YAMAZEN CORPORATION FY2025 Financial
Q1 Results Briefing
Stock Code: 8051
Outline and Business Models
Revision of FY2025 Q2 (Interim) Consolidated Earnings Forecast
/ FY2025 (Q1) Financial Highlights
Medium-Term Management Plan "PROACTIVE YAMAZEN 2027"
Initiatives Aimed at Global Business Growth
Capital Policy and Shareholder Returns
Appendix
As the figures in this document are rounded down to the nearest million yen, the breakdowns may not match the totals. The percentage changes are rounded off to the first decimal place.
The plans, future prospects, strategies and other information in this document that do not relate to past or present facts are forecasts of future performance and are based on the judgments and assumptions derived from information currently available to the Company's management. Therefore, actual results may differ significantly due to uncertainties, economic conditions, and other risk factors. Furthermore, this document is not intended to solicit investment. Please make investment decisions at your own discretion.
Outline and Business Models
Revision of FY2025 Q2 (Interim) Consolidated Earnings Forecast
/ FY2025 (Q1) Financial Highlights
Medium-Term Management Plan "PROACTIVE YAMAZEN 2027"
Initiatives Aimed at Global Business Growth
Capital Policy and Shareholder Returns
Appendix
Management of Fostering Personnel
To make active use of personnel, and to foster independent and virtuous employees
Management of Breaking Through
To challenge, innovate and create
Management of Trust
To respond to the needs and expectations of
Founder Takeo Yamamoto
Founded Yamazen Tool Manufacturing & Sales Co., Ltd. in May 1947. Expanded the company's business domain from machinery tools to machine tools, housing equipment, and home products. The company's rapid growth through unique management attracted attention and became the model for the novel Doterai Yatsu. He died in 1991 (aged 70).
society and contribute to them
Leading worldwide manufacturing and enriched lives
Yamazen has continually been a contributor to society, satisfying numerous user expectations in the two domains of Production Equipment that support manufacturing, and Consumer Goods that enrich everyday living. Moving forward, we will create new value by exceeding and integrating these two boundaries to lead worldwide manufacturing and enriched lives.
Wholesale
Model
1
Engineering
Model
2
Model
3
Fabless manufacturer
Independent and virtuous employees who have a pioneering spirit and the ability to think while taking action
YAMAZEN's Driving Force Behind Value Creation
Model
1
WholesaleSuppliers
Distributors
About 3,000
companies
Users
(Small and medium-sized manufacturing companies)
About 5,000 About 120,000
companies companies*
In the machinery tool industry, it is difficult for small and medium-sized manufacturers, which are our users, to find the optimal equipment from the wide array of manufacturers and products available, and distributors are also exploring the best proposals for users. In addition, it is time-consuming work for manufacturers to manage transactions with their many distributors. We act as an intermediary between manufacturers and distributors, utilizing our vast knowledge of products and know-how to propose products that meet the needs of users. This allows distributors to provide users with the optimal products and manufacturers to consolidate their sales channels and streamline sales and payment collection.
Suppliers
Distributors
About 3,000 YAMAZEN About 5,000
companies companies
Users
(Small and medium-sized manufacturing companies)
About 120,000
companies*
*Example from the metal processing industry
Model
2
EngineeringFor engineering, we have laid out a system to gather user needs and provide one-stop support, ranging from defining requirements to production line design, procurement of production equipment, installation, and operation. Outside Japan, we have 73 branches in 15 countries and regions, with approximately 330 engineers providing advanced services and contributing to "global manufacturing."
