Slide 1: Announcement of FY 2018 Year-End Results
パワーポイントテンプレート Presentation Material: Announcement of FY 2018 Year-End Results May 20, 2019 0
Slide 2: I. Results Outline
4 [$1777 FUF YDS, RREDCL 35 Seco et I . Results Outline
Slide 3: Outline of Consolidated Results for the Period Ended March 2019
1. Outline of Consolidated Results for the Period Ended March 2019 (Units: millions of yen) 2019/3 2018/3 Change From 2019/3 (Actual Results) (Actual Results) Prev. Period (Revised Forecast) Net Sales 104,486 107,386 △2.7％ 106,000 Operating △465 398 ー △750 Income Ordinary △376 418 ー △720 Incom Profi
Slide 4: Consolidated Profits (1) Net Sales, Gross Profit
2. Consolidated Profits (1) Net Sales, Gross Profit (Units: billions of yen) 【Increased/Decreased Values (Rates)】 【Main Increase/Decrease Factors】 107.39 104.49 ●System Kitchens △ 2,030 million yen Net Sales ●System Bathrooms △ 550 million yen △2.90 billion yen ●Washstands △ 20 million yen ●Decrease
Slide 5: Consolidated Profits (2) SGA Expenses, Operating Income
2. Consolidated Profits (2) SGA Expenses, Operating Income (Units: billions of yen) 【Increased/Decreased Values (Rates)】 【 Main Increase/Decrease Factors 】 35.45 34.54 38, 000 36, 000 34, 000 Gross Profit 32, 000 30, 000 △0.91 billion yen 28, 000 ●Sales Expenses ＋ 510 million yen 26, 000 ●Distributi
Slide 6: Sales Composition (1) By Segment (Consolidated)
3. Sales Composition (1) By Segment (Consolidated) Kitchen Equipment Bathtubs & Washstands Other 【2019/3】 (Units: millions of yen) Other 6.4％ 120,000 107,386 107,000 Bathtubs & 104,486 5.9％ Washstands 15.6％ 6,652 6,733 6,352 78.0％ 100,000 16,860 16,706 15.6％ Kitchen Equipment 16,280 80,000 60,000 【2
Slide 7: Sales Composition (2) By Sales Route (Non-Consolidated)
3. Sales Composition (2) By Sales Route (Non-Consolidated) 5.1％ 5.1％ 5.1％ 5.3％ 5.5％ 16.0％ 16.3％ Direct-S ales 16.0％ 15.9％ 15.1％ (Con domin iu m own ers) Hou sin g Con stru ctors G en eral R ou tes (Con stru ction Con tractors - Home R en ovation ) 78.9％ 78.6％ 78.9％ 79.7％ 79.6％ 0 2018/3 2019/3 2020/3
Slide 8: Consolidated Balance Sheet Summary – 1/2
4. Consolidated Balance Sheet Summary – 1/2 【Assets】 【Increased/Decreased Values (Rates)】 【Main Increase/Decrease Factors】 (Units: billions of yen) Total Assets ●Current Assets △ 2,570 million yen 83.37 80.41 ●Fixed Assets △ 390 million yen △2.97 billion yen ●Cash and Deposits △ 3,020 million yen Ca
Slide 9: Consolidated Balance Sheet Summary – 2/2
4. Consolidated Balance Sheet Summary – 2/2 【Liabilities / Net assets】 【 Increased/Decreased Values 】 【Primary Reasons for Increase/Decrease】 100 (Units: billions of yen) 83.37 80.41 ●Trade Accounts Payable, Other Accounts Payable △ 330 million yen Current Liabilities ●Short-term loans payable △ 1,9
Slide 10: Consolidated Cash Flow Statement Summary
5. Consolidated Cash Flow Statement Summary Cash Flow from Operating Activities Cash Flow from Investing Activities (Units: billions of yen) Cash Flow from Financing Activities Year-End Cash & Cash Equivalents Balance 30 25 20.20 20 △30.2 17.18 15 10 5 2.93 △18.0 1.13 ＋7.4 0 △ 1.56 △ 2.34 △ 2.30 △2.
