Cleanup Corporation
Tokyo Stock Exchange,
1st Section, Code 7955
Announcement of FY 2008
Interim Results
November 17, 2008
I. Inter i m Resul ts Outl i ne
1. Outl i ne of Consol i dated Resul ts for Inter i m Per i od Ended Septem ber 2008
Net Sales
Operating
Income
Ordinary
Income
Interim
Net Income
Interim Net Income Per Share
54,193
△ 606
△ 652
△ 1,020
△ 20.91 yen
2008/9
(Actual Results)
58,400
450
350
0
0.00 円
2008/9
(Initial Plan)
△ 1.0 ％
－ ％
Change From Prev. Period
Compared To Revised Plan
△ 0.4 ％
－ ％
－ ％
－ ％
－ ％
54,400
△ 800
△ 900
△ 1,250
△ 25.57 円
2008/9
(Revised Plan)
－ ％
－ ％
－ ％
54,759
△ 306
△ 352
△ 740
△ 15.15 yen
2007/9
(Actual Results)
(Units: millions of yen)
＊Initial Plan: Announced May 8, 2008
＊Revised Plan: Announced August 6, 2008
0
2007/9 2008/9
Net Sales
Cost of Sales
Gross Profit
54.19
36.20
17.98
（ 33.2 ）
（ 66.8 ）
Cost of Sales Ratio
△ 0.56 billion yen
＋ 0.39 billion yen
＋ 1.4 ％
△ 0.96 billion yen
● System Kitchens △280 million yen ・ＳＳ △100 million yen ・CLEANLADY △980 million yen Increasingly popular class, primarily RAKUERA
● Sectional System Kitchen △300 million yen
● Decrease Due to Decreased Earnings
△370 million yen
● Increase Due to Increased Cost of Sales Ratio +770 million yen
●Worsening Kitchen Section Product Mix (S.S. Servo Campaign, etc.) ＋1.2 points
●Increase in System Bathroom Cost Ratio ＋0.6 points
● Sales Route Distribution Ratio △0.1points
● Increase in Cost of Raw Materials ＋0.4 points
● Cost Decrease △0.7 points
●Decrease Due to Decreased Earnings
△190million yen
● Decrease in Gross Profit Ratio △770 million yen
54.75
35.80
18.95
（ 34.6 ）
（ 65.4 ）
2. Consol i dated Pr ofi ts ① Net Sal es, Gr oss Pr ofi t
【Increased/Decreased Values (Rates)】 【Main Increase/Decrease Factors】 (Units: billions of yen)
2. Consol i dated Pr ofi ts ② SGA Expenses, Oper ati ng Inc om e
-500
2007/9 2008/9
Gross Profit
Operating Income
17.98
18.59
△ 0.60
（△ 1.1 ）
（ 34.3 ） SGA Ratio
△ 0.96 billion yen
△ 0.66 billion yen
△ 0.9 ％
△ 0.29 billion yen
●Sales Expenses △0.7 points
●Distribution Expenses △0.2 points
●Change in Gross Profit △960 million yen
●Change in SGA Expenses ＋660 million yen
●Sales Expenses △390 million yen
●Distribution Expenses △140 million yen
●Repair Expenses (Showroom Renovation) △90 million yen
●R&D Costs △40 million yen
18.95
19.25
△ 0.30
（△ 0.6 ）
（ 35.2 ）
【Increased/Decreased Values (Rates)】
SGA Expenses
【 Main Increase/Decrease Factors 】 (Units: billions of yen)
3. Sal es Com posi ti on ① By Segm ent (Consol i dated)
2007/9 2008/9 2008/3 2009/3
41,618 10,881
2,260
88,451 20,596
4,453
87,863 20,244 4,704
41,190 10,721 2,282
0 20,000 40,000 60,000 80,000 100,000 120,000
Other
Bathtubs & Washstands Kitchin Equipment
77.9％ 18.2％
3.9％
54,759
112,811
【 2007/9 】
76.0 ％
19.9 ％
4.1 ％
【 2008/9 】
76.0 ％
19.8 ％
4.2 ％
54,193
77.9％ 17.9％
