Plenus Co., Ltd.
Financial Results Presentation for Fiscal Year Ended February 28, 2021
The material provided is not a disclosure document under the Financial Instruments and Exchange Act and no warranty is made as to the accuracy or safety of the information. Projections and other information presented are based on information available as of the announcement of financial results and contain elements of uncertainty.
Therefore, we ask that you refrain from making any investment decisions based solely on these materials.
April 16, 2021
1
Summary
- Under "living with COVID-19" circumstances, the Group continued to implement store management that considers the achievement of customer satisfaction as a food infrastructure company and the safety of customers and employees.
- FY02/21 was impacted significantly by COVID-19, resulting in a decrease in revenue, however operating profit and ordinary profit increased due to factors including an improvement in gross profits and an increase in net sales at existing Hotto Motto stores. Also, the recording of impairment loss, etc., resulted in loss attributable to owners of parent. Further, we have shifted our axis for growth from the restaurant market to the home meal replacement/to-go businesses, which are expected to grow.
- In FY02/22, as a "retail chain with functions as a manufacturer," we will build on key functions of integrated food factories, etc., and enhance the coordination among those functions, with the goal of maximizing the effects of our activities and profits.
We will work to increase over-the-counter sales through the roll-out of campaigns using internally produced products and sales strategies with clear business-specific targets, as well as promotion of franchising. We plan to open 22 stores in total in Japan. - Annual dividends for FY02/21 and FY02/22 will be 30 yen and 60 yen (planned), respectively. There are currently no plans to change the basic dividend policy.
2
1. Financial Results for FY02/21
- Growth Strategies
- Forecast for FY02/22
- Distribution of Profits
- Supplementary Materials
3
1. Financial Results for FY02/21
Revenue decreased and profit increased
Main factors are an improvement in gross profits and an increase in sales at existing Hotto Motto stores while impacted
by COVID-19.
Loss attributable to owners of parent resulted from the recording of impairment loss on non-current assets including
stores as extraordinary losses. | (Millions of yen, %) | |||||||||
Actual | YoY | vs. Forecast (disclosed on January 14, 2021) | ||||||||
Amount | Composition | Amount | Composition | Change in | Change in % | Amount | Composition | Change in | Change in % | |
ratio | ratio | amount | ratio | amount | ||||||
Net sales | 140,509 | 100.0 | 149,572 | 100.0 | -9,062 | -6.1 | 140,290 | 100.0 | 219 | 0.2 |
Gross profit | 71,449 | 50.9 | 75,182 | 50.3 | -3,733 | -5.0 | 71,670 | 51.1 | -220 | -0.3 |
SG&A | 70,547 | 50.2 | 74,834 | 50.0 | -4,287 | -5.7 | 70,870 | 50.5 | -322 | -0.5 |
Operating profit | 902 | 0.6 | 348 | 0.2 | 554 | 159.0 | 800 | 0.6 | 102 | 12.9 |
Ordinary profit | 2,037 | 1.5 | 729 | 0.5 | 1,308 | 179.4 | 1,330 | 0.9 | 707 | 53.2 |
Profit* | -2,545 | -1.8 | -2,934 | -2.0 | 388 | - | -1,760 | -1.3 | -785 | - |
*Profit attributable to owners of parent | 4 | |||||||||
1. Financial Results for FY02/21: YoY Comparison (1H/2H)
Operating profit and ordinary profit increased in 2H due to a recovery in net sales, an improvement in gross profits, and
improved efficiency in SG&A expenses.
Recording of impairment loss on non-current assets including stores as extraordinary losses during the 4Q period
resulted in loss.
(Millions of yen, %)
1H | 2H | ||||||||||||
Actual | Previous year | Change | Actual | Previous year | Change | ||||||||
Amount | Composition | Amount | Composition | Change in | Change in | Amount | Composition | Amount | Composition | Change in | Change in | ||
ratio | ratio | amount | % | ratio | ratio | amount | % | ||||||
Net sales | 68,169 | 100.0 | 75,756 | 100.0 | -7,586 | -10.0 | 72,339 | 100.0 | 73,816 | 100.0 | -1,476 | -2.0 | |
Gross profit | 34,499 | 50.6 | 37,979 | 50.1 | -3,479 | -9.2 | 36,950 | 51.1 | 37,203 | 50.4 | -253 | -0.7 | |
SG&A | 35,723 | 52.4 | 37,796 | 49.9 | -2,073 | -5.5 | 34,823 | 48.1 | 37,037 | 50.2 | -2,213 | -6.0 | |
Operating | |||||||||||||
-1,224 | -1.8 | 182 | 0.2 | -1,406 | - | 2,126 | 2.9 | 166 | 0.2 | 1,960 | 1181.2 | ||
profit | |||||||||||||
Ordinary | -867 | -1.3 | 341 | 0.5 | -1,208 | - | 2,905 | 4.0 | 388 | 0.5 | 2,516 | 648.0 | |
profit | |||||||||||||
Profit* | -1,696 | -2.5 | -873 | -1.2 | -822 | - | -849 | -1.2 | -2,060 | -2.8 | 1,211 | - | |
5 | |||||||||||||
*Profit attributable to owners of parent | |||||||||||||
1. Financial Results for FY02/21: YoY Comparison (by Quarter)
Net sales had been on a recovery trend since 3Q, which led to the profitability of the business, together with improved gross profits and increased efficiency in SG&A expenses, however net sales and gross profit margin during 4Q were lower year-on-year due to the impact of COVID-19 on YAYOI and MK RESTAURANTS.
(Millions of yen, %)
1Q | 2Q | 3Q | 4Q | |||||||||
Actual | Composition | Change in | Actual | Composition | Change in | Actual | Composition | Change in | Actual | Composition | Change in | |
ratio | % | ratio | % | ratio | % | ratio | % | |||||
Net sales | 33,423 | 100.0 | -12.3 | 34,746 | 100.0 | -7.6 | 36,849 | 100.0 | -0.5 | 35,489 | 100.0 | -3.5 |
Gross profit | 16,712 | 50.0 | -12.1 | 17,787 | 51.2 | -6.2 | 19,064 | 51.7 | 2.1 | 17,886 | 50.4 | -3.4 |
SG&A | 17,818 | 53.3 | -6.6 | 17,904 | 51.5 | -4.3 | 17,653 | 47.9 | -5.6 | 17,169 | 48.4 | -6.4 |
Operating | ||||||||||||
-1,106 | -3.3 | ― | -117 | -0.3 | ― | 1,410 | 3.8 | ― | 716 | 2.0 | 296.0 | |
profit | ||||||||||||
Ordinary | -959 | -2.9 | ― | 91 | 0.3 | ― | 1,526 | 4.1 | 456.1 | 1,378 | 3.9 | 1,110.9 |
profit | ||||||||||||
Profit* | -929 | -2.8 | ― | -766 | -2.2 | ― | 764 | 2.1 | ― | -1,613 | -4.5 | ― |
*Profit attributable to owners of parent | ||||||||||||
6
1. Financial Results for FY02/21: vs. Forecast (Disclosed on January 14, 2021 *for 2H only)
In 2H, although the gross profit margin failed to meet the target due to YAYOI and MK RESTAURANTS failing to meet their targets, operating profit and ordinary profit met the plan due to Hotto Motto achieving its net
sales target, and selling, general and administrative expenses' coming in below the plan.
(Millions of yen, %)
2H | |||||||
Actual | Forecast | Change | |||||
Amount | Composition | Amount | Composition | Change in | Change in | ||
ratio | ratio | amount | % | ||||
Net sales | 72,339 | 100.0 | 72,120 | 100.0 | 219 | 0.3 | |
Gross profit | 36,950 | 51.1 | 37,170 | 51.5 | -219 | -0.6 | |
SG&A | 34,823 | 48.1 | 35,140 | 48.7 | -316 | -0.9 | |
Operating | 2,126 | 2.9 | 2,030 | 2.8 | 96 | 4.8 | |
profit | |||||||
Ordinary | 2,905 | 4.0 | 2,190 | 3.0 | 715 | 32.6 | |
profit | |||||||
Profit* | -849 | -1.2 | -70 | -0.1 | -779 | 1,113.5 | |
7 | |||||||
*Profit attributable to owners of parent | |||||||
1. Financial Results for FY02/21: By Segment
Hotto Motto remained strong, while sales in Overseas has been on a recovery trend. YAYOI and MK RESTAURANTS had been on a recovery trend toward 3Q, however were greatly affected by the further spread of COVID-19 in 4Q.
(Millions of yen, %) | ||||||||||||||||
Net sales | Segment profit | Segment profit margin | ||||||||||||||
1Q | 2Q | 3Q | 4Q | Cumulative | 1Q | 2Q | 3Q | 4Q | Cumulative | 1Q | 2Q | 3Q | 4Q | Cumulative | ||
total | total | total | ||||||||||||||
Consolidated | 33,958 | 35,269 | 37,421 | 36,098 | 142,749 | -1,106 | -117 | 1,410 | 716 | 902 | -3.3 | -0.3 | 3.8 | 2.0 | 0.6 | |
total | ||||||||||||||||
Hotto Motto | 25,706 | 26,046 | 26,244 | 26,495 | 104,492 | 652 | 768 | 1,515 | 1,488 | 4,424 | 2.5 | 3.0 | 5.8 | 5.6 | 4.2 | |
YAYOI | 5,132 | 6,113 | 7,257 | 5,975 | 24,479 | -1,296 | -647 | -90 | -649 | -2,683 | -25.3 | -10.6 | -1.2 | -10.9 | -11.0 | |
MK | 416 | 592 | 654 | 489 | 2,153 | -222 | -42 | -1 | -120 | -386 | -53.3 | -7.1 | -0.2 | -24.7 | -17.9 | |
RESTAURANTS | ||||||||||||||||
Overseas | 721 | 565 | 801 | 820 | 2,909 | -267 | -221 | -114 | -85 | -688 | -37.1 | -39.1 | -14.3 | -10.4 | -23.7 | |
Other | 1,980 | 1,951 | 2,464 | 2,317 | 8,714 | 35 | 43 | 137 | 67 | 285 | 1.8 | 2.3 | 5.6 | 2.9 | 3.3 | |
* Sales in Other include sales or transfers between the segments | ||||||||||||||||
* Excluding adjustments of segment profit or loss | 8 |
1. Financial Results for FY02/21: Factors in Changes in Net Sales
Revenue declined by 9,062 million yen
Net sales decreased year-on-year due to a decrease in net sales of existing YAYOI stores and closures of 190 company-operated Hotto Motto stores in the previous year, despite an increase in net sales of existing Hotto Motto stores.