Slide 11: Capital Investments (Consolidated)
6. Capital Investments (Consolidated) R&D Costs Capital Investment Deprecation Costs (Units: billions of yen) 【Major Capital Investment Details】 5.0 FY 2018 Results ① Production-Related 1,040 million yen 3.90 ② Showroom Renovation 1,330 million yen 4.0 3.82 3.75 3.66 3.50 ③ Information Investment 99
Slide 12: Sales Results For Major Products and Cleanup Market Share - 1/3
7. Sales Results For Major Products and Cleanup Market Share - 1/3 Complete System Kitchen Sales Results Demand Trends and Market Share (Units: billions of yen) Monetary Value (Thousands of Sets) Demand Volume （％） (Thousands of Sets) 100 Volume 400 1,400 Cleanup Share 30 1,242 1,228 1,200 1,204 1,20
Slide 13: Sales Results For Major Products and Cleanup Market Share - 2/3
7. Sales Results For Major Products and Cleanup Market Share - 2/3 Modular System Bathroom Sales Results Demand Trends and Market Share (Units: billions of yen) Monetary Value Demand Volume （％） (Thousands of Sets) (Thousands of Sets) 15.0 Volume 50 1,000 Cleanup Share 10 14.0 13.7 13.1 12.2 12.1 11.
Slide 14: Sales Results For Major Products and Cleanup Market Share - 3/3
7. Sales Results For Major Products and Cleanup Market Share - 3/3 Washstands/Vanities Demand Trends and Market Share (Units: billions of yen) Demand Volume (Thousands of Sets) (Thousands of Sets) Demand Volume （％） 6.0 Cleanup Share 150 2,000 Cleanup Share 10.0 1,804 1,833 1,844 1,815 1,768 5.0 4.8
Slide 15: Showrooms And Visitor Numbers
8. Showrooms And Visitor Numbers (Locations) Number of Showrooms (Thousands of groups) 180 Number of Visitors 600 539 524 510 472 483 150 467 470 500 448 456 447 120 400 102 102 102 102 101 102 102 103 103 103 90 300 60 200 30 100 0 0 11/3 12/3 13/3 14/3 15/3 16/3 17/3 18/3 19/3 20/3 （Forecast） 14
Slide 16: Forecasted Consolidated Results for the Period Ending March 2020
9. Forecasted Consolidated Results for the Period Ending March 2020 (Units: millions of yen) 2019/3 2020/3 Change From (Actual Results) （Forecast） Prev. Period Net Sales 104,486 107,000 ＋2.4％ Operating Income △465 1,100 - Operating Income Margin - 1.0％ - Ordinary Income △376 1,150 - Ordinary Income
Slide 17: II. Future Strategy
II. Future Strategy Progress of Medium-Term Management Plan 16
Slide 18: Outline of 2018 Medium-term Management Plan - Vision
1. Outline of 2018 Medium-term Management Plan (2018 to 2020) (1) - Vision “Reformation to transform into ‘Cleanup’ the lifestyle value creating business” At Cleanup we aim to become a business that delivers “excitement” to customers around the world and we will continue to always be the business of
Slide 19: Medium-term Management Plan - Commitments and Framework
1. Outline of 2018 Medium-term Management Plan (2018 to 2020) (2) - Commitments and Framework Commemorating the 70th anniversary of our establishment, moving forward. At Cleanup we take on the challenging task of “Reformation and Creation”. 1. Increase shares in mid to high-end markets. Structural R
Slide 20: Product Strategy (1) Revamping Product Lines
2. Product Strategy (1) Revamping Product Lines All three grades of products revamped to restructure makeup of product lines. 2018 2019 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN Grade I February 2018 February 2019 (Luxury range models) Brand revamped Designability enhan
Slide 21: Product Strategy (2) Revamping Core Brands New Launch of STEDIA - 1/2
2. Product Strategy (2) Revamping Core Brands New Launch of STEDIA - 1/2 The new story of the core brand started at Cleanup in September 2018 Complete redesigning of floor containers 1 The floor container (storage in the floor) was completely redesigned to suit open plan kitchen, living room and din
Slide 22: Product Strategy (2) New Launch of STEDIA - 2/2