4.2％
113,500
（Term-End Forecast） (Current Interim Period)
Ki tc hen Equi pment Bathtubs &
Washstands
Other
Ki tc hen Equi pment Bathtubs &
Washstands
Other (Units: millions of yen)
3. Sal es Com posi ti on ② By Sal es Route (Non-Consol i dated)
2006/9 2007/9 2008/9
0
Di rect-Sales (Condomi ni um owners) Housi ng Constructors
General Routes (Constructi on Contractors - Home Renovati on)
2007/3 2008/3 2009/3
0
76.4％ 17.6％
6.0％ 72.9％ 72.0％
16.9％
17.1％ 10.2％
10.9％
76.2％ 17.5％
6.3％ 73.3％
17.5％ 9.2％
75.5％ 18.1％ 6.4％
【First-Half Base】
【Full-Term Base】
(Current Interim Period) （Term-End Forecast）
4. Consol i dated Bal anc e Sheet Sum m ar y – 1/ 2
32.54 30.35
29.64
6.77 6.56
3.04 4.71
40.72
39.73 39.88
6.04 4.96
0. 00
2007/9 2008/3 2008/9
＋ 0.92 billion yen
＋ 0.15 billion yen
＋ 1.67 billion yen
△ 0.70 billion yen
80.81
●Current Assets ＋1,620 million yen
●Fixed Assets △700 million yen
●Cash and Deposit ＋1,160 million yen
●Notes and Accounts Receivable △1,010 million yen
●Increase in Direct-Sales Inventory (Condominiums)
● Tangible Fixed Assets
△460 million yen
● Intangible Fixed Assets (Software) △150 million yen
●Decrease in Negotiable Securities (CP) △690 million yen
●Accounts Receivable (Factoring) ＋430 million yen
△ 0.20 billion yen
79.89
84.27
Total Assets
Cash and Deposits Notes and Accounts Receivable
Inventory
Fixed Assets
Other Current Assets
【 Main Increase/Decrease Factors 】
【Increased/Decreased Values】
【 Assets 】
Current Assets
(Units: billions of yen)
4. Consol i dated Bal anc e Sheet Sum m ar y – 2/ 2
59.07
55.89 54.33
4.93
6.13 6.06
20.26
17.86 20.41
0. 00
2007/9 2008/3 2008/9
79.89
＋ 2.55 billion yen
△ 0.07 billion yen
△ 1.55 billion yen
80.81
●Accounts Payable ＋620 million yen
●Short-Term Debt ＋1,500 million yen
●Advance Receipts ＋530 million yen
●Long-Term Debt △240 million yen
●Accrued Retirement Benefits ＋100 million yen
●Retained Earnings △1,480 million yen
●Treasury Shares △90 million yen
84.2 7
【 Main Increase/Decrease Factors 】
【 Increased/Decreased Values 】
【Liabilities･Minority Interests・Assets】
Current Liabilities
Total Assets
Long-Term Liabilities
(Units: billions of yen)
5. Consol i dated Cash Fl ow Statem ent Sum m ar y
2.62
1.14
△ 2 . 0 1
△ 1 . 1 7
△ 0 . 8 1
0.14
16.42 16.47
△ 5. 00 0. 00 5. 00 10. 00 15. 00 20. 00
Cash Flow from Operating Activities Cash Flow from Investing Activities
Cash Flow from Financing Activities Interim (Year-End) Cash & Cash Equivalents Balance
2007/9 2008/9
＋ 0.84
＋ 0.16
16.30
（2008/3）
△ 1.48
＋ 0.96
Compared to Year-End Balance (Units: billions of yen)
6 ． Capi tal Investm ents (Consol i dated)
2007/9 2008/9 2008/3 2009/3
0.73 3.21
1.92
4.304.15
1.30 4.35 4.67
1.42
0.62 1.71
2.00
0.00 2.00 4.00 6.00
R&D Costs
Capital Investment
Deprecation Costs
① Dies for New Products240 million yen
② Showroom Renovations, etc.
