Take And Give. Needs Co., Ltd. · TSE:4331
Take And Give. Needs — Q1 FY2013 Earnings Presentation
29 slides from Take And Give. Needs's earnings presentation, Aug 3, 2012
Slide 1: Briefing Materials for First Quarter of FY Ending March 31, 2013
Q € Piece ly & NEEDS TAKE AND GIVE. NEEDS Co., LTD. Briefing Materials for First Quarter of FY Ending March 31, 2013
Slide 2: Disclaimer and forward-looking statements
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
|. Results of First Quarter of the FY P4-P13 Ending March 2013 1. Summary of Results PS 2. Revision of Revenue Plans P6 3-1. Consolidated Financial Results P7-P11 3-2. Consolidated Balance Sheets P12-P13 Il. Consolidated Revenue Plans & P14-P23 Priority Policies for FY Ending March 2013 1. Significa
Slide 4: Results of First Quarter of the FY Ending March 2013
Results of First Quarter of the FY Ending March 2013
Slide 5: Summary of results for the first quarter
Let me begin by presenting a summary of results for the first quarter of the fiscal year ending March 2013. Results for the first quarter were strong with both net sales and income increasing over the same period last year. I would like to raise the following four points: First, an improved abil
Slide 6: Revision of revenue plans for the first half
I would now like to explain our revenue plans for the current fiscal year. As I mentioned earlier, in light of the fact that the first quarter business results exceeded plan, our original revenue plan for the first half of the fiscal year ending March 2013 (announced on May 11, 2012), has been rev
Slide 7: Outline of consolidated financial results
Now I would like to explain the outline of our consolidated financial results. During the first quarter 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 growt
Slide 8: Domestic wedding business
Continuing, here is what is happening in our domestic wedding business. One of our priority policies for the current term at our directly operated venues is the differentiation strategy. As the competitive environment in the wedding industry is intensifying, the Company developed a completely ori
Slide 9: Overseas and resort wedding business
Continuing, I would like to discuss the overseas and resort wedding business. Resort weddings continue to take off, and in particular, our mainstay Hawaii was strong. We are proactively investing in education and sales promotions for wedding production in Asia. As a result, good progress is being
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 ¥510 million compared to the same period last year to ¥6,696 million. This term, as I mentioned earlier, in order to meet the goals of our three-yea
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 ¥20 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, ordina
Slide 12: Consolidated balance sheets: assets
Now let me touch on the asset side of the consolidated balance sheets. To improve asset efficiency, cash and deposits fell by ¥1,335 million compared to the end of the previous fiscal year to ¥3,700 million. Continuing from the previous fiscal year, lease payments and guarantee money were offs
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 quarter under review fell by ¥1,079 million
Slide 14: Consolidated Revenue Plans & Priority Policies for FY Ending March 2013
Consolidated Revenue Plans & Priority Policies for FY Ending March 2013
Slide 15: Significance of the fiscal year ending March 2013
I would like to explain the significance of the fiscal year ending March 2013. As I mentioned earlier, our three-year medium-term business plan, “153P,” which is the rudder for our growth strategy, started this fiscal year. As the first year of the plan, the year ending March 2013 is the opening g
Slide 16: Priority policies for the year ending March 2013
Continuing, 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 pursue to “steadily launch new venues,” and “establish more advantages in terms of venues an
Slide 17: Contract with Novotel Koshien
We have contracted for wedding operations with Novotel Koshien (Nishinomiya, Hyogo Prefecture), the first Japanese hotel of the four-star, global hotel chain, Novotel. This is the third hotel with which we have concluded for the hotel wedding contract operations. Novotel is the luxury brand of th
Slide 18: Tie-up with Westin Hotel Tokyo
We recently concluded a tie-up with the Westin Hotel Tokyo for the production of a new wedding plan (the European Royal Wedding Plan). Using the Company’s experience and expertise of producing celebrity weddings both in Japan and overseas as a base, we developed a new service, “Haute couture Desig
Slide 19: Haute couture Design tie-up with Keita Maruyama
For the first time in the wedding industry, “Haute couture Design” (HCD for short) has concluded a tie-up with the “KEITA MARUYAMA” brand of designer Keita Maruyama to begin sales of his brand’s wedding dresses. This business tie-up with world famous designer Keita Maruyama was realized out of his
Slide 20: Remodeling of Ark Club Geihinkan
The Ark Club Geihinkan has been open for more than eight years and, even now, our guests rate it highly and, each year, many guests hold wedding ceremonies and receptions there. This is not only due to investment in the venue but also from enriching the service including our customer service and s
Slide 21: Wedding production expanding in Asia
Our wedding production is expanding favorably in Asia through our overseas strategy. Our experience in wedding ceremonies and receptions in Asia, including celebrity weddings, have been highly rated and, centered on our Shanghai wedding salon, orders have been expanding favorably from upper middle
Slide 22: Consolidated revenue plans for year ending March 2013
I would like to explain our consolidated revenue plans for the year ending March 2013. As I mentioned earlier, the revenue plan for the first half of the year ending March 2013 has been revised up. However, at this time, the full-year revenue plan remains unchanged. Accordingly, the full-year pla
Slide 23: 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 24: 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 25: Three-year medium-term business 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
Slide 26: Three stages toward the 2020 Target
We will strive to achieve the 2020 Target based on the three-year medium-term business plan that 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 general
Slide 27: 153P numerical targets
This slide shows the 153P numerical targets. In the 153P, we will aim to achieve healthy growth by focusing on both growth and the strengthening the 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
Slide 28: 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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