Jiumaojiu International Holdings Ltd. · HKEX:9922
Jiumaojiu International — H1 2021 Earnings Presentation
28 slides from Jiumaojiu International's earnings presentation, August 2021
Slide 1: 2021 Interim Results Presentation
2021 Interim Results Presentation August 2021
Slide 2: Disclaimer
Disclaimer This Results Announcement Presentation is for the purpose of your reference only. It is not the intention to provide, and you may not rely on these materials as providing, a complete or comprehensive analysis of the Company's financial or trading position or prospects. The information and
Slide 3: Contents
Contents Chapter Company Overview P. 03 1 Chapter Review of Key Business Objectives P. 07 2 Chapter 2021 Interim Financial Review P. 14 3 Chapter Advocate to Social Responsibilities P. 22 4 2
Slide 4: Chapter 1 Company Overview
Chapter 1 Company Overview 3
Slide 5: The Group's Recent Key Milestones
The Group’s Recent Key Milestones Depth Highly standardized business model enables rapid growth Experienced management team that welcomes and values creativity Stringent food safety and quality control Well-developed supply chain to support our nationwide expansion text…… Success Rapid Restaurant Wi
Slide 6: Leading Chinese cuisine restaurant brand manager and operator
Leading Chinese cuisine restaurant brand manager and operator ✓ Unique and authentic brand Jiumaojiu International Holdings positioning Limited (“Our Group” or “Company”) is a leading Chinese cuisine ✓ Reducing internal competition between brands restaurant brand manager and operator in China, fully
Slide 7: Multi-Brand Restaurant Network Coverage
Multi-Brand Restaurant Network Coverage As of June 30th, 2021, we had Western China 419 restaurants. Southern China Central and Eastern China Northern China Western China Tai Er Chongqing 3 Inner Mongolia Liaoning Gansu 1 (1) Beijing (2) Northern China Ningxia 1 (15) Tianjin Hebei Tai Er Double Eggs
Slide 8: Chapter 2 Review of Key Business Objectives
Chapter 2 Review of Key Business Objectives 7
Slide 9: Group's Key Objectives – Iterate our People, Organizational Development
Group’s Key Objectives – Iterate our People, Organizational Development Continue to attract and recruit senior management personnel Recruit and Appoint Gen Y to management positions Build Corporate Management Ladder 8
Slide 10: Group's Key Objectives – Building Comprehensive Supply Chain
Group’s Key Objectives – Building Comprehensive Supply Chain Bass Traceability System Tai Er Agri-Lab Tai Er Agri-Lab 2021 first half Lab tests for each batch performance of Bass prior to delivery for use Tested 20+ times by government Traceability Completed Satisfactory：270 batches Results Lab Test
Slide 11: IT SYSTEM – IT Integration
IT SYSTEM – IT Integration As of June 30, 2021, Front End Solutions are developed internally. Front End Mobile Integrated Food Delivery In-store POS Online Retail Ordering Payments Platform Pickup Business Operations Platform Data Pool Marketing Mid-Platform Stock Order Big Data Management CRM Manag
Slide 12: Tai Er – Skills Sharpening, Stable Expansion
Tai Er – Skills Sharpening，Stable Expansion Monitor rental costs when entering new locations Improve Business Operations by Paying Attention to the Finer Details Mitigate Food Safety Concerns by Placing Greater Emphasis on Fish Breeding 11
Slide 13: Tai Er continues to expand nationwide
Tai Er continues to expand nationwide Fill Empty Districts, Enter New Cities, continue to Tap Down into Lower Tier Cities Provinces entered into from commencement to 2018 Provinces entered into during 2019 Provinces entered into Liaoning since 2020 Inner Mongolia Beijing Tianjin Ningxia Shanxi Hebei
Slide 14: "Song" – From 0 to 1, or from 1 to N?