(Millions of yen)
149,572
4,187 | ||||||
-4,686 | 3,004 | 140,509 | ||||
-3,063 | ||||||
-1,297 | -3,804 | |||||
-1,189 | ||||||
-1,155-1,060
FY02/20 | Net sales of existing HM store | Y store | Overseas MK RESTAURANTS HM delivery rate Net sales of existing Factory subsidiaries | Other | FY02/21 | ||||
Hotto Motto | Overseas | Hotto Motto | Factory | ||||||
FY02/20 | transfer/store | FY02/21 | |||||||
subsidiaries | delivery rate | subsidiaries | |||||||
closure, etc. | |||||||||
Net sales of | YAYOI | MK | Net sales of | ||||||
existing YAYOI | transfer/store | existing Hotto | Other | ||||||
RESTAURANTS | 9 | ||||||||
stores | closure, etc. | Motto stores | |||||||
1. Financial Results for FY02/21: Factors for Changes in Net Sales - YoY Trends of Net Sales at Existing Stores
Hotto Motto remained strong even after the lifting of a state of emergency.
YAYOI and MK RESTAURANTS were hit again by COVID-19, however have been on a recovering trend
since late February.
Declaration of a | Continued in Tokyo | ||
YoY change for net sales of existing stores | state of emergency | and 3 prefectures | |
in 11 prefectures | |||
(Same-day-of-the-week comparison, %) | |||
120.0 | Effect of the previous | Hotto Motto campaigns | |||||||||
year's Hotto Motto | |||||||||||
implemented | |||||||||||
campaigns | |||||||||||
110.0 | |||||||||||
100.0 | |||||||||||
90.0 | Effect of the previous | ||||||||||
year's YAYOI | |||||||||||
80.0 | campaigns | ||||||||||
70.0 | |||||||||||
60.0 | |||||||||||
50.0 | |||||||||||
40.0 | |||||||||||
12/1 ~ | 12/8 ~ 12/15 ~ 12/22 ~ 12/29 ~ | 1/5 ~ 1/12 ~ | 1/19 ~ | 1/26 ~ | 2/2 ~ | 2/9 ~ 2/16 ~ | 2/23 ~ | 3/2 ~ | 3/9 ~ | 3/16 ~ | 3/23 ~ |
Hotto Motto | YAYOI | MK RESTAURANTS | 10 |
1. Financial Results for FY02/21: Factors for Changes in Net Sales - YoY Trends of Net Sales at Existing Stores (by Area)
Net sales at Hotto Motto's existing stores remained strong mainly in urban areas.
YAYOI had some recovery since September, but was hit again by COVID-19.
Hotto Motto | YAYOI |
Since October, net sales remained strong mainly in urban | While there had been some recoveries observed after the |
areas, although the effect of the campaigns with internally | campaigns and coupon distributions in September, it was |
produced products that had started in the previous year have | affected by the spread of COVID-19 in and after December. |
run their course. |
(%) | (%) | ||||||||||||||||||||||||||
115.0 | 110.0 | ||||||||||||||||||||||||||
100.0 | |||||||||||||||||||||||||||
110.0 | |||||||||||||||||||||||||||
90.0 | |||||||||||||||||||||||||||
105.0 | 80.0 | ||||||||||||||||||||||||||
70.0 | |||||||||||||||||||||||||||
100.0 | |||||||||||||||||||||||||||
60.0 | |||||||||||||||||||||||||||
95.0 | 50.0 | ||||||||||||||||||||||||||
2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 1 | 2 | 3 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 1 | 2 | 3 |
2020 | 2021 | 2020 | 2021 | ||||||||||||||||||||||||
Urban areas | Other than urban areas | Urban areas | Other than urban areas |
* Stores in urban areas: Tokyo, Kanagawa, Chiba, Saitama, Aichi, and Osaka prefectures | 11 |
1. Financial Results for FY02/21: Trends in Gross Profit Margin
While gross profits decreased due to a decrease in net sales impacted by COVID-19, gross profit margin recorded a considerable improvement attributed chiefly to the promotion of in-house production and enhancement of production
systems. In addition, we transitioned to a structure that allows the Company to secure gross profits even with the
implementation of campaigns using internally produced products.
Investment in products | Expansion of internally produced products | Enhancement of production system |
Closure of 190 company- | ||||||||||||
operated Hotto Motto stores | Decrease in net sales | |||||||||||
18,672 | due to COVID-19 | 51.7% | ||||||||||
18,524 | 17,886 | |||||||||||
50.4% | 50.4% | |||||||||||
48.7% | ||||||||||||
1Q | 2Q | 3Q | 4Q | 1Q | 2Q | 3Q | 4Q | 1Q | 2Q | 3Q | 4Q | Full year |
02/19 | 02/20 | FY02/21 Actual | FY02/22 | |||||||||
Forecast |
Gross profits | Gross profit margin | 12 | |||
1. Financial Results for FY02/21: YoY Comparison of Operating Profit
Operating profit was up 554 million yen
Although greatly affected by COVID-19 in YAYOI and Overseas, operating profit exceeded the previous year thanks to Hotto Motto and an improvement in gross profits.
(Millions of yen)
1,469902
348
-164
-1,388
1,247
813
-1,043
-730
791
-258-181
YAYOI store | Advertising/prom | Improvement of | Factory | |||||||||
FY02/20 | closure/transfer, | Other | ||||||||||
otion expenses | gross profits | subsidiaries | ||||||||||
etc. | ||||||||||||
Net sales of | Percentage of YAYOI | Overseas | Net sales of | Hotto Motto store | ||||||||
existing YAYOI | staff salary/utility | existing Hotto | closure/transfer, | FY02/21 | ||||||||
subsidiaries | ||||||||||||
stores | expenses | Motto stores | etc. | 13 | ||||||||
1. Financial Results for FY02/21: Operating Profit vs. Forecast (Disclosed on January 14, 2021)
Operating profit exceeded by 102 million yen.
Despite the failure by MK RESTAURANTS and YAYOI to meet sales targets, the result was better than the revised forecast announced in January thanks to Hotto Motto meeting the sales target.
(Millions of yen)
1405902
800 | 65 |
-56-27 -19
Revised forecast | Sales of | Unused SG&A | ||
announced in | existing YAYOI | Other | ||
expenses | ||||
January 2021 | stores | |||
Transfer/store | Sales of | |||
Subsidiaries | existing Hotto | End of FY02/21 | ||
closure, etc. | ||||
Motto stores | 14 | |||
1. Financial Results for FY02/21: Hotto Motto Business
Performance by segment | Trends in net sales of existing stores (%) |
Net sales | 104,492 | Millions of yen | 110.0 | |||||
(-1,442) | 103.6 | |||||||
105.0 | ||||||||
Operating | 4,424 | Millions of yen | ||||||
profit | ||||||||
102.8 | ||||||||
(+4,122) | 100.0 | |||||||
Factors for changes in net sales | 95.0 | |||||||
(+) | Increase in net sales of existing stores (+3.6%) | 1Q: 102.4 | 2Q: 104.1 | 3Q: 103.3 | 4Q: 104.3 | |||
(-) | Closure of 190 company-operated stores in the previous | |||||||
year | ||||||||
Factors for changes in operating profit | 90.0 |
(+) Increase in net sales of existing stores | Mar. Apr. May Jun. Jul. Aug. | Sep. Oct. Nov. Dec. Jan. Feb. | Cumulative | ||||||
Closure of 190 company-operated stores in the previous | total | ||||||||
Net sales | No. of customers | ||||||||
year, and an improvement of gross profits | |||||||||
Status of stores
FY02/21-end | FY02/20-end | Change | |
No. of stores | 2,493 | 2,527 | -34 |
Opening | 5 | 7 | -2 |
Closing | 39 | 228 | -189 |
Renovation/ | |||
Relocation | 31 | 63 | -32 |
Company-operated | |||
stores | 634 | 711 | -77 |
Percentage of company- | |||
operated stores (%) | 25.4 | 28.1 | -2.7 |
Topics
-
Held "Thank You Fair" that offered popular products at special prices in February.
Sold different products by store. (Fried chicken, cutlet rice bowl, and hamburger steak) - Encouraged repeat visits to stores by selling products targeting youth who are light users, such as "Hakata Mentaimayo Karaage Bento" and "Tsunamayo Shiokonbu Nori Bento."
- Expanded stores offering delivery services, with online store sales doubling from a year earlier.