Gathers user needs, provides one-stop support, and resolves issues
Users (small and medium-sized manufacturing companies)
Arranging products from various manufacturers to meet user needs
Maintenance
YAMAZEN
Suppliers
Manufacturer
B
Manufacturer C
Manufacturer
A
Define requirements
Line design Equipment procurement
Installation and inspection Operation
[Overseas]
15 countries and regions
73 overseas offices
(including 1 Home Products Business office)
[Overseas staff members]
About 1,200
[Engineers]
About 330
* As of July 31, 2025
*Example of engineering flow in North America
Model
3
Fabless manufacturerPlanning and
design
Development
and quality control
Sales and
negotiations
Order
Collaboration
Production
Prototype
Data analysis
and marketing
Marketing
staff
External partner factories
Collaborating with
external partner factories to develop products quickly
Delivery to various sales channels
Ordering based on demand forecasts to reduce inventory risk
About 60% of sales in the Home Products Business comes from private brand (PB) products. We can commercialize these private brand products swiftly because our merchandisers (MDs), who are familiar with customer needs and have sales experience, can collaborate with our marketing staff to plan and develop them quickly. We deliver convenient and reasonably priced new products produced at our partner factories overseas to consumers through such channels as home improvement stores, home appliance mass retailers, e-commerce (YAMAZEN's site and platform sellers), and mail order.
MD
In-store
EC
Mail order
YAMAZEN's Driving Force Behind Value Creation
Independent and virtuous employees who have a pioneering spirit and the ability to think while taking action
"Destiny is something that you pioneer yourself." This life philosophy of Founder Takeo Yamamoto is embedded deeply in our management philosophy and remains ingrained in the hearts of our employees, handed down to this day.
Taking responsibility for their own actions, our autonomous and independent talent challenges themselves to innovate and create, pioneering a new future.
This is our core competence.
Pioneering spirit
A mindset of constantly responding to change and taking on the challenge of innovation and creation
Thinking in Action
The ability to think and act on one's own
Independent and Virtuous Employees
Self-reliant human resources who share the Yamazen Group's unique philosophy, who respond promptly and flexibly to change, even as unexpected change becomes commonplace,
by independently taking on challenges and putting ideas and actions into practice on site, and who are always of service to customers
A
Founded as a wholesaler of industrial tools (production equipment), we have expanded
our business to include the machine tools, industrial machinery, and housing-related domains
B
Our continuous transactions with many distributors have allowed us to
establish a stable revenue base through business models likened to recurring revenue
C
We have expanded our business domains and scale by adding on such functions as engineering and fabless manufacturer in line with the items handled by each business division
We have stabilized our business by linking our add-on business to stable and continuous transactions
Business operation of YAMAZEN (schematic diagram)
Relationship Between Business Models and Business Organizations
A
Engineering
Home Products Business
Building Materials Business
Global Business
Tool & Engineering*Business
Industrial Solution Business
Machine Tools Business
Production Equipment Consumer Goods
Fabless manufacturer
(Private brand products)
Engineering
C
Wholesale
(Home Products [other than PB])
Wholesale
(Housing equipment)
B
Wholesale (Machine tools, equipment,
industrial tools-related)
Fabless maker
Wholesale
Wholesale
Wholesale
Inauguration of business Present
Copyright © 2025 YAMAZEN CORPORATION
*Some of the following is abbreviated as "T&E" 10
*In the following pages, the word "Business" may be omitted.
Business Portfolio Approach
Determining business direction by considering the two axes of "capital profitability" and "growth potential," as well as synergies between businesses
Positioning of business portfolio
Allocating all capital gained from the wholesale business to Value enhancement and high-growth potential business domains
Image of Business Portfolio Strategies
Fabless manufacturer
(Private brand products)
Engineering
Wholesale
(Home Products [Non-PB])
Wholesale
(Housing equipment)
Wholesale
(Machine Tools, equipment, industrial tools)
Resilience-enhancing Businesses
Wholesale business that efficiently generates cash based on strong relationships with business partners built over our long-standing history
Growing Businesses
Business model for speedily planning, designing, and selling original products
Business model providing added value through technical and specialist capabilities
Inauguration of
business Present
Net Sales Composition by Business (FY2024 Result)
Consumer Goods
179,506 million yen (34.8%)
Home Products Business
100,883 million yen (19.6%)
Production Equipment
333,205 million yen (64.6%)
Machine Tools Business
72,217 million yen (14.0%)
Building Materials Business
78,623 million yen (15.2%)
FY2024
Consolidated Net Sales
516,126
(Million yen)
Industrial Solution Business
95,049 million yen (18.4%)
Others
3,414 million yen (0.7%)
Tool & Engineering Business
80,204 million yen (15.5%)
Overseas Production Equipment Business
Breakdown
85,733 million yen (16.6%)
Table of Contents
Outline and Business Models
Revision of FY2025 Q2 (Interim) Consolidated Earnings Forecast
/ FY2025 (Q1) Financial Highlights
Medium-Term Management Plan "PROACTIVE YAMAZEN 2027"
Initiatives Aimed at Global Business Growth
Capital Policy and Shareholder Returns
Appendix
Revisions to Consolidated Earnings Forecast for FY2025 Q2 (Semi-annual Period)
Due to the heat wave that began before the end of the rainy season in Japan, orders for products designed to prevent heat stress have been strong in both the Production Equipment Business and the Consumer Goods Business.
