each business, see the Supplementary Information to our Earnings Report. Copyright, 2013 SAPPORO HOLDINGS LTD. All rights reserved. 15/25
Slide 16: Japanese Alcoholic Beverages (1)
Japanese Alcoholic Beverages (1) (billions of yen) YoY change Results highlights 2012 1Q 2013 1Q Amount % *Incl. liquor taxes Net sales declined due to the impact of timing differences from prior-year measures for new-genre products and a year-over-year decrease in total sales Net sales* 50.7 50.2 (
Slide 17: Japanese Alcoholic Beverages (2)
Japanese Alcoholic Beverages (2) Key points in business plan: implementation status 2. Growth as a comprehensive alcoholic Wine beverage enterprise Total net sales rose year over year on growth from imported wines, RTD despite slightly lower sales of domestic wines. Although Bacardi performed fa
Slide 18: International Business (1)
International Business (1) (billions of yen) Results highlights YoY change Year-over-year increase in net sales of 69.6% as a result of growth on local currency bases, mainly in North America, the impact of yen 2012 1Q 2013 1Q Amount % depreciation, and the addition of Silver Springs Citrus. Operati
Slide 19: International Business (2)
International Business (2) Key points in business plan: implementation status Developments in South Korea Strengthened Sapporo brand value and sales structure in South Korea by entering 2. Expansion in Asia (incl. Oceania) into an alliance with Maeil Dairies Co., Ltd. (market share leader in chees
Slide 20: Food & Soft Drinks (1)
Food & Soft Drinks (1) (billions of yen) YoY change Results highlights 2012 1Q 2013 1Q Amount % Sales declined, largely as a result of a Jan.-Feb. sales decrease Net sales 28.1 27.6 (0.4) (1.7%) due to the impact of integration preparations in 2012. Operating income also declined, reflecting the sal
Slide 21: Food & Soft Drinks (2)
Food & Soft Drinks (2) Key points in business plan: implementation status ■ Soft Drinks (International) ■ Restaurants (Domestic) 1. Favorable performance from existing outlets, 1. Expand into countries neighboring Singapore introduction of new seasonal products Market activation and production cap
Slide 22: Restaurants
Restaurants Results highlights (billions of yen) Although cumulative sales at existing outlets were 99% of the YoY change prior-year level, net sales increased thanks to the contribution from new outlets opened last year. Operating income also rose 2012 1Q 2013 1Q Amount % due to the sales increase
Slide 23: Real Estate (1)
Real Estate (1) (billions of yen) YoY change Results highlights Both sales and operating income increased from March of last year, 2012 1Q 2013 1Q Amount % partly due to the contribution from the 15% trust beneficiary rights we acquired in Yebisu Garden Place. A stable revenue structure was Net sale
Slide 24: Real Estate (2)
Real Estate (2) Overview of Real Estate Business The majority of operating income from the Real Estate business is from real estate leasing. – The property portfolio largely comprises properties in Tokyo (5 central wards: see previous page). – Unrealized gain on real estate for lease was ¥125.7 bi
Slide 25: To make people's lives richer and more enjoyable.
To make people’s lives richer and more enjoyable. The earnings forecasts and forward-looking statements appearing in this document were prepared by the SAPPORO Group based on currently available information and its best assessment of potential risks and uncertainties. Actual outcomes may differ mate