年 月 日
To create smiles from the kitchen
パワ ポイントテンプレ ト
Presentation Material:
Announcement of FY 2013 Interim Results
November 15, 2013
Ϩ . Interim Results Outline
To create smiles from the kitchen
55,159
2,338
2,146
1,290
27.70yen
2012/9
(Actual Results)
Net Sales
Operating
Income
Ordinary
Income
Interim
Net Income
Interim
Net Income
Per Share
59,876
3,764
3,563
2,119
45.49yen
2013/9
(Actual Results)
57,000
2,350
2,200
1,300
27.90yen
2013/9
(Previous Forecast)
8.6 ％
61.0 ％
66.0 ％
64.2 ％
64.2 ％
Change From
Prev. Period
Compared To Revised Plan
5.0 ％
60.2 ％
62.0 ％
63.0 ％
63.0 ％
1. Outline of Consolidated Results for Interim Period Ended September 2013
(Units: millions of yen)
Previous Forecast: Announced May 8, 2013
0
Net Sales
Cost of Sales
Gross Profit
Cost of Sales Ratio
4.72 billion yen
2.84 billion yen
△ 0.4 ％
1.87 billion yen
55.15
35.93
19.22
34.9
65.1
2. Consolidated Profits Net Sales, Gross Profit
(Units: billions of yen) Increased/Decreased Values (Rates) Main Increase/Decrease Factors
●System Kitchens
Ｓ Ｓ
CLEANLADY
RAKUERA
Others
●System Bathrooms
●Washstands/Vanities
4,010 million yen
△100 million yen 2,040 million yen 1,000 million yen 1,070 million yen 280 million yen 160 million yen
●Increase Due to Increased Net Sales
●Decrease Due to Decreased Cost of Sales Ratio 3,070 million yen
△230 million yen
●Decrease in S.S., CLEANLADY Cost Ratio
●Decrease in RAKUERA Cost of Sales Ratio
●Increase in Price of Raw Materials
●Cost Decrease
△ 0.1 point
△ 0.5 point 0.2 point
△ 0.0 point
●Increase Due to Increased in Net Sales
●Increase in Gross Profit Ratio
1,640 million yen 230 million yen
59.87
38.77
21.10
35.2
64.7
2. Consolidated Profits SGA Expenses, Operating Income
-500
2012/9 2013/9
△ 1.7 ％
19.22
16.88
2.34
4.2
30.6
Gross Profit
SGA Expenses
Operating Income
SGA Ratio
1.87 billion yen
0.45 billion yen
1.42 billion yen
Increased/Decreased Values (Rates)
●Sales Expenses
●Distribution Expenses
●Personnel Expenses
●Administrative Expenses
△ 250 million yen 160 million yen 330 million yen 200 million yen
●Sales Expenses
●Distribution Expenses
●Personnel Expenses
●Administrative Expenses
△ 0.6 points
△ 0.2 points
△ 0.5 points
△ 0.4 points
●Increase in Gross profit
●Change in SGA Expenses
1,870 million yen
△ 450 million yen Main Increase/Decrease Factors
(Units: billions of yen)
21.10
17.33
3.76
6.3
28.9
2012/9 2013/9 2013/3 2014/3
41,697
11,094
2,367
94,200
22,320
4,980
87,285
21,257
4,991
45,637
11,514
2,724
0 20,000 40,000 60,000 80,000 100,000 120,000
Kitchen Equipment Bathtubs & Washstands Other
2012/9
2013/9
121,500
59,876
75.6 ％
20.1 ％
4.3 ％
55,159
113,533
3. Sales Composition By Segment (Consolidated)
(Units: millions of yen)
Bathtubs &
Washstands
Other
Kitchen Equipment
76.9％
18.7％
4.4％
77.5％
18.4％
4.1％
76.2 ％
19.2 ％
4.6 ％
Kitchen Equipment
Bathtubs &
Washstands
Other
2011/9 2012/9 2013/9
0
2012/3 2013/3
2014/3
0
3. Sales Composition By Sales Route (Non-Consolidated)
First-Half Base
Full-Term Base
(Current Interim Period)
Term-End Forecast
81.6 ％
15.9 ％
2.5 ％
81.3 ％
15.0 ％
3.7 ％
82.1 ％
14.8 ％
3.1 ％
80.3 ％
15.3 ％
4.4 ％
79.1 ％
14.9 ％
6.0 ％
80.5 ％
15.4 ％
4.1 ％
Direct-S ales (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 )
26.82 27.04 27.69
4.81 4.18
1.94 2.48
47.98