Backed by strong orders that exceeded the initial plan, the Company has revised upward its Q2 consolidated earnings forecast for
both sales and profit indicators.
With respect to the full-year consolidated earnings forecasts for FY2025, we will leave the announced figures unchanged at this time because we should carefully assess market trends and changes in the external environment, etc., from Q3 onward.
(Million yen)
FY2024 Q2 Results | FY2025 Q2 Plan (Announced on May 14, 2025) | FY2025 Q2 Revised plan (Announced on August 8, 2025) | FY2025 Full-year plan (No change from the figures as of May 14, 2025) | |
Net sales | 248,924 | 250,000 | 255,000 | 530,000 |
Operating profit | 3,442 | 3,000 | 4,000 | 9,000 |
Ordinary profit | 3,494 | 3,000 | 4,000 | 9,000 |
Profit attributable to owners of parent | 2,567 | 2,500 | 3,200 | 7,000 |
FY2025 Q1 Consolidated Profit and Loss Results
Net sales: 126,136 million yen, YoY: +6.4%
Net sales increased owing to strong sales of products designed to prevent heat stress, environmental improvement equipment, and air-conditioning control equipment due to the extreme heat.
Operating profit: 1,732 million yen, YoY: +99.0%
Although SG&A expenses increased 2.9% YoY due to increases in provisions of allowance for doubtful accounts, sales commissions, freight costs, etc., the increase in gross profit more than offset these costs, resulting in a profit increase.
Gross profit: 19,114 million yen, YoY: +7.7%
Gross profit increased due to increased net sales.
Quarterly net profit
attributable to owners of parent : 1,823 million yen, YoY: +183.9%
Profits rose due to an increase in operating profit and the recording of a gain on sales of policy stockholdings.
(Million yen)
FY2024 Q1 | FY2025 Q1 | YoY | Full-year Plan | Achievement Rate | |
Net sales | 118,577 | 126,136 | + 6.4% | 530,000 | 23.8% |
Gross profit | 17,756 | 19,114 | + 7.7% | - | - |
(Gross profit margin) | 15.0% | 15.2% | +0.2pt | - | - |
SG&A expenses | 16,885 | 17,381 | + 2.9% | - | - |
Operating profit | 870 | 1,732 | + 99.0% | 9,000 | 19.3% |
(Operating profit margin) | 0.7% | 1.4% | +0.6pt | 1.7% | - |
Non-operating profit/loss | 261 | 57 | - 78.0% | - | - |
Ordinary profit | 1,132 | 1,790 | + 58.1% | 9,000 | 19.9% |
Extraordinary gain/loss | 180 | 1,015 | +462.8% | - | - |
Profit attributable to owners of parent | 642 | 1,823 | + 183.9% | 7,000 | 26.1% |
Increase in gross profit
Increase in
SG&A expenses
496
1,358
1,732
870
Operating profit
Operating profit
Provision of allowance for doubtful accounts
+182
Production Equipment Business | +590 |
Building Materials Business | +281 |
Home Products Business | +521 |
Sales commission +86
Freight costs +85
Depreciation and +73 amortization
FY2024 Q1
Up 861 YoY
FY2025 Q1
FY2025 Q1 YoY Comparison / Achievement Rate Against Plan
(Million yen)
Business | FY2024 Q1 Results | FY2025 Q1 Results | YoY | FY2025 Full-year Plan | Achievement Rate Against Full-Year Plan | |||
Machine Tools | Net sales | 13,671 | 15,362 | +12.4% | 73,000 | 21.0% | ||
Industrial Solutions | Net sales | 21,809 | 23,185 | +6.3% | 99,000 | 23.4% | ||
T&E | Net sales | 19,744 | 19,987 | +1.2% | 82,000 | 24.4% | ||
Domestic production equipment total | Net sales | 55,225 | 58,534 | +6.0% | 254,000 | 23.0% | ||
Global | Net sales | 19,196 | 18,887 | -1.6% | 90,000 | 21.0% | ||
Production equipment total | Net sales | 74,421 | 77,421 | +4.0% | 344,000 | 22.5% | ||
Segment profit | 809 | 1,201 | +48.4% | 8,300 | 14.5% | |||