930 million yen
③ Information Investment
330 million yen
① Production-Related
950 million yen
② Operations-Related
800 million yen
③ Information-Related
740 million yen
【FY2008 Major Capital Investment Details】
First-Half Results
Second-Half Plans
（Term-End Forecast） (Current Interim Period)
(Units: billions of yen)
7. Outl i ne of Non-Consol i dated Resul ts for Inter i m Per i od Ended Septem ber 2008
52,341
△ 899
△ 706
△ 950
△ 19.48 yen
56,700
180
300
50
1.02 yen
△ 1.5 ％
－ ％
－ ％
－ ％
－ ％
△ 0.7 ％
－ ％
－ ％
－ ％
－ ％
52,700
△ 1,000
△ 850
△ 1,100
△ 22.50 yen
53,149
△ 479
△ 148
△ 498
△ 10.19 yen
Net Sales
Operating
Income
Ordinary
Income
Interim
Net Income
Interim Net Income Per Share
2008/9
(Actual Results)
2007/9
(Actual Results)
2008/9
(Initial Plan) Change From
Prev. Period
Compared To Revised Plan
2008/9
(Revised Plan)
＊Initial Plan: Announced May 8, 2008
＊Revised Plan: Announced August 6, 2008
(Unit: millions of yen)
8. Non-Consol i dated Sal es Com posi ti on by Segm ent
2007/9 2008/9 2008/3 2009/3
38,109 8,463
2,419 805 3,354
79,001 15,656
4,940 1,850 8,553
77,957 15,288
4,956 1,898 9,259
37,516 8,395
2,326 963 3,141
0 20,000 40,000 60,000 80,000 100,000 120,000
Other
Industrial Kitchen Equipment Washstands
Bathrooms
Kitchen Equipment
53,149
73.7％ 12.7％
4.3％
52,341
109,358
【 2007/9 】
71.7％ 15.9％
【 2008/9 】
1.5％ 7.8％
4.6％
71.7％ 16.0％
4.4％
6.3％ 1.5％
6.0％ 1.8％
71.8％ 14.2％
4.5％ 1.7％ 7.8％
118,500
（Term-End Forecast） (Current Interim Period)
Bathr ooms
Other
Washstands Industr i al
Ki tc hen Equi pment
Ki tc hen Equi pment
Bathr ooms
Other
Washstands Industr i al
Ki tc hen Equi pment
Ki tc hen Equi pment (Unit: millions of yen)
9. Sal es Resul ts for Maj or Pr oduc ts and Cl eanup Mar ket Shar e - 1/ 4
1,049
1,131 1,186 1,181 1,247 1,228
561 14.3 15.2 17.5 17.0
16.3 17.4 15.7
0 200 400 600 800 1,000 1,200 1,400
03/3 04/3 05/3 06/3 07/3 08/3 08/9 0.0 5.0 10.0 15.0 20.0 25.0 30.0 Demand Volume Cleanup Share （％）
67.6
74.2
83.4 82.7 82.1
72.5 73.8 186.5 182 211.5
206 207 184
165
0 20 40 60 80 100
03/3 04/3 05/3 06/3 07/3 08/3 09/3 0 50 100 150 200 250 300 Monetary Value Volume
◆
35.0 80
Complete System Kitchen Sales Results Demand Trends and Market Share
(Planned)
Current Interim Period
(Current Interim Period)
(Billions of yen) (Thousands
of Sets)
(Thousands of Sets)
9. Sal es Resul ts for Maj or Pr oduc ts and Cl eanup Mar ket Shar e - 2/ 4
589
547 559 546
515
438
191 14.7 15.7 13.4 14.5
13.3 14.4 14.8
0 200 400 600 800
03/3 04/3 05/3 06/3 07/3 08/3 08/9 0.0 5.0 10.0 15.0 20.0 25.0 30.0 Demand Volume Cleanup Share （％）
7.7
7.2
6.5 6.2 6.1
5.5 5.2
65 63 73 75
74 85 81
0 2 4 6 8 10
03/3 04/3 05/3 06/3 07/3 08/3 09/3 0 30 60 90 120 150 Monetary Value Volume
◆
2.5 30
Sectional System Kitchen Sales Results Demand Trends and Market Share
(Planned) (Current Interim Period)
Current Interim Period (Thousands
of Sets) (Thousands
of Sets)
(Billions of yen)
9. Sal es Resul ts for Maj or Pr oduc ts and Cl eanup Mar ket Shar e - 3/ 4
608
645 667
770
367 718
767
4.6 4.2 4.2
4.2 4.9
5.2 5.4
0 200 400 600 800
0 3 / 3 0 4 / 3 0 5 / 3 0 6 / 3 0 7 / 3 0 8 / 3 0 8 / 9 0.0 2.0 4.0 6.0 8.0 10.0 Demand Volume Cleanup Share
（％）
