Take And Give. Needs Co., Ltd. · TSE:4331
Take And Give. Needs — FY2010 Earnings Presentation
31 slides from Take And Give. Needs's earnings presentation, May 14, 2010
Slide 1: Corporate Presentation: FY Ended March 31, 2010 Results Briefing Materials
Corporate Presentation FY Ended March 31, 2010 Results Briefing Materials TAKE AND GIVE. NEEDS Co., Ltd. TSE 1ST SECTION: 4331 www.tgn.co.jp 0
Slide 2: Contents
Contents FY Ended March 31, 2010 Results Briefing Materials Consolidated Results Initiatives and Results Forecast １ for the Fiscal Year Ended March 2010 2 for the Fiscal Year Ending March 2011 P3 Trends in Consolidated Results P15 Position of Fiscal Year Ending March 2011 P4 Summary of Results P16 P
Slide 3: Results of FY Ended March 31, 2010
Results of FY Ended March 31, 2010 Consolidated results for the fiscal year ended March 2010 TAKE AND GIVE. NEEDS Co., Ltd. TSE 1ST SECTION: 4331 www.tgn.co.jp 2
Slide 4: Trends in Consolidated Results
1-1 Trends in Consolidated Results “Second initial period:” V-shaped recovery and “True Revival” (Net sales) Net sales (million yen) Operating income (million yen) (Operating income) 60,000 15,000 Consolidated results from the fiscal year ended March 2007 50,000 45,833 46,206 46,039 12,500 43,642 40
Slide 5: Summary of Results
- Fiscal Year ended March 31, 2010 - 1-2 Summary of Results The Theforecast forecastoperating operatingincome incomeand andordinary ordinaryincome incomeannounced announced (revised (revisedupwards upwardsin inDecember December2009) 2009)were wereachieved. achieved. Earnings Earnings inin the the Do
Slide 6: Consolidated Financial Results
- Fiscal Year ended March 31, 2010 - 1-3 Consolidated Financial Results Bolstered the revenue base and achieved a V-shaped recovery. Promoted sales and reformed the business structure. (Unit: million yen) FY ended March 2009 FY ended March 2010 Change Net sales 46,206 46,039 -0.4% Gross profit 23,65
Slide 7: Detailed Sales Breakdown
- Fiscal Year ended March 31, 2010 - 1-4 Detailed Sales Breakdown [Sales for the Domestic Wedding Business for Each Type of Venue] Sales at directly operated venues, the core source of revenue, increased. (Unit: million yen) FY ended March 2009 FY ended March 2010 Change Net sales Net sales % Net sa
Slide 8: Explanation of Consolidated Gross Profit and Operating Income
- Fiscal Year ended March 31, 2010 - 1-5 Explanation of Consolidated Gross Profit and Operating Income Gross profit and operating income increased substantially. While investing aggressively, the Company reformed the cost structure. (Unit: million yen) FY ended FY ended Change March 2009 March 2010
Slide 9: Non-Operating Income/Loss, Extraordinary Income/Loss and Net Income/Loss
1-6 Explanation of Consolidated Non-Operating income/Loss, - Fiscal Year ended March 31, 2010 - Extraordinary Income/Loss and Net Income/Loss Operating income stood at ¥2.5 billion, and net income moved into positive territory. As the Company achieved a V-shaped recovery and consolidated business fo
Slide 10: Explanation of Each Business Segment
- Fiscal Year ended March 31, 2010 - 1-7 Explanation of Each Business Segment Earnings in the Domestic Wedding Business improved sharply. (Unit: million yen) FY ended March 2009 FY ended March 2010 Change Net sales Operating income Net sales Operating income Net sales Operating income Domestic weddi
Slide 11: Consolidated Balance Sheets [Assets Section]
- Fiscal Year ended March 31, 2010 - 1-8 Explanation of Consolidated Balance Sheets [Assets Section] The financial standing improved. Through fund raising, current assets increased ¥1,662 million. (Unit: million yen) Factors in increases As of March As of March and decreases Change 31, 2009 31, 2010
Slide 12: Consolidated Balance Sheets [Liabilities and Net Assets Section]
- Fiscal Year ended March 31, 2010 - 1-9 Explanation of Consolidated Balance Sheets [Liabilities and Net Assets Section] The financial standing improved. Interest-bearing debt was reduced by ¥3,274 million, and net assets rose ¥3,995 million. (Unit: million yen) Factors in increases As of March As o
Slide 13: Consolidated Cash Flow Statements
- Fiscal Year ended March 31, 2010 - 1-10 Explanation of Consolidated Cash Flow Statements Cash flows from operating activities improved remarkably, reflecting greater profitability. (Unit: million yen) FY ended March 2009 FY ended March 2010 Results Results Cash flows from operating activities 1,61
Slide 14: Financial Initiatives: Financing and Refinancing
- Fiscal Year ended March 31, 2010 - 1-11 Financial Initiatives: Financing and Refinancing Solidify the financial basis and achieve stable management. Raised about ¥3.2 billion through private placement and public offering Increase competitiveness through capital expenditure. (renovations to and mai
Slide 15: Plans and Forecasts for FY ending March 31, 2011
Plans and Forecasts for FY ending March 31, 2011 Initiatives and results forecast for the fiscal year ending March 2011 14