Segment profit margin | 1.1% | 1.6% | +0.5pt | 2.4% | - | |||
Building materials | Net sales | 17,946 | 20,987 | +17.0% | 80,000 | 26.2% | ||
Segment profit | 382 | 547 | +43.1% | 3,300 | 16.6% | |||
Segment profit margin | 2.1% | 2.6% | +0.5pt | 4.1% | - | |||
Home products | Net sales | 24,999 | 26,664 | +6.7% | 104,000 | 25.6% | ||
Segment profit | 1,199 | 1,397 | +16.5% | 4,600 | 30.4% | |||
Segment profit margin | 4.8% | 5.2% | +0.4pt | 4.4% | - | |||
Consumer goods total | Net sales | 42,945 | 47,652 | +11.0% | 184,000 | 25.9% | ||
Segment profit | 1,581 | 1,945 | +23.0% | 7,900 | 24.6% | |||
Segment profit margin | 3.7% | 4.1% | +0.4pt | 4.3% | - | |||
Others | Net sales | 1,210 | 1,062 | -12.2% | 2,000 | 53.1% | ||
Segment profit | -1,520 | -1,414 | - | -7,200 | - | |||
Segment profit margin | - | - | - | - | - | |||
Consolidated | Net sales | 118,577 | 126,136 | +6.4% | 530,000 | 23.8% | ||
Operating profit | 870 | 1,732 | +99.0% | 9,000 | 19.3% | |||
Operating profit margin | 0.7% | 1.4% | +0.6pt | 1.7% | - | |||
Domestic Production Equipment Business:
Performance Trend and Current Situation
Net Sales Trend in the Domestic Production Equipment Business
Production Equipment
Consumer Goods
Engineering
Wholesale
Home Products Wholesale
Buildin Materials Wholesale
Global
T&E
Industrial S
Machine Tools
Net sales
Domestic capital investment growth rate (*)
COVID-19
(pandemic)
2.00
1.80
1.60
1.40
1.20
1.00
0.80
FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2027
(Plan) (Plan)
* Growth rates calculated based the Bank of Japan's "National Tankan and Annual Plan (Capital
(million yen)
300,000
250,000
200,000
Fabless
maker
150,000
100,000
50,000
0
Investment) (Fiscal Year) / Capital Investment (Including Land Investment) / Year-on-year Comparison /
Fiscal Year / Large Enterprises / Manufacturing / Actual Results" with FY2015 as the starting point (1).
As our original business, the wholesale of various industrial tools, such as machine tools, devices for distribution, and other industrial machinery
0.60
0.40
0.20
0.00
See p. 43-44 for major items handled, commercial distribution
Stable revenue base through business models likened to recurring revenue
Market Trends (Opportunities) Main Policies
The domestic machine tools market is growing gradually in the medium to long term
The expanding market for electrified parts is changing traditional manufacturing processes
The demand for automation/labor-saving at manufacturing/distribution sites is expanding
The digital transformation of manufacturing sites through AI and IoT
The expansion of renewable energy/energy-saving markets
Improving the profitability of existing businesses
Reducing business volatility through market development in growth industries
Promoting solutions business by strengthening customer contact points
Improving profitability through original product development
Strengthening distribution infrastructure through optimal placement of distribution bases
Domestic Production Equipment Business: Q1 Results
Sales increased as energy-saving equipment, heat stress prevention products, and environmental improvement equipment aimed at improving the working environment remained strong
For machine tools, although capital investment in the automotive industry remains sluggish, sales in the Machine Tools business increased as a reactionary rise was seen due to weak performance in machine tools in the previous year.