- Introduced a QR code payment option at all stores in October, in
addition to Hotto Motto Official Application and payment through | |
electronic money, to respond to diverse customer needs. | 15 |
1. Financial Results for FY02/21: YAYOI Business
Performance by segment | Trends in net sales of existing stores (%) |
Net sales | 24,479 | Millions of yen |
(-5,994) | ||
Operating | -2,683 | Millions of yen |
profit | ||
(-3,580) |
- Factors for changes in net sales
(-) Decrease in net sales of existing stores (-22.1%)
-
Factors for changes in operating profit
(-) Decrease in net sales of existing stores Deterioration of percentages of staff salary/utility expenses resulting from a decline in net sales
Status of stores
FY02/21-end | FY02/20-end | Change | |
No. of stores | 372 | 382 | -10 |
Opening | 9 | 7 | +2 |
Closing | 19 | 2 | +17 |
Renovation/ | |||
Relocation | 13 | 8 | +5 |
Company-operated | |||
stores | 263 | 233 | +30 |
Percentage of company- | |||
operated stores (%) | 70.7 | 61.0 | +9.7 |
110.0 | ||||
100.0 | ||||
90.0 | 77.9 | |||
80.0 | ||||
70.0 | 1Q:64.2 | 2Q:79.1 | 3Q:95.0 | 76.9 |
60.0 | 4Q:75.8 | |||
50.0 |
Mar. Apr. May Jun. Jul. Aug. | Sep. Oct. Nov. Dec. Jan. Feb. Cumulative | |||||
total | ||||||
Net sales | No. of customers | |||||
Topics
Promoted the creation of an environment where customers feel safe eating. In addition to the installation of partitions to prevent droplets, resumed "Refilling Station" by introducing the "Rice Refilling Robot" at all stores.
Held a campaign of offering "Chicken Nanban (fried chicken with tartar sauce) Teishoku" and "Miso Simmered Pork Cutlet Teishoku" for 490 yen in September. Led to a recovery in the number of customers through the offering at a special price, which included the largest ever discount, and subsequent measures.
Focused on encouraging repeat visits by offering products for middle and light users, such as "Kuroge Wagyu Beef Sukiyaki Teishoku" and "Yayoi Gozen," in addition to the product measures for heavy users.
Stores that offer delivery and to-go services expanded steadily, contributing to a recovery in sales.
16
1. Financial Results for FY02/21: MK RESTAURANTS Business
Performance by segment | Trends in net sales of existing stores (%) |
Net sales | 2,153 | Millions of yen | 110.0 | |||||||||
(-1,154) | 100.0 | 83.2 | ||||||||||
Operating | 90.0 | |||||||||||
-386 | Millions of yen | |||||||||||
profit | 80.0 | |||||||||||
(-53) | 70.0 | 1Q:76.2 | 81.6 | |||||||||
Factors for changes in net sales | ||||||||||||
60.0 | 2Q: 89.3 | 3Q: 97.3 | ||||||||||
(-) | Decrease in net sales of existing stores (-16.8%) | |||||||||||
Store closures in the previous and current fiscal years | 50.0 | 4Q: 69.1 | ||||||||||
Factors for changes in operating profit | ||||||||||||
40.0 | ||||||||||||
(+) | Effects of store closures in the previous/current years | Cumulative | ||||||||||
(-) | Decrease in net sales of existing stores, effects of store | Mar. | Apr. | May | Jun. | Jul. | Aug. | Sep. | Oct. Nov. Dec. Jan. Feb. | |||
total | ||||||||||||
closures in the current fiscal year | ||||||||||||
Net sales | No. of customers | |||||||||||
Status of stores
FY02/21-end | FY02/20-end | Change | |
No. of stores | 26 | 32 | -6 |
Opening | 1 | 2 | -1 |
Closing | 7 | 6 | +1 |
Renovation/ | |||
Relocation | 0 | 8 | -8 |
Company-operated | |||
stores | 26 | 32 | -6 |
Percentage of company- | 100.0 | 100.0 | 0.0 |
operated stores (%) | |||
Topics
- Transformed into a structure that can generate profit by closing unprofitable stores (6 in FY02/20, and 7 in FY02/21) and reducing head office costs through streamlining of the operation.
- While net sales of existing stores had been picking up due to a recovery in family demand, recovery slowed due to the further spread of COVID-19. There was an effect from the GoTo campaign observed since October.
- Worked to increase the frequency of store visits by enhancing our product capabilities through the use of seasonal limited edition soups such as
"Motsunabe Soy Sauce Soup" and special ingredients, and the launch of "Five-Color Soup Dumplings," as well as holding events targeting families.
Also, offering to-go menu items, such as selling "Motsunabe (offal hot pot)
Set," at limited stores. | 17 |
1. Financial Results for FY02/21: Overseas Business
Performance by segment | Trends in sales by quarter (in millions of Yen) | |
Net sales | 1,200 | 992 | 1,037 | 994 | 1,022 | 60.0% | |||||||||
2,909 | Millions of yen | 801 | 820 | ||||||||||||
1,000 | |||||||||||||||
(-1,135) | 800 | 721 | 565 | 40.0% | |||||||||||
Operating | Millions of yen | ||||||||||||||
-688 | 600 | ||||||||||||||
profit | |||||||||||||||
(-120) | 400 | 20.0% | |||||||||||||
200 | |||||||||||||||
Factors for changes in net sales | 0 | 0.0% | |||||||||||||
(+) | Recovery in Taiwan's sales | ||||||||||||||
1Q | 2Q | 3Q | 4Q | 1Q | 2Q | 3Q | 4Q | ||||||||
(-) | Temporary closure and shorter business hours due to | -200 | |||||||||||||
government requests | -5.7% | -10.4% | |||||||||||||
(Especially in USA and Australia) | -400 | -17.3% | 02/20 | -13.5% | 02/21 | -20.0% | |||||||||
| Factors for changes in operating profit | -20.0% | -37.1% | ||||||||||||
-600 | -14.3% | ||||||||||||||
(+) | Taiwan's recovery to profitability, shrinkage in Australia's loss | Net sales | Profit margin | -39.1% | |||||||||||
(-) | Temporary closure and shorter business hours due to | -800 | -40.0% | ||||||||||||
government requests |
Status of stores
FY02/21-end | FY02/20-end | Change | |
Number of Hotto Motto | |||
stores | 14 | 14 | 0 |
Opening | 1 | 4 | -3 |
Closing | 1 | 8 | -7 |
Number of YAYOI stores | 244 | 245 | -1 |
Opening | 8 | 23 | -15 |
Closing | 9 | 2 | +7 |
Topics
- Status of operation in each country
- Normal operation: Taiwan, South Korea, China
- Delivery/to-goonly: USA
- Limits on no. of tables: Other countries
- Focused on restoring profitability of existing stores for the time being, with store opening to be suspended until there's an improvement in the impact of COVID-19.
- Sought to establish a business model that specializes in to- go/delivery services by leveraging knowhow in the take-out bento
box business with a view to improving profitability. | 18 |
1. Financial Results for FY02/21: Other (Subsidiary; MSF)
Performance by segment | Trends in sales by quarter (in millions of Yen) |
Net sales | 6,474 | Millions of yen |
(+664) | ||
Operating | 285 | Millions of yen |
profit | ||
(+186) |
- Factors for changes in net sales
- Expansion of internally produced products, and marketing activities to existing/new business partners
- Factors for changes in operating profit
- Increase in profits caused by sales increases
(-) Amortization of goodwill
Company outline
OEM of seasonings and processed foods Business Development of seasonings for use in the
Group's stores
Hirokawa Factory (Fukuoka Prefecture) and products manufactured Factories
Small packets, PET bottles, retort pouch processed food, etc.
Amagi Factory (Fukuoka Prefecture)
Sugito Factory (Saitama Prefecture)
Seasonings for commercial use, etc.
In addition, cooperating with partner factories across Japan
2,464 | 2,317 | ||||||
1,697 | 1,980 | 1,951 | |||||
1,489 | 5.6% | ||||||
1,328 | 1,296 | 5.3% | |||||
2.2% | 2.9% | ||||||
1.8% | |||||||
0.7% | 0.6% | ||||||
1Q | 2Q | 3Q | 4Q | 1Q | 2Q | 3Q | 4Q |
-0.7% | |||||||
02/20 | Net sales | Profit margin02/21 |
* Net sales include net sales or transfers between the segments
Topics
The main business of the subsidiary, MSF, is OEM of seasonings and processed foods.
It also engages in the development of seasonings and other ingredients used at the Group's stores.
An increase in production has led to improved productivity. New products for Hotto Motto have been robust; plastic bottle products exceeded the plan.
Going forward, it aims to maximize profits by increasing production
efficiency through improving purchase methods and switching to constant two-shift operation in each production line.
19
1. Financial Results for FY02/21: Summary of Balance Sheet
Total assets decreased by 5,790 million yen.
Millions of yen | |||||
FY02/21 | FY02/20 | Change | Outline | ||
Fiscal year-end | Fiscal year-end | ||||
Current assets | 21,603 | 21,128 | 474 | ||
Cash and deposits | 10,519 | 10,076 | 442 | ||
Non-current assets | 58,785 | 65,050 | -6,265 | Decrease in property, plant and equipment due to impairment loss, | |
etc. (-) | |||||
Total assets | 80,389 | 86,179 | -5,790 | ||
Current liabilities | 16,511 | 19,090 | -2,578 | Decrease in deposits received from franchised stores (-) and | |
decrease in accrued consumption taxes (-) | |||||
Non-current | 12,011 | 11,598 | 413 | ||
liabilities | |||||
Total liabilities | 28,522 | 30,688 | -2,165 | ||
Total net assets | 51,867 | 55,491 | -3,624 | ||
Equity capital | 51,001 | 54,727 | -3,725 | Loss (-), dividend payment (-) | |
Total liabilities and | 80,389 | 86,179 | -5,790 | ||
net assets | |||||
Shareholders' equity | 63.4 | 63.5 | 0.0 | ||
ratio (%) | |||||
ROE(%) | -4.8 | -5.1 | 0.3 | 20 | |
1. Financial Results for FY02/21: Summary of Cash Flows
Cash and cash equivalents were up 671 million yen.
