Take And Give. Needs Co., Ltd. · TSE:4331
Take And Give. Needs — H1 FY2015 Earnings Presentation
32 slides from Take And Give. Needs's earnings presentation, Nov 7, 2014
Slide 1: Briefing Materials for First Half of FY Ending March 31, 2015
Q € (PE wromicdenewivers IN FEDS TAKE AND GIVE. NEEDS Co., LTD. Briefing Materials for First Half of FY Ending March 31, 2015
Slide 2: Disclaimer
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: Contents
I. Results of First Half of FY Ending March 2015 P4—-11 1. Summary of Results PS 2—1. Consolidated Financial Results P6-9 2-2. Consolidated Balance Sheets P1IO-11 ll. Gromth strategy to achieve long-term vision P12-15 1. Strategy for New Venue Openings P13 2. New Business Mode! Strategy PI4-15 Ill.
Slide 4: Results of Second Quarter FY Ending March 2015
Results of Second Quarter FY Ending March 2015
Slide 5: Summary of first half results
Let us begin by presenting a summary of results for the first half of the fiscal year ending in March 2015. The fiscal year ending in March 2015 is the final fiscal year of 153P, our three-year medium-term business plan (released on February 3, 2012), and is positioned as the year in which we will
Slide 6: Consolidated financial results
Now I would like to explain the outline of our consolidated financial results. Although sales did not reach the forecast in the first half of this fiscal year, we did achieve the income forecast by improving margins and cutting costs. Compared to the same period of the previous fiscal year, sales
Slide 7: Sales by business segment
We would like to explain fluctuations in sales and sales share by business segment. First, directly operated venues are our mainstay business, accounting for most of our consolidated net sales. In the first half, earnings in this business declined due to a drop in the number of weddings handled.
Slide 8: Domestic wedding business
Continuing on, here is what is happening in our domestic wedding business. In directly operated venues, we pursued our differentiation strategy by capitalizing on our three strengths of total coordinating capacity, skill in expressing the heart, and ability to identify and realize needs. In the f
Slide 9: Overseas and resort wedding business
Continuing on, we would like to discuss the overseas and resort wedding business. The number of resort weddings handled continued to increase as a result of new venue openings, and in particular, our mainstays Hawaii and Guam were strong. Our achievements in wedding production in Asia through aff
Slide 10: Consolidated balance sheets: assets
Now we will discuss the assets side of the consolidated balance sheets. Assets as of the end of September 2014 increased ¥543 million compared to the end of the previous fiscal year to ¥48,826 million. Cash and deposits increased ¥835 million from the end of the previous fiscal year due to increa
Slide 11: Consolidated balance sheets: liabilities and net assets
Now we will discuss the liabilities and net asset side of the consolidated balance sheets. As a result of upfront investments in priority measures in the first half under review, the balance of interest- bearing liabilities amounted to ¥18.7 billion. Current liabilities increased ¥604 million com
Slide 12: Growth strategy to achieve long-term vision
Growmnh strategy to achieve long-term vision Opening new venues (Released on July 25, 2014) New business model (Released on October 22, 2014)
Slide 13: Strategy for opening new venues
We will now explain our growth strategy aimed at achieving our long-term vision, beginning with our strategy for opening new venues. We drove the overall industry as the pioneer of the house wedding market. At the same time, in the increasingly harsh market environment, our strategy to open new
Slide 14: New business model strategy
Next, we will explain our strategy for new business models. T&G launched the T&G Research Center in 2012 (Tokyo, New York, Los Angeles and other locations) to compile cutting-edge overseas information on weddings. In addition, a wedding production service, “Haute Couture design” (HCD), run by a
Slide 15: Decoration product lineup and supply system
Second, we have created an extensive product lineup of decorations that is unprecedented by manufacturing these products at our own companies. We can also create original decorations for the client based on their own requests. This abundant offering of decorations, combined with our innovative pro
Slide 16: Key Measures FY Ending March 2015
Key Measures FY Ending March 2015
Slide 17: Priority measures impact on operating income