15.2 16.3 15.9 15.1 14.8 14.9 15.3
30.5 31.3 32
33 32 35
32
0 5 10 15 20
03/3 04/3 05/3 06/3 07/3 08/3 09/3 0 10 20 30 40 50 Monetary Value Volume
◆
8.2
17
Modular System Bathroom Sales Results Demand Trends and Market Share
(Planned) (Current Interim Period)
Current Interim Period
Note: Total number of companies increased from 11 to 15 in FY2005
(Billions of yen) (Thousands
of Sets) (Thousands
of Sets)
1,730 1,813 1,786 1,844 1,834
1,750
793 5.5 5.3 5.2
5.5 5.4 5.7
5.3
0 400 800 1,200 1,600 2,000 2,400
03/3 04/3 05/3 06/3 07/3 08/3 08/9 0.0 2.0 4.0 6.0 8.0 10.0 Demand Volume Cleanup Share
9. Sal es Resul ts for Maj or Pr oduc ts and Cl eanup Mar ket Shar e - 4/ 4
（％）
5.1 5.3 5.3 5.2 5.1 5.0 5.0
91 94 100 96
103 99 92
0 1 2 3 4 5 6 7
03/3 04/3 05/3 06/3 07/3 08/3 09/3 0 30 60 90 120 150 Monetary Value Volume
2.3 44
◆
Washstands/Vanities Demand Trends and Market Share
Current Interim Period
(Planned) (Current Interim Period)
(Billions of yen)
(Thousands of Sets)
(Thousands of Sets)
10. Showr oom s and Vi si tor Num ber s
85 87
95 101 104
107 109 109 109
456 470
255
314
380
450
480 495
460
0 40 80 120 160 200 240
01/3 02/3 03/3 04/3 05/3 06/3 07/3 08/3 09/3
0 100 200 300 400 500 600 Number of Showrooms Number of Visitors
(Planned)
Prev. Interim Period
233 thousand groups Current Interim Period 229 thousand groups
(-1.6%)
(Thousands of groups) (Locations)
11. For ec ast Consol i dated Resul ts for the Per i od Endi ng Mar c h 2009
112,811
△ 1,301
△ 1,382
△ 3,078
122,000
1,700
1,600
800
△ 1.2 ％
△ 1.2 ％
△ 2.7 ％
1.4 ％
1.3 ％
0.7 ％
113,500
△ 600
△ 650
△ 1,450
2009/3
(Revised Plan)
2008/3
(Actual Results)
2009/3
(Initial Plan)
0.6 ％
－ ％
－ ％
－ ％
Change From Prev. Period
△ 0.5 ％
△ 0.6 ％
△ 1.3 ％
-
-
-
△ 7.0 ％
－ ％
－ ％
－ ％
Compared To Initial Plan
-
-
-
Operating
Income
Ordinary
Income
Net Income
Net Sales
Operating Margin
Ordinary Income Margin
Net Income Margin
(Unit: millions of yen)
12. For ec ast Non-Consol i dated Resul ts for the Per i od Endi ng Mar c h 2009
109,358
△ 1,831
△ 1,484
△ 3,042
118,500
1,250
1,300
700
△ 1.7 ％
△ 1.4 ％
△ 2.8 ％
1.1 ％
1.1 ％
0.6 ％
2009/3
(Revised Plan)
2008/3
(Actual Results)
2009/3
(Initial Plan)
Change From Prev. Period
Compared To Initial Plan
110,000
△ 1,100
△ 1,000
△ 1,600
0.6 ％
－ ％
－ ％
－ ％
△ 1.0 ％
△ 0.9 ％
△ 1.5 ％
-
-
-
△ 7.2 ％
－ ％
－ ％
－ ％
-
-
-
Operating
Income
Ordinary
Income
Net Income
Net Sales
Operating Margin
Ordinary Income Margin
Net Income Margin
(Unit: millions of yen)
Medi um-Ter m Str ategy Pr ogr ess
1. FY 2008 Basi c Managem ent Pol i c y
Focus on Base Bui l di ng (Establ i sh Foothol d)
● “The Ki tc hen Company”
～ Creating a product lineup and system, in our role as the leading company in kitchen-
related goods, suited to the needs of a new age and the business environment.
● Rec onstr uc ti on of the busi ness pr oc ess
～ Undertaking a complete review of the business process with a focus on keywords such as
“efficiency”, “speed” and “uniformity”.
Conti nue Wor ki ng fr om a Medi um-Ter m Vi ewpoi nt
● Constant str engtheni ng of food/ housi ng c ommuni c ati on
～ Increasing the Cleanup brand value and building medium-term kitchen demand by proposing
a new kitchen culture.