CF from operating activities: +4,726 | CF from investing | CF from financing | (Millions of yen) | ||||||||||||||||||||||
activities: -2,729 | activities: -1,317 | ||||||||||||||||||||||||
Free CF: +1,996 | |||||||||||||||||||||||||
2,900 | 851 | ||||||||||||||||||||||||
5,955 | |||||||||||||||||||||||||
-1,016 | |||||||||||||||||||||||||
9,820 | -1,224 | -861 | 536 | 10,491 | |||||||||||||||||||||
-3,266 | -1,148 | -169 | -7 | ||||||||||||||||||||||
-1,878 |
Balance at | Loss from system | Increase | Purchase of non- | Cash dividends | |||||||||
beginning of | Depreciation | (decrease) in | Other | ||||||||||
rebuilding | current assets | paid | |||||||||||
FY02/21 period | deposits received | ||||||||||||
Loss before | Accrued | C/F from operating C/F from investing | C/F from financing Balance at end of | ||||||||||
income taxes | Impairment loss consumption taxes | activities, other | activities, other | activities, other | FY02/21 period | ||||||||
21 |
- Financial Results for FY02/21
- Growth Strategies
- Forecast for FY02/22
- Distribution of Profits
- Supplementary Materials
22
2. Growth Strategies: Looking Back on the Previous Year
In response to changes in the business environment caused by COVID-19, the Company shifted its growth axis to the to-go business and, at the same time, worked to transform its business structure into one that is more profitable as a retail chain with functions as a manufacturer, which resulted in an increase in profit during the second half of the previous year.
Economic trends
Consumption activities in Japan not only remain weak due to the spread of COVID-19, but also the outlook remains uncertain with another rise in COVID-19 cases.
Restaurant business
The business environment remains severe with requests to refrain from going out and shorten business hours as a result of another declaration of a state of emergency issued in 11 prefectures in January 2021.
Home meal replacement market
Remained robust with an increase in demand for to-go and delivery services due to consumers' restraint to go out.
Change in the strategy
Changed the axis of growth strategy from the restaurant market to the to-go/delivery market, which is expected to grow.
Change in the system
- Review of the management system
-
Organizational changes
Change in the mechanisms - Promoted operational reforms through BPR
- Considered rebuilding systems that can make better use of information
23
2. Growth Strategies: Summary
As a "retail chain with functions as a manufacturer,"
we will build on key functions of integrated food factories, etc., and enhance the coordination among
those key functions, with the goal of maximizing the effects of the initiatives and revenue.
Growth strategy of Plenus Group
Maximize Group-wide revenue through enhancement of take-out business and
transformation of business and organizational structures
Ideal state | Strategic indicators |
Maximize
Group-wide
revenue
Expansion of business scale through promotion
of store opening
Promotion of store opening and franchising through improvement of store profitability
Increase in sales through promotion of sales
and streamlining of operation
Improvement of productivity through streamlining of
SCM* and organizational activities
Improvement of production efficiency at in-house and affiliated factories through in-house production
* SCM: Supply chain management
Increase in sales of existing stores
Increase in the number of stores
(store opening, franchising)
Achievement of profitability in
Overseas Business
Achievement of profitability in MK
RESTAURANTS Business
Reduction of production cost through improvement in operating rate of factories
Reduction of purchases of external
products
Reduction of SG&A
24
2. Growth Strategies, 1) Improving Efficiency of Supply Chain Management
Efforts will be made to reduce costs with the most efficient and lean low-cost operation to address changes in sales plans and demand by linking activity information of each function in the supply chain with IT and creating a framework to centrally manage and use such information.
Aspiration Further cost reduction through enhancement of supply chain management
Sales plan
Marketing
Product
development
Planning of sales
promotion
Procurement | Production | Logistics | Store |
operation | |||
Optimization of procurement, production, inventory, and store staff assignment based on sales plans >>>
- Adjustment of store staff assignment, inventory, production, and procurement plans that respond to changes in demand
Well-planned | Implementation of | Leveling and | IT support based on | |||
purchase | highly accurate | optimization of logistics | demand forecasts | |||
negotiations | planned production | and inventories | and sales plans | |||
Reduction in | Improvement in | Control of delivery | Optimization of | |||
production efficiency | ||||||
purchase prices and | order volumes and | |||||
and reduction in | costs | |||||
inventories | store operation | |||||
inventories | ||||||
Customer
needs (Sales results)
25
2. Growth Strategies, 1) Improving Efficiency of Supply Chain Management - the Group's Production System Going Forward
With the goal of creating a new Group production system, in the area of in-house production, efforts will be made to expand internally produced products and promote the development of a system to increase production capacity.
In the area of external purchases, the focus will be placed on improving the operating rate by enhancing collaboration with
manufacturers. | ||||
Up to FY02/20 | FY02/21 to FY02/22 | FY02/23 and onward | ||
Creation of profit | Enhancement of system through | Maximization of profits | ||
generation system | selection and concentration | |||
Completion of investment | Creation of a two-shift (day and night) operation system at | |||
in factories | the Group's factories | |||
In-house | ||||
production | Expansion of internally produced products | |||
(Goal) | Creation of a new | |||
Improvement of | Campaigns using internally produced products | |||
operating rate | Group production | |||
Partial shift to in- | system | |||
External | ||||
house production | ||||
purchases | ||||
Aggregation of products | Enhancement of collaboration | Improvement in operating rate | ||
(Goal) | with manufacturers | of manufacturers' factories | ||
Reduction of | ||||
purchases | 26 | |||
2. Growth Strategies, 1) Improving Efficiency of Supply Chain Management - Promoting In-house Production, and Reducing Product Costs
Continuing from the previous year, we reduced product costs by promoting in-house production and
strengthening partnerships with manufacturers.
We aim to further improve the Group's gross profit margin.
Promotion of in-house production
-
Improvement of operating rate by introducing products suited to the line characteristics of the
Group's factories
Changes in product standards and processes
- Improvement of productivity in the supply chain by visualizing the cost structure of products
Realignment of business partners
- Realization of effective procurement by consolidating and changing suppliers and reviewing market shares
Cost reduction of raw materials
- Cost reduction through the visualization of cost structure at the time of procurement of raw materials and the review of contract details
Improvement in operating rate of own factories
- Expansion of production volume through promotion of the two-shift operation and development of
new products | 27 |
2. Growth Strategies, 1) Improving Efficiency in Supply Chain Management - Optimizing Logistics
We aim to build an optimal supply chain for the Group and business partners in their entirety in light of the balance of quality, cost, and delivery time.
Improvement of loading ratio
- Addressing logistics costs by improving the loading ratio of delivery vehicles
Reorganization of distribution bases
- Control of storage costs by reorganizing distribution bases to make the most of the productivity of integrated food factories
Development of delivery operation
- Addressing labor shortage through reduced-workload and labor-saving operation
28
2. Growth Strategies, 2) Increasing Net Sales of Existing Stores (Hotto Motto) - Looking Back on the Previous Year and Measures for the Year under Review
Shifted to contactless sales style, impacted by COVID-19 in the previous year.
We worked to increase sales at existing stores by continuing and strengthening the previous year's
measures during the year under review.
FY02/21 | FY02/22 |
YoY change for net | 103.6% |
sales of existing stores | |
Positive factors
- Implementation of campaigns using internally produced products
- Sales strategies with clear targets
- Increased preorders via online ordering
- Expansion of delivery services
- Promotion of cashless payments
Negative factors
- Decline in custom order sales at events such as sports events
YoY change for net
sales of existing stores 102.2% (Plan)
- Increased added value through the use of products produced at the Group's factories
- Products and campaign measures with clear targets
- Increase in the ratio of online ordering through enhancement of operation
- Increase in delivery sales through campaign measures and product appeal
- Capturing new custom order demand
29
2. Growth Strategies, 2) Increasing Net Sales of Existing Stores (Hotto Motto) - Marketing Strategies
We aim to increase net sales at existing stores by responding to a wide range of needs, such as launching campaigns utilizing internally produced products and implementing sales strategies with clear targets.
Product development
Launched products such as "Double-Cheese Nori Bento" and "Garitaru Karaage Bento," which are
variations of popular products, targeting younger consumers who are light users.
Campaign roll-out
Carried out quiz campaigns using SNS and the Internet, and ran commercials featuring a popular comedian duo, EXIT
Double-Cheese | - Garlic & tartar sauce - |
Nori Bento | Garitaru Karaage Bento |
A campaign where prizes including 1 million yen are | |
given to lottery winners from those who have | 30 |
answered the quiz correctly |
2. Growth strategies, 2) Increasing Net Sales of Existing Stores (Hotto Motto) - Capturing New Custom Order Demands
To make up for the decline in custom order sales at events, etc., that have been impacted by COVID- 19, we launched new products and promoted preorders through the Internet to capture dining needs of families.
New family-sized menu | Sales of products for celebration and seasonal events and | 31 |
promotion of preorders using the Internet | ||
2. Growth Strategies, 2) Increasing Net Sales of Existing Stores (YAYOI) - Looking Back the Previous Year and Measures for the Year under Review
Significantly impacted by COVID-19 in the previous year. In the year under review, we worked to maximize sales and profits by strengthening our response to changes in eating and drinking styles, underpinned by the development and growth of human resources.
FY02/21 | |
YoY change for net | 77.9% |
sales of existing stores | |
Positive factors
- Promoted store development for the safety and security of customers and employees through the introduction of the Refilling Robot, etc.
- Expanded demand by expanding to-go menus and carrying out campaigns
- Increased demand due to an increase in the number of stores with delivery service
Negative factors
- Decline in eat-in sales
FY02/22
YoY change for net
sales of existing stores 112.7% (Plan)
- Improved quality of products offered and basic customer service capabilities, and ensured safety and security
- Human resources development, including allocation of sufficient staff members and their training to make them work-ready
- Strengthened branding by appealing "devotion to rice"
- Strengthened to-go/delivery services through menu updates and container redesigns
- Enhanced breakfast by expanding the number of menu items and renewal
32
2. Growth Strategies, 2) Increasing Net Sales at Existing Stores (YAYOI) - Strengthening Branding
To convey the appeal of "set meals with particular attention to rice," which is the strength of YAYOI, to
continuously strengthen branding.