5.00 2.54 48.33
54.83
0
4. Consolidated Balance Sheet Summary – 1/2
●
Decrease in SecuritiesCash and Deposits
Notes and Accounts
Electronically Recorded
Monetary Claims
(Units: billions of yen)
Increased/Decreased Values Main Increase/Decrease Factors
Assets
Total Assets
Inventory
Fixed Assets
Other Current Assets
0.53 billion yen
3.31 billion yen
2.75 billion yen
0.65 billion yen
△ 0.63 billion yen
Current Assets
●Increase in Direct-Sales Inventory
●Current Assets
●Fixed Assets
2,660 million yen 650 million yen
●Cash and Deposits
●Notes and Accounts Receivable
●Electronically Recorded Monetary Claims
2,410 million yen
230 million yen
110 million yen
●Tangible Fixed Assets
●Intangible Fixed Assets
●Securities Investments
1,800 million yen 3,800 million yen 90 million yen
△6,900 million yen
85.89
86.51 89.20
54.76 56.03 57.80
7.24 7.76
6.90
20.01 16.59
24.50
0
2012/9 2013/3 2013/9
4. Consolidated Balance Sheet Summary – 2/2
●Interim Net Income
●Dividends
●Valuation difference on available-for-sale securities
2,120 million yen
△460 million yen
△110 million yen
89.20
(Units: billions of yen)
Liabilities ･ Minority Interests Assets
Increased/Decreased Values
Primary Reasons for Increase/Decrease
Current Liabilities
Total Assets
Long-Term Liabilities
2.41 billion yen
△ 0.86 billion yen
1.77 billion yen
●Short-term Borrowing
●Income Taxes Payable
1,500 million yen 670 million yen
● Long-term Borrowing △790 million yen
86.51 85.89
5. Consolidated Cash Flow Statement Summary
3.15
△ 1 .
3.58
△ 1 .
0.17
△ 1 . 1
27.33 29.12
△ 7. 00 0. 00 7. 00 14. 00 21. 00 28. 00
Cash Flow from Operating Activities Cash Flow from Investing Activities
Cash Flow from Financing Activities Interim (Year-End) Cash & Cash Equivalents Balance
2012/9 2013/9
△ 0.07
1.91
△ 0.42
1.30
27.20
2013/3 (Units: billions of yen)
Compared to Year-End Balance
6. Capital Investments (Consolidated)
2012/9 2013/9 2013/3 2014/3
0.51 2.14
1.32
3.35 6.50
1.00 2.77
4.50
1.02 0.52
2.14 1.42
0.0 2.0 4.0 6.0 8.0
R&D Costs Capital Investment Deprecation Costs (Units: billions of yen)
(Current Interim Period) Term-End Forecast
FY2014 Major Capital Investment Details
First-Half Results
Second-Half Plans
Production Equipment
Showroom Renovation
Information Investment
670 million yen
610 million yen
730 million yen
Production-Related
Operations-Related
Information-Related
Others
2,260 million yen
1,220 million yen
710 million yen
170 million yen
7. Outline of Non-Consolidated Results for Interim Period Ended September 2013
Net Sales
Operating
Income
Ordinary
Income
Interim
Net Income
Interim Net Income
Per Share
57,399
3,365
3,510
2,211
47.46yen
2013/9
(Actual Results)
8.2 ％
77.3 ％
Change From Prev. Period
80.5 ％
77.3 ％
80.1 ％
2012/9
(Actual Results)
53,025
1,868
1,944
1,247
26.78yen
(Units: millions of yen)
2012/9 2013/9 2013/3 2014/3
39,306 8,611 2,483 367 2,259
88,506 16,839
5,481 813 5,361
81,612 16,117 5,140
770 5,488
43,308 8,870 2,644 427 2,150
0 20,000 40,000 60,000 80,000 100,000 120,000
8. Non-Consolidated Sales Composition By Segment
2012/9
2013/9
73.5 ％
14.7 ％
4.9 ％
74.1 ％
16.2 ％
4.7 ％
4.3 ％
0.7 ％
Bathrooms
Other
Washstands
Industrial Kitchen
Equipment
Kitchen
Equipment
Kitchen Equipment Bathrooms Washstands Industrial Kitchen Equipment Other