We will address the priority measures for the fiscal year ending in March 2015 in terms of their impact on operating income/loss in the full year (fluctuation over the fiscal year ended in March 2014). We expect operating income to be up by a total of about ¥1.3 billion over the fiscal year ende
Slide 18: Priority measures implemented in first half
Next, we will provide an overview of the priority measures for the fiscal year ending in March 2015 that were implemented in the first half. Next, we will explain the effect of 153P priority measures in greater detail. First, revenue was up 118% year on year in the overseas business as a resul
Slide 19: Effect of 153P priority measures
Next, we will explain the effect of the 153P priority measures in more detail. We anticipate that the effect of these three measures will increase operating income by ¥770 million over the fiscal year ended in March 2014. First, we forecast a ¥210 million increase year on year in operating inc
Slide 20: 183P priority measures
Next, we will explain the 183P priority measures in greater detail. We will invest in three measures as 183P priority measures. We expect this to reduce operating income by about ¥1.1 billion. First, we expect operating income to fall by ¥280 million as a result of the cost of preparing for th
Slide 21: Topics of Priority Measures for FY Ending March 2015
Topics of Priority Measures for FY Ending March 2015
Slide 22: Create strengths: TRUNK BY SHOTO GALLERY
1-1. Investment in Priority Measures for 1 83P (1) Create strengths Ever—changing multi-purpose facilities TRUNK BY SHOTO GALLERY opened in Shoto, Shibuya in November TRUNK BY SHOTO GALLERY Opening November 22, 2014 Site of newvenue 1-5-4 Shoto, Shibuya-ku, Tokyo Access 5-minute walk from Shibuya St
Slide 23: New China factory established
1-2. 183P Investment in Priority Measure (1) Create strengths New China factory established and production of wedding products started European-— and US-style wedding products offered at competitive prices European-— and US-—style weddings Create newwedding style and generate newmarkets Put together
Slide 24: Dress shop MIRROR MIRROR opened in Omotesando
1-3. 183P Investment in Priority Measure(1) Create strengths Dress shop “MIRROR MIRROR’ opened in Omotesando on October 31 Exterior view ho . as = f nn Inside Dress Shop MIRROR MIRROR Opening October 31, 2014 Site of new venue 1,2F Omotesando393, 3-9-3, Kita—aoyama, Minato-ku, Tokyo Access 4-minute
Slide 25: New venue openings: HARMONIE SOLUNA Omotesando
To 2-1. 183P Investments in priority measures (2) New venue openings Opening of first Tokyo venue for Bride’s word, made a consolidated subsidiary in December 2012 Spring 2015 Opening of HARMONIE SOLUNA Omotesando | HARMONE SOLUNA Omotesando Site of new venue 6-28-6 Jingu-rae, Shibuya-ku, Tokyo Acce
Slide 26: Expand overseas: Waldorf Astoria Shanghai
3-1. 183P Investment in priority measure (3) Expand overseas development April 2014 Affiliation started with five—star hotel in Shanghai, Weéldorf Astoria Shanghai on the Bund Waldorf Astoria Shanghai on the Bund WALDORF ASTORIA SOANGIA! 94 Re BLIND araesvanaa Waldorf Astoria Shanghai on the Bund Ad
Slide 27: Expand overseas: White Church, Okinawa
3-2. 183P Investments in priority measures (3) Expand overseas development September 2014 Opening of “White Church,” directly operated Chapa! by Allruis VWWedding in Hotel Orion Motobu Extemal view of chapel iy ii (fl \\ Wi ii til Kr oS sill ll White Church Opening September 2014 Start of sales from
Slide 28: Expand overseas: Crystal Chapel, Guam
| 3-3. 183P Investment in priority measure (3) Expand overseas development Opening of Crystal Chapel, a directly operated chapel in Hotel Nikko Guam, a popular venue in Guam Extemal view of chapel CRYSTAL CHAPEL | CRYSTAL CHAPEL Address 245 Gun Beach Road, Tamuning, Guam 96913 Start of sales fromJun
Slide 29: Forecast and Plans FY Ending March 2015
Forecast and Plans FY Ending March 2015
Slide 30: Consolidated full-year earnings forecasts
Consolidated full-year earnings forecasts for the fiscal year ending in March 2015 are as follows. There are no changes to the earnings forecasts announced when we released the earnings results for the fiscal year ended in March 2014 (May 9). ¥62,000 million in net sales (up ¥1,286 million year
Slide 31: Dividend forecasts
We will now explain our dividend forecasts for the fiscal year ending in March 2015. The Company’s basic policy is to return profits to all of our shareholders with appropriate levels of stable dividend payments, while making investments to ensure the Company's ongoing growth. We plan to pay divi
Slide 32: To enrich hearts and lives
To enrich hearts and lives Q (a TAKE and GIVE NEEDS
Take and Give. Needs — H1 FY2015 Earnings Presentation on 6ix