Used leaflets to show our particular attention to rice | |
Continued to broadcast ads featuring actor | 33 |
Shota Sometani | |
2. Growth Strategies, 2) Increasing Net Sales at Existing Stores (YAYOI) - Marketing Strategies
To capture new demand through to-go/delivery enhancement measures and by strengthening
breakfast menus.
Enhancement of to-go/delivery services
To capture sales by implementing to-go/delivery enhancement measures, such as catering for side dish- only use and running campaigns.
Enhancement of breakfast
Doubled the breakfast menu items from 3 to 6 types. Also, set items at reasonable prices from 350 yen to 570 yen. At the same time, expanded the stores offering breakfast to increase sales.
Mini Sukiyaki Breakfast
You can now order "side | 100 yen discount campaign for 4 | 6 breakfast options to choose | Shirasu Oroshi Breakfast | |
(with boiled young sardines | ||||
dishes" only | bento box products | from | 34 | |
and grated daikon radish) | ||||
2. Growth Strategies, 3) Increasing Number of Stores - Promoting Store Opening/Franchising
We worked to strengthen our existing store structure in the year under review, in preparation for the time when we can
promote store openings both in Japan and overseas.
In Japan, we promoted store opening centered around Hotto Motto and franchising with the goal of achieving further
growth in the robust to-go market.
FY02/21 | FY02/22 |
Store opening in Japan 15 stores
Positive factors
- An increase in Hotto Motto's FC-transferred stores led to a decrease in the percentage of company-operated stores
- Hotto Motto grill had 31 stores at the end of the year, which will serve as the core of our future growth strategy
Negative factors
- Closed unprofitable stores in Japan (a decrease of 65 stores in total)
- Although YAYOI took measures for franchisees, the percentage of the company-operated stores increased due to an increase in the number of stores that have returned to RC.
Store opening in Japan | 22 stores |
(Plan) | |
- Strengthened our existing store structure in preparation for the time when we can promote store openings
- An increase in the number of FC-transferred stores as a result of enhancements of RC stores
- Identified new franchisees by increasing the number of persons who are accepted as staff members
- Continued measures to support franchisees, including measures to support store growth
- Promotion of unit franchise-B contracts
35
2. Growth Strategies, 3) Increasing Number of Stores - Progress at Hotto Motto grill
Hotto Motto grill is a new Hotto Motto brand that provides food that responds to a wide range of needs while making
the most of the appeal of "Hotto Motto."
Going forward, we aim to attract more young people in their 20's to 30's and open stores in urban areas and densely
populated areas.
Features | Topics |
Taking advantage of the appeal of "Hotto Motto," this brand focuses on improving the deliciousness and quality of its products by cooking them in an oven, and aims to improve the satisfaction of a wide range of customers by providing bento boxes in the 3 categories of "grill," "casual," and "Hotto Motto menu."
It offers a menu targeting young people in their 20's and 30's, in addition to the Hotto Motto menu. Also, it opened stores in urban areas centering on the Tokyo metropolitan area, Osaka and Aichi, and densely populated areas. The percentage of using delivery services is high as well.
Store design | Smart design focused on functionality and | |
comfort, with services offered smoothly with | ||
ticket-vending machines | ||
Commitment to | The outside is nicely browned with the inside | |
being fluffy and juicy. Automatic cooking | ||
oven cooking | ||
improves productivity and reduces workloads. | ||
Menu | Included on its menu are Hotto Motto's | |
popular items, "Grill" cooked in an oven, and |
"Casual," such as rice omelet
Menu
Store development
-
Number of stores at end of FY02/21 period
31 stores - Store openings in FY02/22
March: Sugamo 1-chome store (Tokyo)
May: in Kanagawa Prefecture (planned) | |
A total of eight other stores are | |
scheduled to be opened | 36 |
2. Growth Strategies, 4) MK RESTAURANTS - Looking Back on the Previous Year and Measures for the Year under Review
Impacted by COVID-19 while working to improve profitability by closing unprofitable stores and improving
operational efficiency in the previous year.
We sought to improve the profitability of its business through sales recovery measures in the year under
review.
FY02/21 | FY02/22 |
YoY change for net | 83.2% |
sales of existing stores | |
Positive factors
- Improvement of profitability by closing unprofitable stores and improving operational efficiency
- Recovery in sales due to the GoTo campaign
- Digital marketing using SNS, etc.
- Expansion of to-go/delivery services
Negative factors
- Decline in eat-in sales
YoY change for net
sales of existing stores 115.8% (Plan)
- An increase in operating rates through effective use of reservation systems
- Digital marketing using SNS, etc.
- Campaign measures focused on dinner
- Strengthening of original menu items to differentiate ourselves from other companies
- Expansion of to-go/delivery services and their increased recognition
37
2. Growth Strategies, 4) MK RESTAURANTS - Enhancing Product Capabilities
MK RESTAURANTS seeks to differentiate itself from the competition by "SHABU-SHABU & Authentic Dim Sum
Restaurant," which is unique in Japan.
It aims to boost sales by promoting repeat visits through the introduction of limited time menu items and
expanding to-go/delivery services.
Introduced limited time hotpot soups and special ingredients | Renewed to-go menu | 38 |
continuously | ||
2. Growth Strategies, 5) Overseas - Looking Back the Previous Year and Measures for the Year under Review
Impacted by COVID-19 while working to improve profitability by closing unprofitable stores and improving
operational efficiency in the previous year.
In the year under review, we worked to improve profitability by taking sales recovery measures tailored to the
market, and establish a new model for the expansion of store opening.
FY02/21 | FY02/22 |
Segment profit | -688 million yen |
Positive factors
- The impact of COVID-19 in Taiwan has been minimal
- Improvement in profitability in Taiwan and Australia
- Expansion of to-go/delivery services
Negative factors
- USA and Australia were greatly affected by COVID-19
Aimed to improve business profitability
- Segment income (loss) forecast is undisclosed
- Implementation of sales recovery measures tailored to the market
- Development of structures specializing in to- go/delivery services
- Established a business model that aims for store opening in the next fiscal year
39
- Financial Results for FY02/21
- Growth Strategies
- Forecast for FY02/22
- Distribution of Profits
- Supplementary Materials
40
3. Forecast for FY02/22: Assumptions for the Forecast
| Stores in Japan | ||||||||||||||
Hotto Motto | YAYOI | MK RESTAURANTS | |||||||||||||
Full-year | 1H | 2H | Full-year | 1H | 2H | Full-year | 1H | 2H | |||||||
YoY change for | % | 102.2 | 102.8 | 101.7 | 112.7 | 121.5 | 103.9 | 115.8 | 107.7 | 121.7 | |||||
existing stores | |||||||||||||||
Opening | stores | 20 | 4 | 16 | 2 | 1 | 1 | 0 | 0 | 0 | |||||
Closing | stores | -20 | -7 | -13 | 0 | 0 | 0 | 0 | 0 | 0 | |||||
Renovation, etc. | stores | 17 | 9 | 8 | 12 | 2 | 10 | 0 | 0 | 0 | |||||
No. of stores | stores | 2,493 | 2,490 | 2,493 | 374 | 373 | 374 | 26 | 26 | 26 | |||||
No. of company- | stores | 573 | 603 | 573 | 255 | 263 | 255 | 26 | 26 | 26 | |||||
operated stores | |||||||||||||||
Percentage of | 23.0 | 24.2 | 23.0 | 68.2 | 70.5 | 68.2 | 100.0 | 100.0 | 100.0 | ||||||
company-operated | % | ||||||||||||||
stores | |||||||||||||||
| |||||||||||||||
Overseas stores | |||||||||||||||
FY02/21- | Opening | Closing | FY02/22- | ||||||||||||
end | end | ||||||||||||||
Hotto Motto total | 14 | 2 | 2 | 14 | |||||||||||
YAYOI total | 244 | 22 | 1 | 265 | |||||||||||
Overseas Group stores total | 258 | 24 | 3 | 279 | |||||||||||
41
3. Forecast for FY02/22: Assumptions for the Forecast - Quarterly Trends in Net Sales at Existing Stores
Hotto Motto to remain strong, with a recovery in the business performance of YAYOI and MK
RESTAURANTS forecasted
(Units: %)
142.1
129.3
102.8102.8
101.9 | 113.6 | 117.5 | |
112.2 | |||
101.6 | |||
98.0 | 106.8 | ||
90.3 |
1Q | 2Q | 3Q | 4Q | 1Q | 2Q | 3Q | 4Q | 1Q | 2Q | 3Q | 4Q | 1Q | 2Q | 3Q | 4Q | 1Q | 2Q | 3Q | 4Q | 1Q | 2Q | 3Q | 4Q | |||||||||||||||||
FY02/20 | FY02/21 Forecast | FY02/20 | FY02/21 Forecast | FY02/20 | FY02/21 Forecast | |||||||||||||||||||||||||||||||||||
Hotto Motto | YAYOI | MK RESTAURANTS | ||||||||||||||||||||||||||||||||||||||
42
3. Forecast for FY02/22: YoY Comparison
(Millions of yen, %)
Forecast | YoY | |||||
Amount | Composition | Amount | Composition | Change in | Change in | |
ratio | ratio | amount | % | |||
Net sales | 145,230 | 100.0 | 140,509 | 100.0 | 4,720 | 103.4 |
Gross profit | 75,130 | 51.7 | 71,449 | 50.9 | 3,680 | 105.2 |
SG&A | 69,730 | 48.0 | 70,547 | 50.2 | -817 | 98.8 |
Operating profit | 5,400 | 3.7 | 902 | 0.6 | 4,497 | 598.1 |
6,040 | 4.2 | |||||
Ordinary profit | 2,037 | 1.5 | 4,002 | 296.4 | ||
2,510 | 1.7 | |||||
Profit* | -2,545 | -1.8 | 5,055 | -98.6 | ||
*Profit attributable to owners of parent
43
3. Forecast for FY02/22: YoY Comparison (1H/2H)
(Millions of yen, %)
1H | 2H | |||||||||||
Forecast | YoY | Forecast | YoY | |||||||||
Amount | Composition | Amount | Composition | Change in | Change in % | Amount | Composition | Amount | Composition | Change in | Change in % | |
ratio | ratio | amount | ratio | ratio | amount | |||||||
Net sales | 72,610 | 100.0 | 68,169 | 100.0 | 4,440 | 106.5 | 72,620 | 100.0 | 72,339 | 100.0 | 280 | 100.4 |
Gross profit | 37,510 | 51.7 | 37,620 | 51.8 | ||||||||
34,499 | 50.6 | 3,010 | 108.7 | 36,950 | 51.1 | 669 | 101.8 | |||||
SG&A | 35,220 | 48.5 | 35,723 | 52.4 | -503 | 98.6 | 34,510 | 47.5 | 34,823 | 48.1 | -313 | 99.1 |
Operating | 2,290 | 3.2 | 3,110 | 4.3 | ||||||||
-1,224 | -1.8 | 3,514 | ― | 2,126 | 2.9 | 983 | 146.2 | |||||
profit | ||||||||||||
Ordinary | ||||||||||||
2,780 | 3.8 | -867 | -1.3 | 3,647 | ― | 3,260 | 4.5 | 2,905 | 4.0 | 354 | 112.2 | |
profit | ||||||||||||
Profit* | 1,540 | 2.1 | -1,696 | -2.5 | 3,236 | ― | 970 | 1.3 | -849 | -1.2 | 1,819 | ― |
*Profit attributable to owners of parent |
44
3. Forecast for FY02/22: Factors for Increasing Operating Profit
Profit forecasted to increase by 4,497 million yen.