Term-End Forecast (Current Interim Period)
57,399
74.8％
14.8％
4.7％
0.7％
5.0％
53,025
75.6％
14.4％
4.7％
0.7％
4.6％
109,127
(Units: millions of yen)
117,000
75.5 ％
15.5 ％
4.6
0.7 ％
3.7 ％
Bathrooms
Washstands
Industrial Kitchen
Equipment
Kitchen
Equipment
Other
9. Sales Results For Major Products and Cleanup Market Share - 1/4
72.5 70.8
64.4 66.2
69.7
77.3
84.1
233
217
195
181
173 166
186.5
0 20 40 60 80 100
08/3 09/3 10/3 11/3 12/3 13/3 14/3
0 50 100 150 200 250 300 Monetary ValueVolume
1,228
975 1,019
1,0911,121
582
1,138
19.0
15.2 15.2
17.1 17.8 17.9
19.4
0 200 400 600 800 1,000 1,200 1,400
08/3 09/3 10/3 11/3 12/3 13/3 13/9
0.0 5.0 10.0 15.0 20.0 25.0 30.0 Demand VolumeCleanup Share
％
111
◆
41.2
Complete System Kitchen Sales Results Demand Trends and Market Share
(Units: billions of yen)
Current Interim Period
Forecast (Current Interim Period)
(Thousands of Sets) (Thousands of Sets)
9. Sales Results For Major Products and Cleanup Market Share - 2/4
5.5
5.0 4.8 5.1
3.4
4.3 4.4
66 68
52
67
61 60
65
0 2 4 6 8
08/3 09/3 10/3 11/3 12/3 13/3 14/3
0 30 60 90 120 Monetary ValueVolume
438
402 400
378
419
365
174
18.0 19.3
12.5
17.8
15.1 14.9
14.7
0 200 400 600
08/3 09/3 10/3 11/3 12/3 13/3 13/9 0.0 5.0 10.0 15.0 20.0 25.0 30.0 Demand Volume
Cleanup Share
％
◆
2.1
33
Sectional System Kitchen Sales Results Demand Trends and Market Share
(Units: billions of yen) (Thousands of Sets) (Thousands of Sets)
Current Interim Period
Forecast (Current Interim Period)
9. Sales Results For Major Products and Cleanup Market Share - 3/4
14.9 14.5
12.7 12.9
14.1
15.8 16.6
40
38
35
30
27
30.5 30
0 5 10 15 20
08/3 09/3 10/3 11/3 12/3 13/3 14/3 0 10 20 30 40 50 Monetary Value
Volume
718 695
656 688
406
731 745
5.2
4.2 4.3
4.0 4.3
4.8 5.1
0 200 400 600 800 1,000
08/3 09/3 10/3 11/3 12/3 13/3 13/9
0.0 2.0 4.0 6.0 8.0 10.0 Demand VolumeCleanup Share
％
◆
21
8.7
Modular System Bathroom Sales Results Demand Trends and Market Share
(Thousands of Sets) (Thousands of Sets) (Units: billions of yen)
Forecast (Current Interim Period)
Current Interim Period
9. Sales Results For Major Products and Cleanup Market Share - 4/4
1,750
1,637
1,4941,521
1,609 1,655
5.2 5.6 847
6.1 6.4 6.2
6.6 6.4
0 400 800 1,200 1,600 2,000
08/3 09/3 10/3 11/3 12/3 13/3 13/9 0.0 2.0 4.0 6.0 8.0 10.0 Demand Volume
Cleanup Share
％
Washstands/Vanities Demand Trends and Market Share
(Thousands of Sets) (Thousands of Sets) (Units: billions of yen)
Forecast (Current Interim Period)
5.0
4.7 4.5 4.7 4.7
5.1
5.5
109 114
98 99
91 91
91
0.0 2.0 4.0 6.0
08/3 09/3 10/3 11/3 12/3 13/3 14/3 0 30 60 90 120 150 Monetary Value
Volume
55
2.6
Current Interim Period
◆
10. Showrooms And Visitor Numbers
104 107 109 109 105 105 102 102 102 102
510 530
480 495 471
460 456 451 444 448
0 40 80 120 160 200 240
05/3 06/3 07/3 08/3 09/3 10/3 11/3 12/3 13/3 14/3 0 100 200 300 400 500 600 Number of Showrooms
Number of Visitors
Forecast
(Locations) (Thousands of groups)
Prev. Interim Period 254 thousand groups
Current Interim Period 271 thousand groups
(+6.6%)
11. Forecasted Consolidated Results For The Period Ending March 2014
113,533
4,755
4,372
2,506
118,800
4,800
4,500
2,550
4.2 ％
3.9 ％
2.2 ％
4.0 ％
3.8 ％
2.1 ％
121,500
5,800
5,500
3,000
7.0 ％
22.0 ％
25.8 ％
19.7 ％