1
2
2. Str engthen Mai n Pr oduc ts ① Rec ent Effor ts
● フルモデルチェンジ
Luxury System Kitchen
“S.S.” series
Mid/High-Quality System Kitchen
“CLEANLADY” series
Popular System Kitchen
“RAKUERA”
● “S.S.” Full MC
FY 2007
FY 2008
(1
stHalf)
Sept 2007
● “S.S. Servo” On Sale
Feb 2008
● “S.S. Light Package” On Sale
May 2008
● Streamlined Handles for Entire “S.S.” Series On Sale
●“S.S. Light Package” Door Colors Expanded to 5 Series and 47 Colors
Sept 2008
●“CLEANLADY” Full MC
Sept 2007
Sept 2008
● Introduced “One-Week Kitchen Renovation” Policy with the “CLEANLADY Light Package”
●“RAKUERA” On Sale
March 2008
●“CLEANLADY Light Package” On Sale
2. Str engthen Mai n Pr oduc ts ② Char ac ter i sti c s of Rec entl y Devel oped Pr oduc ts
Cl eanup l i fest yl e pr oposal s i n-step
＋
wi th the ti m es
Pr ovi di ng Cl eanup tec hnol ogy and qual i t y
Product Creation for
Satisfying Lifestyles
Keyword
● Adjusting the product lineup to reflect the benefits of Cleanup’s roots - the stainless kitchen
● Providing a relaxing, quiet kitchen through the development of the “Beautiful Silent Sink”
● Development, provision, etc., of various functions that are “firsts in the industry”
Ac ti vel y r espondi ng to c ustom er needs
S.S.
● Added a new streamlined handle design after receiving many customer requests to make our kitchens more compatible with interior design, like furniture.
S.S. Light Package
● Limited to the two most-requested “S.S.” sizes (I-model, 2550mm and 2700mm)
● Stringent selection of popular “S.S.” door colors (Expanded to 5 series, 47 colors from September)
CLEANLADY Light Package
● Standardized Washable Range Hood specifications to simplify cleaning and reflect customer requests for easier cleaning and storage
● In showroom surveys, customers revealed they expected kitchen renovation to take approx. 1 week, from product selection to completion. In response, we implemented the “One-Week Kitchen Renovation.”
2. Str engthen Pr oduc t Li neup ③ Pr oduc t MD Map
In addi ti on to the devel opm ent of the popul ar “RAKUERA” c l ass and the i ntr oduc ti on of the “l i ght
pac kages” to the l uxur i ous “S.S.” c l ass, the i ntr oduc ti on of the “l i ght pac kages” to the m i d- to top-r ange
“CLEANLADY” c l ass c om pl etes a pr oduc t l i neup that c an ac c ur atel y r espond to the var i ous needs of a br oad r ange of c ustom er s.
“CLEANLADY
Light Package”
On sale Sept 2008
Packaged CLEANLADY products with a reasonable price.
High-Value-Added Products
Widespread Products
Low Price High Price
Popular System Kitchen
“RAKUERA”
On Sale March 2008
Company System Kitchen
“COLTY”
New colors added June 2007
Mid/High-Quality System Kitchen
“CLEANLADY”
Full MC Sept 2007
“S.S. Light Package”
On sale May 2008
Luxury System Kitchen
“S.S.”
Full MC Sept 2007
A model allowing consumers to experience the beauty of stainless at a reasonable price.
Our standard brand as “The Kitchen Company”
Products aimed at customers who want both financial savings and added value.
A branded product allowing consumers to experience Cleanup’s high-quality.
Highly functional, stylish, product designed for urban life with limited space.
2. Str engthen Pr oduc t Li neup ④ Effec ts of New Pr oduc t Intr oduc ti on
12.0 13.0 14.0 15.0 16.0 17.0 18.0 19.0 20.0
0 2000 4000 6000 8000 10000
Apr May June July Aug Sept
Total number of luxury systems shipped Cleanup’s S.S. share
S.S. Light Package (Standard Package Plan)
（Units） （％）
Si nc e the l aunc h of the “S.S. Li ght Pac kage” i n May 2008, Cl eanup’s S.S. has r api dl y r ec over ed and i nc r eased i ts shar e of the l uxur y system ki tc hen c l ass.