This will be due to improved gross profits and higher net sales at Hotto Motto's existing stores, as
well as a recovery in the performance of YAYOI, MK RESTAURANTS and Overseas businesses.
(Millions of yen)
1,987 | 5,400 | ||||||||||
-28 | |||||||||||
854 | |||||||||||
725 | |||||||||||
641 | |||||||||||
413 | |||||||||||
902 | 205 | 260 | |||||||||
-246 | -171 | -142 | |||||||||
FY02/21 | Advertising | Overseas | MK | HM variable costs Net sales of HM | Y variable costs | Net sales of Y | Improvement of | Other | FY02/22 Plan | ||
Logistics costs | Initial costs |
FY02/21 | Logistics costs | Overseas | Percentage of Hotto | Percentage of YAYOI | Improvement of | Forecast for | |||||
Motto staff | staff salary/utility | ||||||||||
subsidiaries | gross profits | FY02/21 | |||||||||
salary/utility expenses | expenses | ||||||||||
Advertising | MK | Net sales of | Net sales of | ||||||||
Initial costs | existing Hotto | existing YAYOI | Other | ||||||||
expenses | RESTAURANTS | 45 | |||||||||
Motto stores | stores | ||||||||||
- Financial Results for FY02/21
- Growth Strategies
- Forecast for FY02/22
- Distribution of Profits
- Supplementary Materials
46
4. Distribution of Profits: Dividend Policy
Annual dividends for FY02/21 will be 30 yen with 60 yen planned for FY02/22.
There are no plans to change the basic dividend policy or the shareholder benefit system at this time.
Basic dividend policy
The Company will pay a dividend that is the higher of either an annual dividend of 60 yen or a dividend payout ratio of 50%.
* Dividend payout ratio = Annual dividend per share/Consolidated profit per share
Dividend amount
Dividends (yen) | Earnings per | Consolidated | ||||
dividend | ||||||
Interim | Fiscal year-end | Full-year | share (yen) | |||
payout ratio | ||||||
FY02/20 | 30 | 30 | 60 | -76.59 | ― | |
FY02/21 | 0 | 30 | 30 | -66.39 | ― | |
FY02/22 (Planned) | 30 | 30 | 60 | 65.45 | 91.7% | |
*We decided to pay no interim dividends for FY02/21 in order to secure stable funds to achieve a recovery in earnings and
improvement of corporate value under the business environment greatly affected by the spread of COVID-19. | 47 |
- Financial Results for FY02/21
- Growth Strategies
- Forecast for FY02/22
- Distribution of Profits
- Supplementary Materials
48
5. Supplementary Materials: Trends in Consolidated P/L
Net sales, gross profit | (Millions of yen, %) | ||||||||||||
FY02/17 | FY02/18 | FY02/19 | FY02/20 | FY02/21 | FY02/22 | ||||||||
Full year | Composition | Full year | Composition | Full year | Composition | Full year | Composition | Full year | Composition | Full-year Composition | |||
results | ratio | results | ratio | results | ratio | results | ratio | results | ratio | forecast | ratio | ||
Net sales | 140,972 | 100.0 | 145,709 | 100.0 | 153,914 | 100.0 | 149,572 | 100.0 | 140,509 | 100.0 | 145,230 | 100.0 | |
Net sales of franchise segment | 60,416 | 42.9 | 60,823 | 41.7 | 64,459 | 41.9 | 64,985 | 43.4 | 63,195 | 45.0 | 67,800 | 46.7 | |
Net sales of company-operated store | 69,525 | 49.3 | 67,767 | 46.5 | 71,550 | 46.5 | 65,692 | 43.9 | 58,089 | 41.3 | 58,060 | 40.0 | |
segment | |||||||||||||
• | Hotto Motto | 40,526 | 28.7 | 39,087 | 26.8 | 40,988 | 26.6 | 36,707 | 24.5 | 35,061 | 25.0 | ||
• | YAYOI | 25,286 | 17.9 | 23,843 | 16.4 | 23,909 | 15.5 | 22,206 | 14.8 | 18,349 | 13.1 | ||
• | MK RESTAURANTS | 3,399 | 2.4 | 3,448 | 2.4 | 3,440 | 2.2 | 3,308 | 2.2 | 2,153 | 1.5 | ||
• | Overseas | 312 | 0.2 | 1,387 | 1.0 | 3,212 | 2.1 | 3,469 | 2.3 | 2,524 | 1.8 | ||
Other net sales | 174 | 0.1 | 5,595 | 3.8 | 5,661 | 3.7 | 6,000 | 4.0 | 6,645 | 4.7 | 6,310 | 4.3 | |
Income from franchise fees, etc. | 10,856 | 7.7 | 11,522 | 7.9 | 12,243 | 8.0 | 12,894 | 8.6 | 12,579 | 9.0 | 13,060 | 9.0 | |
Cost of sales | 63,269 | 44.9 | 67,743 | 46.5 | 76,501 | 49.7 | 74,389 | 49.7 | 69,059 | 49.1 | 70,100 | 48.2 | |
Gross profit | 77,702 | 55.1 | 77,965 | 53.5 | 77,413 | 50.3 | 75,182 | 50.3 | 71,449 | 50.9 | 75,130 | 51.8 | |
49
5. Supplementary Materials: Trends in Consolidated P/L
| SG&A, operating profit | (Millions of yen, %) | |||||||||||||
FY02/17 | FY02/18 | FY02/19 | FY02/20 | FY02/21 | FY02/22 | ||||||||||
Full year | Composition | Full year | Composition | Full year | Composition | Full year | Composition | Full year | Composition | Full-year Composition | |||||
results | ratio | results | ratio | results | ratio | results | ratio | results | ratio | forecast | ratio | ||||
Selling, general and administrative | 70,509 | 50.0 | 72,985 | 50.1 | 77,914 | 50.6 | 74,834 | 50.0 | 70,547 | 50.2 | 69,730 | 48.1 | |||
expenses | |||||||||||||||
Total selling expenses | 11,551 | 8.2 | 11,158 | 7.7 | 12,523 | 8.1 | 11,820 | 7.9 | 13,181 | 9.4 | 13,440 | 9.3 | |||
• | Advertising expenses | 2,668 | 1.9 | 2,338 | 1.6 | 3,001 | 1.9 | 1,738 | 1.2 | 1,799 | 1.3 | ||||
• | Promotion expenses | 2,667 | 1.9 | 2,622 | 1.8 | 3,292 | 2.1 | 3,652 | 2.4 | 4,570 | 3.3 | ||||
• | Distribution expenses | 6,141 | 4.4 | 6,097 | 4.2 | 6,032 | 3.9 | 6,202 | 4.1 | 6,721 | 4.8 | ||||
• | Provision of allowance for doubtful | 46 | 0.0 | 82 | 0.1 | 180 | 0.1 | 210 | 0.1 | 78 | 0.1 | ||||
accounts | |||||||||||||||
Total personnel expenses | 31,521 | 22.4 | 31,712 | 21.8 | 34,088 | 22.1 | 32,575 | 21.8 | 29,910 | 21.3 | 28,870 | 19.9 | |||
• | Remuneration for directors (and | 204 | 0.1 | 280 | 0.2 | 276 | 0.2 | 253 | 0.2 | 232 | 0.2 | ||||
other officers) | |||||||||||||||
• | Salaries and bonuses | 27,432 | 19.5 | 27,332 | 18.8 | 29,561 | 19.2 | 28,198 | 18.9 | 25,788 | 18.4 | ||||
• | Provision for bonuses | 345 | 0.2 | 311 | 0.2 | 344 | 0.2 | 355 | 0.2 | 350 | 0.2 | ||||
Total equipment expenses | 15,542 | 11.0 | 16,709 | 11.5 | 17,739 | 11.5 | 18,517 | 12.4 | 16,154 | 11.5 | 15,870 | 10.9 | |||
• | Rent | 9,079 | 6.4 | 9,563 | 6.6 | 10,248 | 6.7 | 10,280 | 6.9 | 9,543 | 6.8 | ||||
• | Depreciation | 5,059 | 3.6 | 5,372 | 3.7 | 5,622 | 3.7 | 5,938 | 4.0 | 4,832 | 3.4 | ||||
Total other expenses | 11,893 | 8.4 | 13,404 | 9.2 | 13,562 | 8.8 | 11,920 | 8.0 | 11,301 | 8.0 | 11,550 | 8.0 | |||
• | Utilities expenses | 3,544 | 2.5 | 3,613 | 2.5 | 3,701 | 2.4 | 3,254 | 2.2 | 2,832 | 2.0 | ||||
• | Commission expenses | 2,663 | 1.9 | 2,898 | 2.0 | 3,229 | 2.1 | 2,932 | 2.0 | 3,419 | 2.4 | ||||
• | Supplies expenses | 1,958 | 1.4 | 2,271 | 1.6 | 2,030 | 1.3 | 1,506 | 1.0 | 1,392 | 1.0 | ||||
Operating profit | 7,193 | 5.1 | 4,979 | 3.4 | -501 | -0.3 | 348 | 0.2 | 902 | 0.6 | 5,400 | 3.750 | |||
5. Supplementary Materials: Trends in Consolidated P/L
