Take And Give. Needs Co., Ltd. · TSE:4331
Take And Give. Needs — H1 FY2013 Earnings Presentation
27 slides from Take And Give. Needs's earnings presentation, Nov 14, 2012
Slide 1: Briefing Materials for First Half of FY Ending March 31, 2013
| Q (3 eect & NEEDS TAKE AND GIVE. NEEDS Co., Ltd. Briefing Materials for First Half of FY Ending March 31, 2013
Slide 2: Disclaimer and contact information
This material is intended to provide information about the business performance and strategy of Take and Give. Needs Co., Ltd. (T&G). It is not intended to be and should not be construed as an inducement to purchase or sell stock in T&G. Statements in this presentation and at any explanatory meeting
Slide 3: Agenda
I. Results of First Half of the FY Ending P4-P13 March 2013 > ae oO = zi D 1. Summary of Results P5 2. First Half Plans and Results P6 3-1. Consolidated Financial Results P7-P11 3-2. Consolidated Balance Sheets P12-P13 II. Consolidated Revenue Plans & P14-P21 Priority Policies for FY Ending March 20
Slide 4: Results of First Half of the FY Ending March 2013
Results of First Half of the FY Ending March 2013
Slide 5: Summary of results of the first half
Let me begin by presenting a summary of results of the first half of the fiscal year ending March 2013. Results for the first half were strong with performance exceeding the revised plan announced on August 3. Net sales were up 8.2% year on year, while operating income increased 2.3 times year on
Slide 6: First half plans and results
I would now like to explain our plans and results of the first half. As I mentioned earlier, in light of our strong business results during the first half, performance for the first half of the fiscal year ending March 2013 exceeded the revised plan that was announced on August 3, 2012. There was
Slide 7: Outline of consolidated financial results
Now I would like to explain the outline of our consolidated financial results. During the first half under review, both sales and income increased over the same period last year. Our three-year medium-term business plan, “153P” (announced on February 3, 2012), which is the rudder for our growth s
Slide 8: Domestic wedding business
Continuing on, here is what is happening in our domestic wedding business. In directly operated venues, pursued differentiation through its completely original wedding concept, the “One Heart Wedding.” As a result, the number of weddings handled in the first half under review increased by 5.3% yea
Slide 9: Overseas and resort wedding business
Continuing on, I would like to discuss the overseas and resort wedding business. Resort weddings continued to take off as a result of the successful expansion of our sales network, and in particular, our mainstay Hawaii was strong. Asian wedding productions were mainly deployed in China, and orde
Slide 10: Gross profit and operating income
I would now like to explain certain items related to gross profit and operating income. Due to the expansion of net sales, gross profit increased by ¥937 million compared to the same period last year, to ¥12,783 million. This year in order to meet the goals of our three- year medium-term business
Slide 11: Ordinary income and net income
I would now like to talk about ordinary income and net income. Looking at the breakdown of net non- operating income/loss, interest paid declined by ¥46 million compared to the same period last year due to the decrease in interest-bearing debt and a decline in interest rates. As a result, ordinar
Slide 12: Consolidated balance sheets: assets
Now let me touch on the asset side of the consolidated balance sheets. Continuing on from the previous fiscal year, lease payments and guarantee money were offset for venues with expiring leases. As a result, leasehold deposits declined by ¥649 million compared to the end of the previous fiscal y
Slide 13: Consolidated balance sheets: liabilities and net assets
Now I will discuss the liabilities and net asset side of the consolidated balance sheets. To strengthen our financial standing, we continued to reduce interest-bearing debt in a planned manner. As a result, interest-bearing debt at the end of the first half under review fell by ¥1,220 million com
Slide 14: Consolidated Revenue Plans & Priority Policies for FY Ending March 2013
Consolidated Revenue Plans & Priority Policies for FY Ending March 2013
Slide 15: Priority policies for FY ending March 2013
I will explain the priority policies for the year ending March 2013. We will steadily implement the three growth strategies laid out in 153P. In strengthening directly operated venues, we will strive to “steadily launch new venues,” and “establish more advantages in terms of venues and services.”
Slide 16: Wedding production expanding in Asia
Our wedding production is expanding favorably in Asia through our overseas strategy. As mentioned earlier, we deployed business targeted at upper-middle-class customers in Asia, and expanded orders at unit prices exceeding plans. Many of these parties have been held at prestigious five-star hotels
Slide 17: T&G Wedding Research Center
T&G Wedding Research Center ("T&G WRC") was established as the T&G Group's survey and research body. T&G WRC is a body dedicated to conducting research on the latest weddings on a global level in the locations where the Company operates, which include Japan, China (Shanghai), Hawaii, Guam, and Bal
Slide 18: T&G Professional Club overseas training
For the "T&G Professional Club," the growth support program that was introduced in FY 2011, a new overseas training system has been adopted. This program is aimed at the development of professional human resources for each position. Members selected from employees who fulfill certain conditions ar
Slide 19: Telephone report system for customer feedback
A telephone report system was adopted by all venues in October 2012. In this system direct calls are placed to all customers that have had ceremonies in order to obtain direct customer feedback that will lead to improvements in operations and service. Although the Company has had a customer consul
Slide 20: Consolidated revenue plans
I would like to explain our consolidated revenue plans for the year ending March 2013. At this time, the full-year revenue plan remains unchanged. Accordingly, the full-year plan is as follows: (figures in parentheses are the change from the previous fiscal year.) Net sales ¥50,000 million ( ¥2,0
Slide 21: Dividend forecast
Now I will explain the dividend forecast for the year ending March 2013. In accordance with our basic policy of appropriate and stable distribution of earnings and, after comprehensive consideration of the necessity for investment to implement medium- and long-term growth, it is expected that the
Slide 22: Reference: Medium-term Business Plan
Reference Medium-term Business Plan FY Ending March 2015 153P (Three-Year Medium-Term Business Plan for FY Ending March 2013 to FY Ending March 2015) *Announced on February 3, 2012 For details, please see: http: //pdf.irpocket.com/C4331/oWM7/VU7I/JVyi.pdf
Slide 23: Three-year medium-term plan 153P and 2020 Target
I will now explain our three-year medium-term business plan, 153P (announced on February 3, 2012), which began in the fiscal year ending March 2013. In developing the medium-term business plan, we established our goal for 2020 as the "T&G 2020 Target." T&G 2020 Target includes the following two g
Slide 24: Three stages toward the 2020 Target
We will strive to achieve the 2020 Target based on the three-year medium-term business plan, which is in three stages. The 153P, the first phase of the medium- term business plan, is the first step. This is defined as a period for establishing the second growth stage. In this phase, we will gener
Slide 25: 153P numerical targets
This slide shows the 153P numerical targets. In 153P, we will aim to achieve healthy growth by focusing on both growth and strengthening of our financial base. Our goal is to reach ¥60 billion in net sales, ¥4.8 billion in operating income (operating profit margin of 8%), which is twice that in t
Slide 26: 153P growth image and priority strategies
On this slide, we see an image of 153 P growth and our priority strategies. We will pursue three growth strategies to achieve ¥60 billion in consolidated net sales. The first strategy is to strengthen directly operated venues. To this end, well will pursue “One Heart Wedding” as a differentiation
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