For cutting tools and other consumables, the sales of work supplies and measuring equipment used at production sites remained strong
(Million yen)
Net sales
FY2024 Q1
FY2025 Q1
Percentage change YoY
Domestic Production Equipment
Machine Tools Business
13,671
15,362
+ 12.4%
Industrial Solution Business
21,809
23,185
+ 6.3%
Tool & Engineering Business
19,744
19,987
+ 1.2%
Total
55,225
58,534
+ 6.0%
Responding to Workplace Improvements
Honed Advanced Engineering Capabilities as a Group of Technical Specialists
Sales of equipment designed to prevent heat stress, etc. drove sales
Sales of equipment designed to prevent heat stress have remained strong owing to the "Amended Ordinance on Industrial Safety and Health" coming into effect on June 1st, which made heat stress prevention measures mandatory in the workplace.
Formed a business partnership with INSOL-HIGH Inc. to promote automation and productivity improvement in the manufacturing and logistics industries
In April, we signed a business partnership agreement with INSOL-HIGH Inc., which has developed an industrial platform specializing in the domain of humanoid robots.
We promoted joint projects aimed at the social implementation of humanoid robots, which are more effective and versatile than single-function robots and automation systems, and accelerated automation
Increased sales of environmental improvement equipment to improve working environment also contributed.
▲ YAMAZEN's original high-volume spot cooler to prevent heat stress
and productivity improvements in the manufacturing and logistics industries.
Global Business: Performance Trend and Current Situation
Net Sales Trend in the Global Business
COVID-19
(pandemic)
Production Equipment
Consumer Goods
Engineering
Wholesale
Home Products
Building Materials
Global
T&E
Industrial S
Machine Tools
(million yen)
120,000
100,000
Wholesale
Wholesale Engineering
80,000
Fabless maker
Engineering
60,000
40,000
20,000
0
FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025
(Plan)
FY2027
(Plan)
Handling not only equipment sales but also engineering and after-sales services
See p. 45 for countries of operation, commercial distribution
The biggest growth driver in the current Medium-Term Management Plan
See p. 31-37 for the Medium-Term Management Plan
Market Trends (Opportunities) Main Policies
While the global machine tools market is experiencing a boom-and-bust cycle, it is growing gradually in the medium to long term
Increased dispersion and multi-polarization of production bases due to changes in the trading system, such as tariffs, and geopolitical risks, etc.
Increased automation/labor-saving demand owing to streamlining and chronic labor shortages in the manufacturing industry
Promoting localization and streamlining of management to strengthen trade with global companies
Aiming to expand geographically and optimize business domains to address the restructuring of global supply chains
Market development and product development to address changes in market trends and needs
Global Business: Q1 Results
Capital investment by export-driven companies in North America and China was sluggish overall and down compared to the previous year
Captured new demand for equipment, such as capital investment by domestic demand-driven companies in China and
production transfers from other regions to ASEAN
(Million yen)
Net sales
FY2024 Q1
FY2025 Q1
Percentage change YoY
Demand for equipment investment
Global Business
19,196
18,887
-1.6%
Geographic Expansion of Business Domains
Capturing Capital Investment from
Domestic Demand-driven Companies in China
Embracing the geographical shift in manufacturing
bases as a business opportunity
Our overwhelming strength has been in our ability to cover multiple regions through our global network of bases in various countries and distributor rights with manufacturers in those countries.
Steadily brought cross-border projects to fruition and responded to the shift of manufacturing bases.
Reliably secured new demand amid the shift in
China's capital investment
Due to the impact of Trump's tariffs, capital investment by export-driven companies decreased, and Japanese-affiliated companies shifted production and/or downsized and withdrew.