| Ordinary profit, profit | (Millions of yen, %) | |||||||||||
FY02/17 | FY02/18 | FY02/19 | FY02/20 | FY02/21 | FY02/22 | ||||||||
Full year | Composition | Full year | Composition | Full year | Composition | Full year | Composition | Full year | Composition | Full-year | Composition | ||
results | ratio | results | ratio | results | ratio | results | ratio | results | ratio | forecast | ratio | ||
Non-operating income | 552 | 0.4 | 497 | 0.3 | 792 | 0.5 | 868 | 0.6 | 1,379 | 1.0 | 680 | 0.5 | |
Non-operating expenses | 123 | 0.1 | 215 | 0.1 | 147 | 0.1 | 487 | 0.3 | 244 | 0.2 | 40 | 0.0 | |
Ordinary profit | 7,622 | 5.4 | 5,261 | 3.6 | 143 | 0.1 | 729 | 0.5 | 2,037 | 1.5 | 6,040 | 4.2 | |
Extraordinary income | 173 | 0.1 | 10 | 0.0 | 36 | 0.0 | 179 | 0.1 | 5 | 0.0 | 0 | 0.0 | |
Extraordinary losses | 930 | 0.7 | 981 | 0.7 | 3,062 | 2.0 | 3,844 | 2.6 | 3,921 | 2.8 | 1,400 | 1.0 | |
Profit before income taxes | 6,865 | 4.9 | 4,291 | 2.9 | -2,882 | -1.9 | -2,935 | -2.0 | -1,878 | -1.3 | 4,640 | 3.2 | |
Income taxes | 2,871 | 2.0 | 1,883 | 1.3 | 46 | 0.0 | -60 | -0.0 | 551 | 0.4 | 2,130 | 1.5 | |
Profit | 3,994 | 2.8 | 2,408 | 1.7 | -2,929 | -1.9 | -2,874 | -1.9 | -2,430 | -1.7 | 2,510 | 1.7 | |
Profit attributable to non-controlling | -43 | -0.0 | 56 | 0.0 | -2 | -0.0 | 60 | 0.0 | 115 | 0.1 | 0 | 0.0 | |
interests | |||||||||||||
Profit attributable to owners of parent | 4,037 | 2.9 | 2,351 | 1.6 | -2,926 | -1.9 | -2,934 | -2.0 | -2,545 | -1.8 | 2,510 | 1.7 | |
Note: Income from franchise fees, etc., includes lease income, etc., based on the unit franchise system and management consignment system (partner chain system) in addition to royalty income from franchisees.
51
5. Supplementary Materials: Over-the-Counter Net Sales, Capital Expenditure, and Depreciation
| Over-the-counter net sales | (Millions of yen) | |||||
FY02/17 | FY02/18 | FY02/19 | FY02/20 | FY02/21 | FY02/22 | ||
Full year | Full year | Full year | Full year | Full year | Full-year | ||
results | results | results | results | results | forecast | ||
Hotto Motto (Japan) | 148,277 | 145,595 | 150,900 | 145,838 | 145,960 | 149,400 | |
YAYOI (Japan) | 32,093 | 33,583 | 36,304 | 36,268 | 28,085 | 30,000 | |
MK RESTAURANTS (Japan) | 3,401 | 3,450 | 3,442 | 3,304 | 2,153 | 2,100 | |
Overseas | 312 | 1,387 | 3,212 | 3,469 | 2,524 | 2,500 | |
Note: Over-the-counter net sales of consolidated subsidiaries are listed in Overseas above. Plenus, Inc. (USA), PLENUS AusT PTY. LTD. (Australia), and Plenus Taiwan Co., Ltd. (Taiwan) have been included in the scope of consolidation since FY02/17, FY02/18, and FY02/19, respectively.
| Capital investment and depreciation | (Millions of yen) | ||||||
FY02/17 | FY02/18 | FY02/19 | FY02/20 | FY02/21 | FY02/22 | |||
Full year | Full year | Full year | Full year | Full year | Full-year | |||
results | results | results | results | results | forecast | |||
Consolidated capital investment | 7,800 | 13,864 | 11,780 | 6,825 | 3,692 | 1,869 | ||
Total depreciation | 5,243 | 5,572 | 6,250 | 7,244 | 5,955 | 5,325 | ||
Production cost | 182 | 197 | 625 | 1,304 | 1,122 | 804 | ||
Selling and administrative | 5,059 | 5,372 | 5,622 | 5,938 | 4,832 | 4,520 | ||
expenses | ||||||||
Non-operating expenses | 1 | 2 | 1 | 1 | 0 | 0 | 52 | |
5. Supplementary Materials: Trends in Consolidated B/S
| Trends in consolidated balance sheet | (Millions of yen) | ||||||
FY02/17 | FY02/18 | FY02/19 | FY02/20 | FY02/21 | ||||
Fiscal year-end | Fiscal year-end | Fiscal year-end | Fiscal year-end | Fiscal year-end | Change | |||
Current assets | 34,062 | 25,256 | 17,859 | 21,128 | 21,603 | 474 | ||
Cash and deposits | 23,607 | 14,372 | 7,447 | 10,076 | 10,519 | 442 | ||
Notes and accounts receivable | 3,037 | 2,786 | 2,377 | 2,648 | 3,013 | 364 | ||
- trade | ||||||||
Merchandise and finished | 4,217 | 5,263 | 5,368 | 5,950 | 5,391 | -558 | ||
goods | ||||||||
Non-current assets | 58,673 | 66,243 | 69,527 | 65,050 | 58,785 | -6,265 | ||
Property, plant and | 40,933 | 48,289 | 50,179 | 45,574 | 40,464 | -5,109 | ||
equipment | ||||||||
Intangible assets | 2,215 | 2,389 | 2,921 | 3,031 | 1,928 | -1,102 | ||
Investments and other assets | 15,524 | 15,563 | 16,426 | 16,445 | 16,392 | -52 | ||
Total assets | 92,736 | 91,499 | 87,387 | 86,179 | 80,389 | -5,790 | ||
Current liabilities | 18,069 | 16,751 | 16,562 | 19,090 | 16,511 | -2,578 | ||
Notes and accounts payable - | 6,306 | 6,097 | 6,229 | 6,108 | 5,402 | -706 | ||
trade | ||||||||
Non-current liabilities | 8,514 | 8,649 | 10,201 | 11,598 | 12,011 | 413 | ||
Total liabilities | 26,584 | 25,401 | 26,763 | 30,688 | 28,522 | -2,165 | ||
Total net assets | 66,151 | 66,098 | 60,623 | 55,491 | 51,867 | -3,624 | ||
Total liabilities and net assets | 92,736 | 91,499 | 87,387 | 86,179 | 80,389 | -5,790 | 53 |
5. Supplementary Materials: Trends in Number of Stores
| Number of stores | (Unit: Stores) | ||||||
FY02/17 | FY02/18 | FY02/19 | FY02/20 | FY02/21 | FY02/21 | |||
Fiscal year-end | Fiscal year-end | Fiscal year-end | Fiscal year-end | Fiscal year-end | Forecast | |||
Trends in no. of stores | 3,022 | 3,107 | 3,161 | 2,941 | 2,891 | 2,893 | ||
in Japan | ||||||||
Hotto Motto | 2,661 | 2,723 | 2,748 | 2,527 | 2,493 | 2,493 | ||
YAYOI | 329 | 351 | 377 | 382 | 372 | 374 | ||
MK RESTAURANTS | 32 | 33 | 36 | 32 | 26 | 26 | ||
Trends in no. of | 192 | 212 | 242 | 259 | 258 | 279 | ||
overseas stores | ||||||||
Overseas Hotto Motto | 13 | 15 | 18 | 14 | 14 | 14 | ||
total | ||||||||
China | 4 | 2 | 2 | 3 | 2 | 2 | ||
South Korea | 8 | 12 | 15 | 10 | 11 | 12 | ||
Australia | 1 | 1 | 1 | ― | ― | ― | ||
Singapore | ― | ― | ― | 1 | 1 | 0 | ||
Overseas YAYOI total | 179 | 197 | 224 | 245 | 244 | 265 | ||
Thailand | 157 | 167 | 187 | 198 | 194 | 209 | ||
Singapore | 7 | 8 | 8 | 10 | 9 | 11 | ||
Australia | 3 | 4 | 4 | 6 | 6 | 6 | ||
Taiwan | 9 | 12 | 18 | 21 | 21 | 20 | ||
USA | 2 | 3 | 3 | 3 | 4 | 4 | ||
Philippines | 1 | 2 | 3 | 5 | 6 | 8 | ||
Malaysia | - | 1 | 1 | 2 | 4 | 7 | 54 | |
5. Supplementary Materials: Hotto Motto
Hotto Motto | FY02/20- | Mar. | Apr. | May | Jun. | Jul. | Aug. | Sep. | Oct. | Nov. | Dec. | Jan. | Feb. | Cumulative | ||
end | total | |||||||||||||||
All stores | YoY change for net | % | ― | 94.0 | 96.5 | 100.6 | 97.8 | 99.7 | 97.4 | 101.0 | 100.8 | 103.1 | 104.3 | 104.5 | 101.9 | 100.1 |
sales | ||||||||||||||||
Existing stores | YoY change for net | % | ― | 99.3 | 101.9 | 106.5 | 103.9 | 105.7 | 102.7 | 106.0 | 100.0 | 103.9 | 105.2 | 105.3 | 102.4 | 103.6 |