Slide 16: Position of Fiscal Year Ending March 2011
- Fiscal Year ending March 31, 2011 - 2-1 Position of Fiscal Year Ending March 2011 The fiscal year ending March 2011 is a year for taking a step forward. We will not focus our attention on short-term earnings but will proactively invest in the stability and growth of our business base for the long
Slide 17: Priority Strategies for Domestic Wedding Business (1)
2-2-1 Priority Strategies for Domestic Wedding Business - Fiscal Year ending March 31, 2011 - in Fiscal Year Ending March 2011 Improve Improve customer customer satisfaction satisfaction Bolster the essence of the quality of weddings. Invest in human resources, Improve the quality of the largest ass
Slide 18: Priority Strategies for Domestic Wedding Business (2)
2-2-2 Priority Strategies for Domestic Wedding Business - Fiscal Year ending March 31, 2011 - in Fiscal Year Ending March 2011 Improve Improve customer customer satisfaction satisfaction Bolster the essence of the quality of weddings. Invest in human resources, Improve the quality of the largest ass
Slide 19: Investment Focus in Fiscal Year Ending March 2011
- Fiscal Year ending March 31, 2011 - 2-3 Investment Focus in Fiscal Year Ending March 2011 Investing Investing to to lay lay the the foundations foundations for for long-term long-term growth growth Improvement in Expense for Expense for cost efficiency human resource ¥0.34 bn human resource develo
Slide 20: Consolidated Forecast for the Fiscal Year Ending March 2011
- Business Plan for the Fiscal Year ending March 31, 2011 - 2-4 Consolidated Forecast for the Fiscal Year Ending March 2011 While improving results steadily, we will focus on building operating foundations for the future. (Unit: million yen) FY ended FY ending FY ending Difference over March 2010 Ma
Slide 21: Plans for Key Indices in the Fiscal Year Ending March 2011
- Business Plan for the Fiscal Year ending March 31, 2011 - 2-5 Plans for Key Indices in the Fiscal Year Ending March 2011 Plan for key indices for the domestic wedding business FY ended March Plan for the FY Directly operated venues 2010 results ending March 2011 Number of weddings handled 10,071 1
Slide 22: Medium- to Long-Term Growth Strategy
Medium- to Long- Term Growth Strategy 21
Slide 23: New Management System
3-1 New Management System Under two representative directors, the Company will consolidate its foundations and will expand the road to growth. Chairman of the Board: Yoshitaka Nojiri*1: Developing a range of Group strategies, bolstering the Domestic Wedding Business, and promoting global operations
Slide 24: Three Components of a Medium-Term Vision
3-2 Three Components of a Medium-Term Vision Domestic Wedding Business Group Global Strategies Strategies 23
Slide 25: Medium-Term Vision Roadmap
3-3 Medium-Term Vision Roadmap From the consolidation of the business foundations to the achievement of growth strategy Year ended Year ending Year ending From year ending March 2013 March 2010 March 2011 March 2012 Become a global company based in Asia. Make preparations for global operations. Glob
Slide 26: Medium-Term Initiatives (1) Domestic Wedding Business Strategies
3-4 Medium-Term Initiatives (1) Domestic Wedding Business Strategies Domestic Wedding Establish Establish aa strong strong position position as as aa market market leader. leader. Group Global Major MajorDomestic DomesticWedding WeddingBusiness BusinessStrategies Strategies Restructure the network o
Slide 27: Medium-Term Initiatives (2) Group Strategies
3-5-1 Medium-Term Initiatives (2) Group Strategies Domestic The The T&G T&G Group, Group, asas aa whole, whole, Wedding will will provide provide added added value value and and will will expand expand operations operations into into new new fields. fields. Group Global Overseas Wedding- Providing a
Slide 28: Specific Example of Group Strategies
- Fiscal Year ending March 31, 2011 - 3-5-2 Specific Example of Group Strategies Taking advantage of the scale and synergy of Group companies, the Group opened a comprehensive bridal salon, an industry first. Providing integrated proposals and services from the selection of a hall to arrangements fo
Slide 29: Medium-Term Initiatives (3) Global Strategies
3-6 Medium-Term Initiatives (3) Global Strategies Domestic Build Build an an operating operating base base for for global global Wedding operations, operations, to to become become aa global global company company based based in in Asia. Asia. Group Global 28
Slide 30: Long-Term Vision
3-7 Long-Term Vision ２０２０ ２０２０ As As aa comprehensive comprehensive lifestyle lifestyle company, company, and and aa global global company company based based in in Asia, Asia, we we aim aim to to achieve achieve net net sales sales of of 100 100 billion billion yen. yen. 29
Slide 31: To enrich hearts and lives
“To enrich hearts and lives” 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 a