Due to rising personnel expenses and other manufacturing costs, domestic demand-driven companies increasingly relocated from coastal to inland areas.
with domestic demand-driven industrial companies and achieve renewed growth.
Covering the relocation of manufacturing companies to inland areas with our extensive bases
Subsidiaries
Headquarters Branches
Leveraging our long-standing sales bases in inland areas and our strong trade relationships in these areas, we aimed to expand trade
Country A
Japanese-affiliated user
Japanese-affiliated user
Local user
Local user
Enabling headquarters and subsidiaries to share information and respond to user needs
New production base Country B
Copyright © 2025 YAMAZEN CORPORATION 21
Building Materials Business: Performance Trend and Current Situation
Building Materials Business: Net Sales and Segment Profit Margin Trends
Net sales
Segment profit margin
Number of new housing construction starts*
COVID-19
(pandemic)
816,388
4.1%
4.1% 4.1%
2.4%
3.6%
3.4%
3.7%
3.0%
2.5%
2.4%
2.6%
2.8%
(million yen)
80,000
60,000
8.0%
Production Equipment
Consumer Goods
Engineering
Wholesale
Home Products
Building Materials
Global
T&E
Industrial S
Machine Tools
7.0%
Wholesale
Wholesale
6.0%
5.0%
40,000
20,000
0
FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025
(Plan)
FY2027
(Plan)
4.0%
3.0%
2.0%
1.0%
0.0%
Fabless maker
Engineering
Boasting top-class distribution volume in general household housing equipment and air-conditioning equipment in Japan
In recent years, strengthening non-residential building materials business centered on energy-saving equipment
See p. 47-48 for major items handled, commercial distribution
* Source: Ministry of Land, Infrastructure, Transport and Tourism "Statistics on Building Construction Started"
Market Trends (Opportunities) Main Policies
The number of new housing starts is expected to fall below 800,000 from FY2025 onwards due to the declining birthrate and aging population, as well as the rising mortgage interest rates
The renewable energy/energy-saving markets are expanding due to the global trend toward carbon neutrality
Reviews of housing performance have accelerated as compliance with energy-saving standards has become mandatory under the Amendment to the Building Standards Act in April 2025
Focusing on subsidy proposals for residential and non-residential sectors (offices, factories, facilities, stores, etc.) with high energy-saving performance products
Working to expand the retail sector of home improvement stores/home appliances mass retailers and e-commerce to strengthen the home renovation sector
Strengthening efforts for the standard adoption of products by builders to expand our market share in the new home sector, and
Building Materials Business: Q1 Results
Sales of air conditioning equipment remained strong and increased significantly due to demand for energy-saving renovations and the extreme heat
Focused on proposing high-value-added products in response to consumers' desire to reduce spending, and sales of high-efficiency water heaters and other products remained strong as a result
Successfully strengthened proposals for facility renovations that combine environmental products and installation to help
SMEs respond to carbon neutrality
(Million yen)
FY2024 Q1 | FY2025 Q1 | Percentage change YoY | ||
Net sales | 17,946 | 20,987 | + 17.0% | |
Segment profit | 382 | 547 | + 43.1% | |
Segment profit margin | 2.1% | 2.6% | + 0.5pt | |
Sales Increased for All of Residential, Non-residential, New, and Existing
Expansion of the Renovation Business
Steadily increasing sales by focusing on the renovation business for both residential and non-residential
Established a specialized business promotion team for the mass retailer renovation business
Demand for new housing is on a long-term downward trend.
Residential
Starting in April, it has become mandatory to meet energy-saving standards for all new housing construction. Strengthened proposals for high-value-added products.
Strengthened efforts for renovation projects, including the construction of public facilities, office buildings, factories, schools, and hospitals.
Image of sales for each quadrant
■ 2023 ■ 2024
New construction
Established a system that enables us to provide comprehensive support for "package renovations" at mass retailers of home appliances, home improvement centers, etc., ranging from planning to sales and construction.