sales | ||||||||||||||||
New stores | Total | stores | ― | 0 | 0 | 0 | 2 | 0 | 0 | 0 | 1 | 1 | 0 | 1 | 0 | 5 |
RC | stores | ― | 0 | 0 | 0 | 1 | 0 | 0 | 0 | 1 | 1 | 0 | 1 | 0 | 4 | |
PC | stores | ― | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
FC | stores | ― | 0 | 0 | 0 | 1 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1 | |
Closing | Total | stores | ― | -21 | -7 | -1 | -1 | -2 | -1 | 0 | -2 | -1 | -2 | 0 | -1 | -39 |
RC | stores | ― | -19 | 0 | -1 | 0 | 0 | 0 | 0 | -1 | 0 | 0 | 0 | 0 | -21 | |
PC | stores | ― | -1 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | -1 | 0 | 0 | 0 | -2 | |
FC | stores | ― | -1 | -7 | 0 | -1 | -2 | -1 | 0 | -1 | 0 | -2 | 0 | -1 | -16 | |
Transfer | RC | stores | ― | 9 | 12 | 8 | 0 | -4 | -8 | -7 | -17 | -7 | -11 | -3 | -32 | -60 |
PC | stores | ― | -5 | -2 | -3 | -3 | -5 | 0 | -3 | -6 | -4 | -7 | -6 | -1 | -45 | |
FC | stores | ― | -4 | -10 | -5 | 3 | 9 | 8 | 10 | 23 | 11 | 18 | 9 | 33 | 105 | |
Renovation/ | RC | stores | ― | 2 | 2 | 3 | 5 | 4 | 0 | 1 | 0 | 1 | 0 | 0 | 0 | 18 |
Relocation | ||||||||||||||||
PC | stores | ― | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1 | 0 | 0 | 0 | 1 | |
FC | stores | ― | 3 | 0 | 0 | 2 | 2 | 1 | 1 | 0 | 0 | 1 | 1 | 1 | 12 | |
No. of stores at | Total | stores | 2,527 | 2,506 | 2,499 | 2,498 | 2,499 | 2,497 | 2,496 | 2,496 | 2,495 | 2,495 | 2,493 | 2,494 | 2,493 | - |
month-end | ||||||||||||||||
RC | stores | 711 | 701 | 713 | 720 | 721 | 717 | 709 | 702 | 685 | 679 | 668 | 666 | 634 | - | |
PC | stores | 187 | 181 | 179 | 176 | 173 | 168 | 168 | 165 | 159 | 154 | 147 | 141 | 140 | - | |
FC | stores | 1,629 | 1,624 | 1,607 | 1,602 | 1,605 | 1,612 | 1,619 | 1,629 | 1,651 | 1,662 | 1,678 | 1,687 | 1,719 | - | |
55
5. Supplementary Materials: YAYOI
YAYOI | FY02/20- | Mar. | Apr. | May | Jun. | Jul. | Aug. | Sep. | Oct. | Nov. | Dec. | Jan. | Feb. | Cumulative | ||
end | total | |||||||||||||||
All stores | YoY change for net | % | ― | 81.9 | 51.9 | 54.3 | 75.6 | 78.7 | 81.2 | 96.2 | 94.2 | 90.3 | 83.3 | 70.2 | 71.1 | 77.4 |
sales | ||||||||||||||||
Existing stores | YoY change for net | % | ― | 83.2 | 52.8 | 55.0 | 76.0 | 79.3 | 81.7 | 97.9 | 95.5 | 91.9 | 84.3 | 70.4 | 70.7 | 77.9 |
sales | ||||||||||||||||
New stores | Total | stores | ― | 1 | 1 | 0 | 2 | 3 | 1 | 1 | 0 | 0 | 0 | 0 | 0 | 9 |
RC | stores | ― | 1 | 1 | 0 | 1 | 3 | 1 | 1 | 0 | 0 | 0 | 0 | 0 | 8 | |
PC | stores | ― | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
FC | stores | ― | 0 | 0 | 0 | 1 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1 | |
Closing | Total | stores | ― | -1 | -1 | 0 | 0 | -1 | -13 | -2 | 0 | 0 | 0 | 0 | -1 | -19 |
RC | stores | ― | -1 | -1 | 0 | 0 | -1 | -13 | -2 | 0 | 0 | 0 | 0 | 0 | -18 | |
PC | stores | ― | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
FC | stores | ― | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | -1 | -1 | |
Transfer | RC | stores | ― | 2 | 0 | 0 | 7 | 11 | 6 | 2 | 2 | 4 | 4 | 0 | 2 | 40 |
PC | stores | ― | 1 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | -1 | -2 | 0 | 0 | -2 | |
FC | stores | ― | -3 | 0 | 0 | -7 | -11 | -6 | -2 | -2 | -3 | -2 | 0 | -2 | -38 | |
Renovation/ | RC | stores | ― | 9 | 3 | 0 | 0 | 0 | 0 | 0 | 1 | 0 | 0 | 0 | 0 | 13 |
Relocation | ||||||||||||||||
PC | stores | ― | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
FC | stores | ― | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
No. of stores at | Total | stores | 382 | 382 | 382 | 382 | 384 | 386 | 374 | 373 | 373 | 373 | 373 | 373 | 372 | - |
month-end | ||||||||||||||||
RC | stores | 233 | 235 | 235 | 235 | 243 | 256 | 250 | 251 | 253 | 257 | 261 | 261 | 263 | - | |
PC | stores | 30 | 31 | 31 | 31 | 31 | 31 | 31 | 31 | 31 | 30 | 28 | 28 | 28 | - | |
FC | stores | 119 | 116 | 116 | 116 | 110 | 99 | 93 | 91 | 89 | 86 | 84 | 84 | 81 | - | |
56
5. Supplemental Materials: MK RESTAURANTS and Overseas
MK RESTAURANTS | FY02/20- | Mar. | Apr. | May | Jun. | Jul. | Aug. | Sep. | Oct. | Nov. | Dec. | Jan. | Feb. | Cumulative | ||
end | total | |||||||||||||||
All stores | YoY change for net | % | ― | 80.6 | 23.9 | 31.7 | 76.4 | 77.1 | 67.6 | 79.1 | 83.2 | 84.6 | 69.6 | 52.3 | 52.2 | 65.1 |
sales | ||||||||||||||||
Existing stores | YoY change for net | % | ― | 85.7 | 42.8 | 54.0 | 91.7 | 99.7 | 81.4 | 91.3 | 97.5 | 102.2 | 84.5 | 60.6 | 58.8 | 83.2 |
sales | ||||||||||||||||
New stores | Total | stores | ― | 1 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1 |
Closing | Total | stores | ― | 0 | -7 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | -7 |
Renovation/ | Total | stores | ― | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Relocation | ||||||||||||||||
No. of stores at | Total | stores | 32 | 33 | 26 | 26 | 26 | 26 | 26 | 26 | 26 | 26 | 26 | 26 | 26 | - |
month-end | ||||||||||||||||
FY02/20- | Mar. | Apr. | May | Jun. | Jul. | Aug. | Sep. | Oct. | Nov. | Dec. | Jan. | Feb. | ||||
end | ||||||||||||||||
Total no. of Group stores in Japan stores | 2,941 | 2,921 | 2,907 | 2,906 | 2,909 | 2,909 | 2,896 | 2,895 | 2,894 | 2,894 | 2,892 | 2,893 | 2,891 | |||
Overseas | FY02/20- | Mar. | Apr. | May | Jun. | Jul. | Aug. | Sep. | Oct. | Nov. | Dec. | Jan. | Feb. | |||
end | ||||||||||||||||
Hotto Motto | Total | 14 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 14 | 14 | 14 | ||
China | 3 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | |||
South Korea | 10 | 10 | 10 | 10 | 10 | 10 | 10 | 10 | 10 | 10 | 11 | 11 | 11 | |||
Singapore | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | |||
YAYOI | Total | 245 | 244 | 244 | 244 | 244 | 245 | 243 | 243 | 244 | 243 | 244 | 244 | 244 | ||
Thailand | 198 | 198 | 199 | 199 | 199 | 199 | 197 | 196 | 196 | 195 | 194 | 194 | 194 | |||
Singapore | 10 | 9 | 9 | 9 | 9 | 9 | 9 | 10 | 10 | 9 | 9 | 9 | 9 | |||
Australia | 6 | 6 | 6 | 6 | 6 | 6 | 6 | 6 | 6 | 6 | 6 | 6 | 6 | |||
Taiwan | 21 | 21 | 20 | 20 | 20 | 21 | 21 | 21 | 21 | 21 | 21 | 21 | 21 | |||
USA | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 4 | 4 | 4 | 4 | |||
Philippines | 5 | 5 | 5 | 5 | 5 | 5 | 5 | 5 | 5 | 5 | 6 | 6 | 6 | |||
Malaysia | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 3 | 3 | 4 | 4 | 4 | |||
Total no. of overseas Group stores | 259 | 257 | 257 | 257 | 257 | 258 | 256 | 256 | 257 | 256 | 258 | 258 | 258 | 57 | ||
58
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Plenus Co. Ltd. published this content on 30 April 2021 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 30 April 2021 05:03:05 UTC.