4.8 ％
4.5 ％
2.5 ％
2.3 ％
20.8 ％
22.2 ％
17.6 ％
Operating
Income
Ordinary
Income
Net Income
Net Sales
Operating Margin
Ordinary Income Margin
Net Income Margin
2014/3
(Full-Term Forecast)
2013/3
(Actual Results)
2014/3
(Previous Forecast)
Change From Prev. Period
Compared to Plan
(Units: millions of yen)
ϩ . Future Strategy
7 3 ,6 4 7
6 9 ,6 3 8
7 2 ,5 6 6
7 5 ,4 2 1 7 7 ,5 0 0
8 4 ,2 5 1
8 0 ,1 4 5
7 5 ,9 4 4
6 9 ,2 8 9 6 8 ,9 6 9 7 1 ,4 5 6
7 7 ,8 9 4 7 9 ,7 5 1
8 3 ,7 0 4 8 4 ,8 0 1 8 4 ,3 4 3
8 8 ,5 3 9
7 4 ,1 7 6
1 0 .3 9 .3
(0 .2 )
(9 .6 )
(5 .5 )
1 5 .5
2 5 .2
7 .3 5 .8
1 4 .5 1 5 .3
1 2 .4 8 .8
1 9 .4
1 0 .3 1 0 .0
5 .0
3 .0
0 20,000 40,000 60,000 80,000 100,000
月 月 月 月 月 月 月 月 月 月 月 月 月 月 月 月 月 月
(40.0) (20.0) 0.0 20.0 40.0 60.0
2011 2012 2013
New housing starts (units) YOY comparison (%)
1. Management Environment
Figures have improved on a year-over-year basis for
％13 straight months since September 2012
■ New housing starts
(Units)
Ministry of Land, Infrastructure, Transport and Tourism Monthly Economic Construction Statistics, Building Starts
2. Management Policies for the Period Ending March 2014
Period Ending March 2014 Management Policies
Increase market share of mid- and high-level system kitchens
centered on the CLEANLADY
Increase the speed of renovation measures
Improve overall showroom competitiveness
Deepen and develop CPS improvement activities
Strategically promote overseas business
Create personnel environment that leverages workplace capabilities
Improve total product quality and decrease total costs
Firmly establish “The Kitchen Company”
3. Important Measures
Thoroughly promote the 12 mid-term plans to become
“the kitchen company”
Technical development of
differentiated products that
is only possible by a
specialist manufacturer
Improved overall showroom
competitiveness for
comprehensive renovation plans
Development
in Asia
Realization of “The Kitchen Company”
Overseas
business
capabilities
Product
appeal
Sales
capabilities power Brand
Production
power
Reorganize/strengthen
production system
Strengthening
the brand
CSR activities
● Improve western Japan's production system ⇒ establish 2 production centers in
the east and west
Iwaki Business Office (7 factories)
Okayama Factory
Create a system that can produce system kitchens independently in western Japan
Expand
(Operation began in April 2013)
Expanded production line-up of
kitchen counters
Improve production
capabilities
(Estimated completion in FY 2013)
Increase production of kitchen
Tsuyama Factory
Sales Distribution
Installation
ＣＰＳ
Cleanup Production System
Order Production System
What they want
When they want it
How they want it
We
provide:
Customer Satisfaction
Production
● The deepening and evolution of craftsmanship
4 .“Production Capabilities”
Tsuyama Factory
Okayama Factory
5. Measures to Enhance Product Appeal (1) Product Lineup
Craftsmanship Leveraging the Strengths of a Specialist Manufacturer
Mid/High-Quality System Kitchen
Y
Popular System Kitchen
RAKUERA ”
The first stainless steel
cabinet in the mid-level class.
The models for the following components
were updated in the first half of
the fiscal year:
System baths
Washstands
Complete model update in the previous period
Renewal Schedule
.