Non-residential
Promoted sales through training and the sharing of sales know-how to mass retailers of home appliances.
Home Products Business: Performance Trend and Current Situation
Home Products Business: Net Sales and Segment Profit Margin Trends
(million yen)
120,000
100,000
80,000
60,000
40,000
20,000
0
FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025
(Plan)
FY2027
(Plan)
T&E
14.0%
Net sales
Segment profit margin
COVID-19
(pandemic) Stay-at-home demand
4.4%
3.3%
5.9%
5.5%
4.9%
5.2%
5.0%
4.4%
3.5%
3.3%
3.4%
2.6%
12.0%
10.0%
8.0%
6.0%
4.0%
2.0%
0.0%
Production Equipment
Consumer Goods
Engineering
Wholesal
e
Fabless maker
Home Products Wholesale
Building Materials
Wholesale
Global
Industrial S
Machine Tools
In addition to national brand products, also handling fabless private brand products at a ratio of about 60%
The YAMAZEN brand is gradually gaining traction and shows strong growth potential
See p. 47,49 for major items handled, commercial distribution
Market Trends (Opportunities) Main Policies
Companies are building fan bases among customers through branding, and as a result, there is a growing trend to expand LTV (customer lifetime value).
E-commerce demand is expanding, driven in the BtoB segment by labor shortages and the need for operational efficiency, and in the BtoC segment by growing demand among senior consumers.
Increasing customer touchpoints and improving GMV (gross merchandise volume)
Improving the system for immediate delivery nationwide
Digitalizing transactions across all channels, including brick-and-mortar stores and e-commerce to accurately ascertain user needs and continue to bring optimal products to the market
Home Products Business: Q1 Results
Sales and profits increased AV home appliances grew owing to the sales of workwear with built-in cooling fans and spot coolers due to the extreme heat as well as the popularization of the YAMAZEN brand
Net sales and membership also grew steadily on Yamazen Bizcom, our own e-commerce site for corporations and sole proprietors, which had aimed to expand its sales channels
(Million yen)
FY2024 Q1 | FY2025 Q1 | Percentage change YoY | ||
Net sales | 24,999 | 26,664 | + 6.7% | |
Segment profit | 1,199 | 1,397 | + 16.5% | |
Segment profit margin | 4.8% | 5.2% | + 0.4pt | |
Growth in Products Designed to Prevent Heat Stress
Strengthened Yamazen Bizcom Membership Acquisition
Sales of spot coolers, workwear with built-in cooling fans, and water-cooled clothing were strong due to the extreme heat
Efforts were made to quickly plan and develop private brand products that captured consumer needs and strengthened our lineup, and the YAMAZEN brand was popularized by disseminating information via social media and various other media.
In Q1, sales were driven by the sales of such private brand products as workwear with built-in cooling fans and water-cooled clothing as a result of the increased corporate needs brought by the laws and regulations to prevent heat stress and individual needs brought by
Net sales and membership increased at Yamazen Bizcom, our own e-commerce site aimed at corporations and sole proprietors
Focused on expanding trade with sole proprietors, and membership steadily increased as a result.
Yamazen Bizcom Membership Trends
300,000
192,427
the extreme heat.
▲"DIRECT COOL PREMIUM" water-cooled clothing that directly cools the neck and underarms
End of FY2022
End of FY2023
End of FY2024
End of FY2025
(Plan)
Outline and Business Models
Revision of FY2025 Q2 (Interim) Consolidated Earnings Forecast
/ FY2025 (Q1) Financial Highlights
Medium-Term Management Plan "PROACTIVE YAMAZEN 2027"
Initiatives Aimed at Global Business Growth
Capital Policy and Shareholder Returns
Appendix
The previous medium-term management plan (FY2022-FY2024) was positioned as a "Functional Expansion Period." Building on this foundation, the company has launched a new three-year medium-term management plan, "PROACTIVE YAMAZEN 2027," starting this fiscal year, which is positioned as a "Value Enhancement Period."