“Song” – From 0 to 1, or from 1 to N? From delicious to constantly delicious Develop Standards, Team Building More experimenting from choosing locations to renovation 13
Slide 15: Chapter 3 2021 Interim Financial Review
Chapter 3 2021 Interim Financial Review 14
Slide 16: Financial Overview
Financial Overview Adjusted Net Profit（1）and Revenue and Revenue Growth Net Profit and Net Profit Margin Adjusted Net Profit Margin （RMB in million） （RMB in million） （RMB in million） 208 205 116 2,021 102 10.3% 9.4% 1,237 8.2% 10.1% 950 -9.3% -12.1% -89 -115 2019 H1 2020 H1 2021 H1 2019 H1 2020 H1 2
Slide 17: Jiu Mao Jiu
Jiu Mao Jiu Revenue Store-level operating profit and operating profit margin (RMB in million) (RMB in million) 683 15% 382 18% 267 25% 122 8% 85% -17% 30 24% 75% -46 76% 2019 H1 2020 H1 2021 H1 2019 H1 2020 H1 2021 H1 Restaurant Revenue Delivery revenue Seat turnover rate Number of restaurants 149 2
Slide 18: Tai Er
Tai Er 太二收入 Revenue Store-level operating profit and operating profit margin (RMB in million) (RMB in million) 23% 375 1,603 13% 672 87% 538 27% 23% 147 100% 77% 77% 11% 76 2019 H1 2020 H1 2021 H1 Restaurant Revenue Delivery revenue 2019 H1 2020 H1 2021 H1 Seat turnover rate Number of restaurants 28
Slide 19: Business Overview
Business Overview Steady average spending per customer Same store sales of different brands (RMB） (%） 79 77 75 70 69 61 59 56 -2% -20% 2021 H1 vs 2019 H1 Jiu Mao Jiu Tai Er Number of same store 2019 H1 2020 H1 2021 H1 Note: (1) The comparison was made between the same-store audited sales revenue in
Slide 20: Breakdown of Operating Expenses
Breakdown of Operating Expenses Raw materials and consumables used Staff costs Rental and related expenses（1） 506 39.2% 751 34.5% 35.2% 37.2% 25.9% 25.0% 320 327 435 13.5% 372 10.2% 10.5% 212 126 128 2019 H1 2020 H1 2021 H1 2019 H1 2020 H1 2021 H1 2019 H1 2020 H1 2021 H1 19 Note：(1) Depreciation of
Slide 21: Turnover Days Analysis
Turnover Days Analysis Inventory turnover days Trade debtors turnover days Trade payables turnover days (Days) (Days) (Days) 46.4 29.7 3.2 2.8 32.5 32.7 16.7 13.8 1.5 2019 H1 2020 H1 2021 H1 2019 H1 2020 H1 2021 H1 2019 H1 2020 H1 2021 H1 20
Slide 22: Cash Flow Analysis
Cash Flow Analysis Operating Cash Flow Capital Expenditure (RMB in million) (RMB in million) 378 23.5% 160 18.1% 18.7% 7.3% 7.9% 291 4.9% 172 69 61 2019 H1 2020 H1 2021 H1 2019 H1 2020 H1 2021 H1 Operating Cash Flow % of Revenue Capital Expenditure % of Revenue 21
Slide 23: Chapter 4 Advocate to Social Responsibilities
Chapter 4 Advocate to Social Responsibilities 22
Slide 24: Advocate to Social Responsibilities
Advocate to Social Responsibilities Our Understanding： Not the traditional style of public welfare, but to Create Value through our Commercial Activities. Reflecting value from our Corporate Strategies, Business Development and Resource Allocation, allowing the Company to simultaneously achieve Sust
Slide 25: Advocate to Social Responsibilities – Fish Breeding
Advocate to Social Responsibilities – Fish Breeding Breed Fish with heart Setup Food Safety Benchmarks Stable Quality Government support Better Cost Efficiency Quality Fish Benefit Society 24
Slide 26: Advocate to Social Responsibilities – Cat Food for Stray Cats
Advocate to Social Responsibilities – Cat Food for Stray Cats Use unutilized fish meat and bones to produce Cat Food Potential Stray Cats market Charitable demand events Tai Er Brand Reputation 25
Slide 27: Advocate to Social Responsibilities – Help Clean Up
Advocate to Social Responsibilities – Help Clean Up rather than waste time on mobile phones Tai Er Brand Values Like- 10 million+ minded people Fans Cleanup the City Activity 26
Slide 28: Thank You
THANK YOU 27
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