2008
S.S. Light Package On Sale
3. System Str engtheni ng Resul ts ① Reduc ed Lead Ti m e
Real i zati on of “One-Week Renovati on” wi th the “CLEANLADY Li ght
Pac kage” on sal e fr om September 1, 2008
We made one-week renovations possible by
reducing the lead time in our made-on-demand
production system from 6 days to 4 days.
* We are currently the only
company capable of providing this service without maintaining stock.
This was made possible by our company structure
Focused improvement efforts in the CPS (Cleanup Production System)
１ Production System ２ Structure Reorganization ３ Group Reorganization
Organized a “Kitchen BusinessDivision” charged with integrated process management, from
development to production,
within a single department (from March 2008)
Improved efficiency of
nationwide installation/service systems and provision of high- quality services by Cleanup Techno Service
3. System Str engtheni ng Resul ts ② Evol uti on of “Water Sec ti on Wor kshop”
Total No. of “Water Section Workshop Members” (as of September 30, 2008) Approx.
1,200
businessesNo. of Stores Holding
Renovation Seminars
510
No. of Renovation Fairs1,250
No. of Mobilized
Customers
4,200
(For the six-month period between April 2008 and September 2008)
● Began a membership registration system from Nov.
2006 to bring in local, popular contractors (builders,
remodeling specialists).
● Nearly all of the member contractors renewed their
registrations during the April 2008 renewal period.
We have established solid, mutually beneficial relationships
with member contractors to further business development.
C le a n u p M e m b e r C o n tr a c to rs L o c a l C u st o m e rs
Grasp customerneeds Grasp customer
and contractor needs
Reflect in product development
Provide products and know-how
Provide high-quality products and superior service
4. Busi ness Pr oc ess Rec onstr uc ti on ① IT System
Dur i ng the c ur r ent i nter i m per i od, Cl eanup i nvested 330 m i l l i on yen
i n our IT system i nfr astr uc tur e, the foundati on of our busi ness
pr oc ess r ec onstr uc ti on.
Core
System
Business
System
Accounting
System
Supporting fast and efficientbusiness operations
New CAD System Internal Control System
Promote effective use of
talented staff, including our
own former employees, by
transforming our CAD design
environment to allow
operation from the home
A system to promote
efficiency in internal
control auditing and daily
monitoring
CS Core System
Redesigned into a system
capable of making better use
in development and sales of
the customer database
derived from business
activities
4. Busi ness Pr oc ess Rec onstr uc ti on ② Logi sti c s
Aug 1969
Oct 2002
Nov 2002
Jan 2006
Apr 2008
Cleanup Transportation Co. established
Cleanup Logistics Co. established as a non-asset (business model without Cleanup assets such as distribution centers, vehicles, etc.) Cleanup Transportation Co. absorbs Tokyo Transportation and Storage Service Ltd.
Cleanup Transportation Co. absorbs Cleanup Okayama Transportation Co. Cleanup Logistics Co. absorbs
Cleanup Transportation Co.
【History of the Reorganization of Distribution Subsidiaries】
The Cl eanup Gr oup's l ogi sti cs r eor gani zati on i s near i ng com pl eti on fol l owi ng the Apr i l 2008 m er ger of Cl eanup Logi sti cs Co. and Cl eanup Tr anspor tati on Co.
A new system to achi eve fur ther l ogi sti cs effi ci ency
Modal shift from overland transport
via the Hokkaido main line to sea
transport
5. Conti nuous Str engtheni ng of Food/ Housi ng Com m uni c ati on
● Conti nuousl y hol di ng c ooki ng
c l asses usi ng showr ooms
● Newl y opened “Dr eami a Cl ub,” a
Web si te pr ovi di ng l i fest yl e i deas
6. “Cr eati on of Hom e Li vi ng Spac e Ser vi c es”
Sal es
Techni cal Devel opment
Home Renovati on
Constr ucti on Pr oduct
Devel opment Desi gn
Pr oducti on
Di str i buti on
Mai ntenance Sal es
Pr oposal s
Rel ati onshi p Str engtheni ng
Uni fi ed qual i t y m anagem ent system
Cr eati ng l i fest yl e-sati sf yi ng pr oducts Pr ovi di ng l i fest yl e-sati sf yi ng i nfor m ati on
20 year suppor t pr ogr am
Showrooms are customer
support centers.
【 Cleanup 】 【 Customer Homes 】
Creating Attractive Products
Providing Safe, Reliable Services