(functional enhancement
in December)
L o w P ric e
High-Value-Added Products
Widespread Products
H ig h P ric e
Luxury System Kitchen
. .
S.S. Light Package ”
Company System Kitchen
COLTY ”
A model allowing consumers to experience the beauty of stainless at
a reasonable price.
Our standard brand as “The Kitchen Company”
Highly functional, stylish, product designed for urban life with limited space.
A branded product allowing consumers to experience Cleanup’s high-quality.
-
- W
. .
- W .
(Unique hydrophilic ceramic coating)
This unique hydrophilic ceramic coating attracts
water. A layer of water forms under any grime,
effectively lifting the grime off the surface. It is also
scratch resistant, so it maintains its looks even if
you use a stainless steel scourer.
The worktop's unique embossed finish minimises the
surface area of the worktop that come into contact
with utensils. The surface does not scratch easily
and scratches are less noticeable.
5. Measures to Enhance Product Appeal (2 ) Functional Enhancement of “S.S.”
2 1
3
5
4
6
盛岡
1 2
4
5
3
6
6 refurbished showrooms opened throughout the country
(April to October, 2013)
Kofu Sagamihara
Kitaosaka Saga
Morioka Toyama
Refurbished Point
● Space Display recreates
living spaces,
including the dining room
● Improved event-holding
capacity
⇒ Installation of
Test Kitchen Areas
First Half Results
Visitors ＋ 6.6％
Contracts + 10.1 ％
6.“Sales Capabilities” (1) Improve Overall Showroom Competitiveness
I
No. 301
Natural beauty kitchen
story
No. 303
Family-centered kitchen
story
No. 306
3-generation heritage
kitchen story
No. 308
Surfer's sea-view kitchen
story
Multiple refurbishments implemented at
1
W W
member stores
Workshops conducted by 15 salonese registered
with Cleanup's Dreamia Salon
Planning around the individual's character, lifestyle,
and family
Kitchen design competitions held at Cleanup Water
Section Workshop member stores
Winning plans displayed
6.“Sales Capabilities” (2) Improve Overall Showroom Competitiveness
Consumers
Influential regional stores
(contractors)
Sub-users (wholesalers)
Cleanup
Building and strengthening a comprehensive system to meet the demands of renovators
6. Measures to Enhance Sales Capabilities (3) Promoting Renovation Plans
Strengthen renovation strategy
W W
to 3,100 store system
As of September 31, 2013Renovation Fairs
Held before last year ： 2,183 (YoY 178.2%)
Planned last year ： 3,036 (YoY 139.0%)
Current First-Half Period ： 2,030 (YoY 115.9%)
Strengthen logistics cooperation
Implement renovation seminars for sub-customers
in cooperation with strong local firms
Implement renovation fairs with strong firms/
sub-customers as sponsors
7. Brand Power (1) Aiming for Improved Brand Value
Intangibles
(Service) Smiling Families
Improving Cleanup's Brand Value
Deepening and evolution of craftsmanship based on our CPS
Expanded communication activities Using the theme of
fulfilling food and lifestyle.
Implementing corporate philosophy
Aiming for increased brand power by implementing our corporate philosophy
through various activities leveraging our strengths as a specialist manufacturer.
Tangibles
(Products)
Expanded to showrooms around Japan (173 events held in 50 locations)
Showrooms
Around Japan
Salonese
Members in
Japan
More than 1,000
Members
102
Locations
Transmission of Information
to Locals
-only
(approximately 17,000 members)
Salonese are women who act as instructors and share their
specialist cooking knowledge etc. from home salons
Previous Second Half
Current First Half
Collaborative events held at venues such
as the Shinjuku Showroom and Kitchentown
Cleanup Osaka
7. Brand Power (2) Events Focusing on the Theme of “Food”
Actively engaging in food education activities by participating
in the
Holding presentations and children's cooking classes at the Shinjuku Showroom
in the Nippori area of Arakawa ward
・ : : Y I
Elementary School in Fukuoka)
・ :
・ Purpose: To increase children's appreciation of the significance of packing their own lunches or
cooking meals, as well as the importance of their parents or carers
•
•
•
•
＜ Supporting
Company ＞
7. Brand Power (3) Promoting Food Education
● China
In partnership with a house manufacturer, We
supplied model rooms with kitchens in Shenyang,
Suzhou, and Taicang.