2. Product Strategy (2) Revamping Core Brands New Launch of STEDIA - 2/2 Continuing advertising and sales promotional activities that began last fiscal year, to convey attractive features of STEDIA Television This year again, Ms. Takako Matsu talks about the attractive features commercials 2019 of t
Slide 23: Product Strategy (3) Positive Market Assessments
2. Product Strategy (3) Positive Market Assessments Highly rated by two industry papers. Nikkei Home Builder Renovation Industry Newspaper Desired for implementation by professionals Facility and building materials selected by renovation sales Architectural and Construction professionals and planner
Slide 24: Sales Strategy (1) Enhancing Showrooms - 1/2
3. Sales Strategy (1) Enhancing Showrooms - 1/2 The renovations and relocations of showrooms continue for sustained and enhanced sales capacities. Renovations were conducted at six sites * The grand opening of Narita Showroom will be during FY2019. during FY2018. Sakai Showroom Nerima Showroom (Open
Slide 25: Sales Strategy (1) Enhancing Showrooms - 2/2
3. Sales Strategy (1) Enhancing Showrooms - 2/2 The flagship showroom, the fourth to be established in metropolitan areas, opened in Yokohama. Cleanup Kitchen Town Yokohama (Planned opening in FY2019) The flagship showroom “Cleanup Kitchen Town Yokohama”, the second of its kind after Tokyo in the Ca
Slide 26: Sales Strategy (2) Capturing Renovation Demands
3. Sales Strategy (2) Capturing Renovation Demands A Photo Contest is conducted with the intention of vitalizing the renovation business. 13th year since starting in 2006 End of May 2019 End of February End of February 2012 2007 Approx. 2,600 Approx. 4,100 [Number of Approx. 900 companies companies
Slide 27: Sales Strategy (3) Sales Promotions
3. Sales Strategy (3) Sales Promotions The “70th Anniversary Customer Appreciation Campaign” is held to commemorate 70 years since the establishment of business. The “70th Anniversary Customer Appreciation Campaign” is held to commemorate the 70th anniversary of the business’s founding in CENTRO STE
Slide 28: Growth Strategy (1) Expansion of Overseas Business Operations
4. Growth Strategy (1) Expansion of Overseas Business Operations ◆ Expand the sales of system kitchens, primarily in the nations of Asia. ◆ Examine the overseas supply framework. Shenyang Shenyang ● China Dalian Dalian • Kitchen products and the like are to be supplied to major house manufacturers (
Slide 29: Growth Strategy (2) Activities for Electronic Commerce Business Operations
4. Growth Strategy (2) Activities for Electronic Commerce Business Operations Promote the EC business as a new sales channel Online The EC（ Shopping ）site significantly grew following the renewal. Implement refreshing services online, while seeking further expansion of the market! http://style.clean
Slide 30: Growth Strategy (3) Activities for New Businesses
4. Growth Strategy (3) Activities for New Businesses Implement building material business by utilizing technical capabilities Our affiliates specializing in stainless steel processing technologies Cleanup Stainless Processing Center Co., Ltd. [Principal Business] The surface processing and cutting o
Slide 31: CSR Measures
5. CSR Measures Social and Environmental Report Cleanup Wrestling Club Disclosure of social programs and activities Promotion of sports by encouraging participation in wrestling Club founded in 1992 Social programs and activities at Cleanup are disclosed in the “2018 Social and A wrestling club has
Slide 32: Cleanup Corporation
For any questions concerning investor relations, please contact: Cleanup Corporation Corporate Planning Department, Public Relations Section Tel 03-3894-4771 URL http://cleanup.jp/ Disclaimer This material is intended to provide information regarding the FY2018 financial results (April 2018 - March