The Overall Framework of Strategies and Initiatives to Realize the 2030 Corporate Vision
PURPOSE
Pioneering a new future, with all of you
VISION
Leading worldwide manufacturing and enriched lives
Medium-Term Management Plan
Company-Wide Strategy to Realize VISION
Business portfolio and capital allocation
Investment in Growth Drivers
Making Wholesale Business More Resilient
Five Strategic Points
Value enhancement
Accelerating global expansion
Upgrading sales activities
Strengthening management infrastructure
Strengthening sustainability management
Sales/Profits
(Unit: million yen)
FY2024
Results
Net sales
516,126
Operating profit
9,535
Ordinary profit
10,018
Profit attributable to owners of parent
7,845
FY2025 Plan
Vs. FY2024 Results
FY2027 Plan
Vs. FY2024 Results
530,000
+2.7%
600,000
+16.3%
9,000
- 5.6%
16,000
+67.8%
9,000
- 10.2%
16,000
+59.7%
7,000
- 10.8%
11,000
+40.2%
Management Indicators
(Unit: million yen) | FY2024 Results |
Return on equity (ROE) | 6.1% |
Basic operating cash flow | 8,341 |
Shareholders' equity ratio | 43.3% |
FY2025 Plan Vs. FY2024 Results | FY2027 Plan Vs. FY2024 Results | ||
5.5% | - 0.6pt | 8.0% | +1.9pt |
11,000 | +31.9% | 14,000 | +67.8% |
40~45% | - | 40~45% | - |
*Basic operating cash flow is calculated by deducting the increase/decrease in working capital from operating cash flow
Sales and Profits by Segment
(Million yen)
Segment | Business | FY2024 Results | FY2025 Plan | FY2027 Plan | |||
Vs. FY2024 Results | Vs. FY2024 Results | ||||||
Production equipment | Machine Tools | Net sales | 72,217 | 73,000 | +1.1% | 80,000 | +10.8% |
Industrial Solutions | Net sales | 95,049 | 99,000 | +4.2% | 110,000 | +15.7% | |
T&E | Net sales | 80,204 | 82,000 | +2.2% | 90,000 | +12.2% | |
Domestic production equipment total | Net sales | 247,471 | 254,000 | +2.6% | 280,000 | +13.1% | |
Global | Net sales | 85,733 | 90,000 | +5.0% | 120,000 | +40.0% | |
Production equipment total | Net sales | 333,205 | 344,000 | +3.2% | 400,000 | +20.0% | |
Segment profit | 8,291 | 8,300 | +0.1% | 13,500 | +62.8% | ||
Segment profit margin | 2.5% | 2.4% | - 0.1pt | 3.4% | +0.9pt | ||
Consumer goods | Building materials | Net sales | 78,623 | 80,000 | +1.8% | 85,000 | +8.1% |
Segment profit | 3,192 | 3,300 | +3.4% | 3,500 | +9.6% | ||
Segment profit margin | 4.1% | 4.1% | +0.0pt | 4.1% | +0.1pt | ||
Home products | Net sales | 100,883 | 104,000 | +3.1% | 115,000 | +14.0% | |
Segment profit | 4,449 | 4,600 | +3.4% | 5,800 | +30.4% | ||
Segment profit margin | 4.4% | 4.4% | +0.0pt | 5.0% | +0.6pt | ||
Consumer goods total | Net sales | 179,506 | 184,000 | +2.5% | 200,000 | +11.4% | |
Segment profit | 7,641 | 7,900 | +3.4% | 9,300 | +21.7% | ||
Segment profit margin | 4.3% | 4.3% | +0.0pt | 4.7% | +0.4pt | ||
Others | Net sales | 3,414 | 2,000 | - 41.4% | 0 | - | |
Segment profit | - 6,396 | - 7,200 | - | - 6,800 | - | ||
Segment profit margin | - | - | - | - | - | ||
Consolidated | Net sales | 516,126 | 530,000 | +2.7% | 600,000 | +16.3% | |
Segment profit | 9,535 | 9,000 | - 5.6% | 16,000 | +67.8% | ||
Segment profit margin | 1.8% | 1.7% | - 0.1pt | 2.7% | +0.8pt | ||