● Vietnam
Using our Hanoi and Ho Chi Minh City showrooms,
we expanded sales to include end-
users as well as corporate clients.
● Taiwan
We focused on expanding sales by providing
support to agents.
Taicang Apartment Sales Center Wuxi Town House Apartment Site in Shenyang
8. Overseas Business Capabilities
Okayama
Tokyo
Iwaki
Hanoi
Hong Kong
Taipei
Shenyang
Beijing
Shanghai
Ho Chi Minh
Opened 5/159. CSR Activities (1) Implementation of Our Corporate Philosophy and Recovery Support
"Family"
"Earthquake
Recovery Support"
"We Love Family Time!" campaign
An award ceremony was held, where a
Cleanup luxury system kitchen, "S.S."
was awarded to the winner of the "Best
.
Sponsoring messages to aid
in Fukushima's emotional recovery
Pro Baseball "Mazda All-Star Game 2013" (July 22, 2013)
(Since 2011, the 3
rdmatch has been held at a stadium
in one of the disaster-affected areas to aid
in the recovery of the Tohoku region)
⇒ We co-sponsored the message displayed in the outfield stand
at Iwaki Green Stadium during the all-star game
"Fukushima Recovery Festival" (July 21 to 22, 2013)
⇒ We co-sponsored the message displayed
Hiroe Suzuki Shogo Maeda Shota Tanokura
Asian Championships (New Delhi, India)
World Wrestling Championships (Budapest, Hungary)
Hiroe Suzuki earned a gold
medal, and Shota Tanokura
earned a silver medal
Hiroe Suzuki, Shogo Maeda, and Shota Tanokura represented Japan
Hiroe Suzuki Shota Tanokura
Universiade (Kazan, Russia)
Shota Tanokura earned
a bronze medal
9. CSR Activities (2) Sporting Activities (Wrestling Club)
1 1 .9 1 6 .5 1 9 .5
1 3 .9
1 6 .5
2 0 .6
2 5 .3
1 5 .9
1 3 .0 1 5 .5
1 4 .7
1 6 .0
1 4 .0 1 4 .3
1 6 .3
9 .3 9 .7
1 1 .7
1 4 .5
1 6 .3
1 4 .6
4.0 8.0 12.0 16.0 20.0 24.0 28.0
2 0 0 8 / 3 2 0 0 9 / 3 2 0 1 0 / 3 2 0 1 1 / 3 2 0 1 2 / 3 2 0 1 3 / 3 2 0 1 3 / 9
10. System Kitchen Market Share by Class
％
Due to the favorable progress of RAKUERA, we were able to increase
our market share of entry-level system kitchens
Changes in System Kitchen Market Share by Class
Other shares (special orders) FY 2008 27.3%
FY 2009 27.7% FY 2010 33.6% FY 2011 31.5% FY 2012 28.4% FY 2013 34.5%
FY 2014Current Interim Period 24.0％ Luxury
Mid-Level
Entry-Level
11. Medium-term Strategy (1) Product Development from the Customer’s Point of View
Aiming to create “products you can trust”…
Cleanup will continue to provide high-quality products, regardless of the
times, and always with an emphasis on the consumer ’s point of view.
Cleanup’s
Product Creation
Products You Can Trust”
CSR
Environmental
Compliance
Compliance with Laws/Systems
Housing Function Display System
(Quality Assurance Law)
Effective Resource Use Promotion Law
Long-Term Quality Housing Promulgation
and Promotion Law, etc.
3R Efforts
Reduce
(Reduce creation of waste products)
Reuse (Reuse waste products)
Recycle (Reuse as raw materials)
The Foundation of Product Creation
CPS (Cleanup Production System), based on Cleanup ’s unique quality management beliefs
On 65 th anniversary of our inauguration, creating a foundation
suitable for a second inauguration
12. Medium-term Strategy (2) Pursuit of “New Management Philosophy”
Founder’s
Philosophy
(Five Concepts)
Corporate Philosophy
(creating cheerful smiles
in the family)
Active Philosophy
1. We will create a ‘soulful’ culture of
lifestyle and cuisine.
2. We will always conduct fair and honest
corporate activities.
3. We will create a company our families can take pride in.
New Brand Statement
To create smiles from the kitchen
For our business to be the ‘Top leader in kitchens.’
To establish a reputation among our customers ‘synonymous with kitchens.’
